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2020 FAV Summit > 2019 Speakers
Jody Kelman
Self-driving Platform Team, Lyft
Jody Kelman leads the self-driving platform team at Lyft, where she runs products for self-driving vehicle integration and deployment. Prior to Lyft, Jody worked at McKinsey & Company, focusing on public-private partnerships and technology-driven infrastructure investments. In 2008, she served on President Obama's Technology, Innovation, and Government Reform transition team. Jody graduated magna cum laude from Harvard College and […]
Jody Kelman leads the self-driving platform team at Lyft, where she runs products for self-driving vehicle integration and deployment. Prior to Lyft, Jody worked at McKinsey & Company, focusing on public-private partnerships and technology-driven infrastructure investments. In 2008, she served on President Obama's Technology, Innovation, and Government Reform transition team.
Jody graduated magna cum laude from Harvard College and holds a master's degree from the University of Sydney, where she was a Fulbright Scholar. Jody currently serves as a member of the Council on Foreign Relations and is a mentor at Comet Transportation Labs.
Scott Faris
Scott Faris, Chief Business Officer, Luminar, is an experienced serial technology company executive with over three decades of operating, venture-financing and scaling experience in optoelectronic and solid-state device industries. Prior to Luminar, Scott was CEO of Panaceutics, Inc. and Planar Energy, Inc., a company developing solid-state batteries for electric vehicles. Scott has been CEO of […]
Scott Faris, Chief Business Officer, Luminar, is an experienced serial technology company executive with over three decades of operating, venture-financing and scaling experience in optoelectronic and solid-state device industries.
Prior to Luminar, Scott was CEO of Panaceutics, Inc. and Planar Energy, Inc., a company developing solid-state batteries for electric vehicles. Scott has been CEO of Waveguide Solutions, which pioneered integrated optical chips and COO of Ocean Optics, a global manufacturer of high-volume precision optical instrumentation. Scott serves as a Venture Partner in IDEA Fund as well as on the Board of Directors of Lightpath Technologies, Inc., a publicly-traded high-volume optical component manufacturer.
CEO, Voyage
Oliver Cameron is a co-founder and CEO of Voyage. Voyage is a leader in self-driving cars, and is on a mission is to deliver on the promise of this revolutionary technology. Oliver previously led the autonomous vehicle, artificial intelligence, and deep learning curriculum at the online education startup Udacity."
Miriam Chaum
Head of Public Policy for Self-Driving Cars, Uber
Miriam Chaum is Uber's Head of Public Policy for Self-Driving Cars. In this role, she works closely with Uber's local policy teams and Uber's Advanced Technologies Group to advance policies that promote the safe development and deployment of automated vehicles. Miriam has worked for over ten years on a range of social and environmental policy […]
Miriam Chaum is Uber's Head of Public Policy for Self-Driving Cars. In this role, she works closely with Uber's local policy teams and Uber's Advanced Technologies Group to advance policies that promote the safe development and deployment of automated vehicles. Miriam has worked for over ten years on a range of social and environmental policy issues for the public, private, and non-profit sectors in the U.S. and abroad. Miriam joined Uber in 2018 from an education technology start-up. Miriam previously worked as public sector consultant for PricewaterhouseCoopers and as a senior policy advisor to the central government in New Zealand. Miriam holds a BA in public policy from the Woodrow Wilson School at Princeton University.
Michelle Maggiore
Transportation Solutions Group Team Leader, Cisco
Michelle Maggiore leads Cisco's global Transportation Solutions Group. She is a professional transportation engineer with 20 years of experience in technology deployment, performance management, and strategic planning for transportation agencies and local governments, most recently applying her background to the deployment of technology in the public sector. At Cisco, Michelle advises sales teams, product developers, […]
Michelle Maggiore leads Cisco's global Transportation Solutions Group. She is a professional transportation engineer with 20 years of experience in technology deployment, performance management, and strategic planning for transportation agencies and local governments, most recently applying her background to the deployment of technology in the public sector. At Cisco, Michelle advises sales teams, product developers, and customers on implementing technologies to support connected and automated vehicles. Her activities focus on a vehicle to infrastructure communications and application development and deployment.
Michelle's academic contributions to the field of transportation include the development and application of decision support analytics to align public-sector investments to regional goals and performance measures. Her methodology for optimizing transportation and technology investments was published by the National Academy of Sciences in NCHRP Report 806, where she served as Principal Investigator.
Prior to joining Cisco, Michelle led US transportation services for IBM and served as Vice President for Asset and Performance Management at CH2M Hill. She has advised the Bipartisan Policy Center, the Eno Transportation Foundation, and the US DOT on performance-based transportation and technology investment planning.
Michelle has an MS in transportation engineering from the University of Texas at Austin and a BS in civil engineering from Pennsylvania State University.
Reginald B. McKnight, Esq.,
Head of State Policy & Government Affairs, Waymo
For more than 15 years has been at the forefront of solving some of the nation's most complex public policy, legal and crisis communications issues as a lawyer and strategic advisor to a variety of multinational corporations. He is currently the Head of State Public Policy & Government Affairs at Waymo. In this role, he […]
For more than 15 years has been at the forefront of solving some of the nation's most complex public policy, legal and crisis communications issues as a lawyer and strategic advisor to a variety of multinational corporations. He is currently the Head of State Public Policy & Government Affairs at Waymo. In this role, he is responsible for leading the company's state legislative, policy and political priorities throughout the United States. Prior to joining Waymo, Reginald was the Head of U.S. Economic Development at Facebook. Before joining Facebook, Reginald was in-house counsel at BP, working as a key strategist on the company's government affairs and communications response to the Gulf oil spill. He began his law career in Washington, D.C. at WilmerHale and served as a federal law clerk on the U.S. Court of Appeals for the Fourth Circuit.
Reginald received his law degree from Duke University School of Law, which he attended on a full-tuition scholarship and graduated cum laude with a B.A. from the University of Notre Dame, where he was a decorated student-athlete on the men's soccer team and made history as the school's first African American athlete to be named a Rhodes Scholar finalist.
Rahul Gupta
Managing Director, Deloitte Transactions and Business Analytics
Rahul Gupta is a Managing Director in Deloitte Transactions and Business Analytics LLP focusing on Smart Infrastructure. He has over 30+ years of the combined federal government (legislative and executive branches as well as independent commissions) and private sector experience leading in infrastructure, geospatial, digital and analytics, cyber and security, and telecommunications. He has published […]
Rahul Gupta is a Managing Director in Deloitte Transactions and Business Analytics LLP focusing on Smart Infrastructure. He has over 30+ years of the combined federal government (legislative and executive branches as well as independent commissions) and private sector experience leading in infrastructure, geospatial, digital and analytics, cyber and security, and telecommunications. He has published numerous studies and given speeches on the topics of smart cities, resilience, sustainability, and urbanization, while in the government and in the private sector. Rahul is an adjunct faculty at Georgetown University's graduate program and is engaged in STE(A)M activities.
Tassilo Wanner
VP of Global Public & Regulatory Affairs at Lilium
Tassilo Wanner is the VP of Global Public & Regulatory Affairs at Lilium. He oversees the company's worldwide stakeholder engagement, advocacy efforts, and regulatory and government affairs strategy. Previously, Tassilo was an Engagement Manager at McKinsey & Company, leading TTL (Transport, Travel, and Logistics) as well as strategy and change management studies. Before joining McKinsey, […]
Tassilo Wanner is the VP of Global Public & Regulatory Affairs at Lilium. He oversees the company's worldwide stakeholder engagement, advocacy efforts, and regulatory and government affairs strategy.
Previously, Tassilo was an Engagement Manager at McKinsey & Company, leading TTL (Transport, Travel, and Logistics) as well as strategy and change management studies. Before joining McKinsey, he spent four years in political planning and strategic communication roles for the Parliamentary Leadership in the German Bundestag as well as for the German Federal Minister of the Interior in Berlin.
Tassilo studied at LMU Munich and Georgetown University and earned a Doctorate in Political Science and Modern History. He is married and the father of three children.
Ned Cabot
Country Digital Acceleration Team Leader, Cisco
Ned Cabot leads Cisco's Country Digital Acceleration (CDA) team in the Americas. CDA is a partnership between Cisco and state or national leadership, industry & academia aimed at accelerating a country's digital agenda. A CDA partnership can help a country grow GDP, create new jobs, enhance educational opportunities and drive innovation across government and private […]
Ned Cabot leads Cisco's Country Digital Acceleration (CDA) team in the Americas. CDA is a partnership between Cisco and state or national leadership, industry & academia aimed at accelerating a country's digital agenda. A CDA partnership can help a country grow GDP, create new jobs, enhance educational opportunities and drive innovation across government and private sector institutions.
Mr. Cabot has made his career at Cisco advising government leaders on how to deploy information and communications technologies to achieve public policy objectives. During his eleven years with the company, he has led a series of strategic business development activities in Central Europe, the Middle East, Latin America and Africa.
Prior to joining Cisco, Mr. Cabot was in public service in the United States for more than seventeen years, the bulk of that time with the U.S. Trade and Development Agency (USTDA), a federal export promotion and foreign assistance organization.
Mr. Cabot served as USTDA's Regional Director responsible for Central Europe and later for Sub-Saharan Africa. He represented the United States in establishing the Infrastructure Consortium for Africa and oversaw the agency's role in promoting growth and stability in the Balkans. Mr. Cabot served in the Clinton Administration as USTDA's Director of Congressional Relations and as the agency's Export Director.
Mr. Cabot has served as a Legislative Assistant to Congresswoman Rosa DeLauro and as an Aide to the Speaker of the Connecticut General Assembly, Irving Stolberg. He was also a Peace Corps volunteer in the Dominican Republic.
Mr. Cabot holds a B.A. from Oberlin College and an M.A. in Political Science from the Braunschweig Technical University in Braunschweig, Germany. He speaks English, German and Spanish. He currently serves as the Chair of the Board of Trustees at the Washington Yu Ying Public Charter School, a Mandarin immersion PK-5 elementary school. He is married to soprano Jennifer Casey Cabot and has two children.
Neil Pedersen
Executive Director, Transportation Research Board
Neil Pedersen has been Executive Director of the Transportation Research Board (TRB) since 2015. In that role, he provides executive direction and leadership to TRB's technical activities, including its annual meeting of over 14,000 transportation professionals, it's more than 200 technical committees, its conferences, and its publications; its peer-reviewed policy consensus studies; and its multimodal […]
Neil Pedersen has been Executive Director of the Transportation Research Board (TRB) since 2015. In that role, he provides executive direction and leadership to TRB's technical activities, including its annual meeting of over 14,000 transportation professionals, it's more than 200 technical committees, its conferences, and its publications; its peer-reviewed policy consensus studies; and its multimodal cooperative research programs.
Prior to joining TRB, Neil spent 29 years at the Maryland Department of Transportation, where he served the last eight years as State Highway Administrator and Governor's Highway Safety Representative.
David Harkey
President, Insurance Institute for Highway Safety
David Harkey is the current president of the Insurance Institute for Highway Safety and the affiliated Highway Loss Data Institute. He took the helm of the Institutes in 2018 after spending 11 years as director of the University of North Carolina Highway Safety Research Center.
Vince Lichtinger
Manager, Fuels and Emerging Technology, Marathon Petroleum Corp.
Vince Lichtinger is the manager of the Fuels and Emerging Technology group for Marathon Petroleum Corporation. He graduated with Honors from Case Western Reserve University in 1989 with a B.S. in Chemical Engineering and began work at Marathon Oil Company as an Associate Chemical Engineer creating process simulations of refineries. Vince then spent 6 years […]
Vince Lichtinger is the manager of the Fuels and Emerging Technology group for Marathon Petroleum Corporation. He graduated with Honors from Case Western Reserve University in 1989 with a B.S. in Chemical Engineering and began work at Marathon Oil Company as an Associate Chemical Engineer creating process simulations of refineries. Vince then spent 6 years in the upstream side of the business, providing process engineering support for Marathon's gas processing plants and compression facilities in Michigan, Oklahoma, and Kansas. In 1995, he returned to Findlay and worked in the Product Quality group for about 10 years. He was then manager of the Corporate HES Auditing group for two years and audited all MPC's operations, including refineries, terminals, and pipelines. Vince spent the following six years in Terminal, Transport, and Rail leading trucking logistics and terminal operations. From 2015-2017, he led Operational Excellence across all of Logistics & Storage. In November 2017, he was named Manager of Fuels and Emerging Technology for MPC.
Troy Rutherford
Program Director, Boeing NeXt
Troy Rutherford is a program director with Boeing NeXt, an organization that is leading the introduction of new mobility solutions and the next-generation ecosystem that will bring flight closer to home. He leads the team of engineers and researchers developing Boeing's new unmanned cargo air vehicle. Capable of carrying 250 to 500 pounds, the cargo […]
Troy Rutherford is a program director with Boeing NeXt, an organization that is leading the introduction of new mobility solutions and the next-generation ecosystem that will bring flight closer to home. He leads the team of engineers and researchers developing Boeing's new unmanned cargo air vehicle. Capable of carrying 250 to 500 pounds, the cargo air vehicle will open up new possibilities for safely and efficiently transporting goods in a variety of industries.
Throughout his career at Boeing, he has held positions in software engineering, systems engineering and program management. Most notably, he managed the development, production, integration, and support and sustainment for a robust product portfolio.
Rutherford has a Bachelor of Science degree in electrical and computer engineering from Southern Illinois University at Carbondale and a master's degree in business administration from Washington University in St. Louis.
Peter Berger
Director of Innovation, EmbraerX
Peter Berger is the Director of Innovation at EmbraerX in Silicon Valley. EmbraerX is the disruptive innovation division for Embraer, the third-largest aircraft manufacturer in the world. Mr. Berger has three roles within EmbraerX. First, to oversee active projects, most notably the all-electric vertical take-off and landing vehicle (eVTOL) being built in collaboration with Uber. […]
Peter Berger is the Director of Innovation at EmbraerX in Silicon Valley. EmbraerX is the disruptive innovation division for Embraer, the third-largest aircraft manufacturer in the world.
Mr. Berger has three roles within EmbraerX. First, to oversee active projects, most notably the all-electric vertical take-off and landing vehicle (eVTOL) being built in collaboration with Uber. Second, to oversee Embraer's investment activity in North America. Third, to work with Embraer's existing business units to foster innovation within their existing product lines and processes.
Prior to joining EmbraerX, Mr. Berger was the CEO of several startups including Contact IQ, Alitora Systems and Topicmarks which sold to The Meet Group (NASDAQ: MEET) in 2011. Additionally, he has advised numerous startups and Fortune 500 companies such as Orange Telecom and Qualcomm.
Mr. Berger has an undergraduate degree from California Polytechnic and a law degree from Rutgers University.
Head of Public & Government Affairs, TuSimple
Robert Brown is the Head of Public & Government Affairs for TuSimple. Mr. Brown is responsible for the federal, state, and local public and government relations for TuSimple. Working with legislators and regulators on best practices for safety, commercial viability, and policies. He works on building coalitions of industry, OEMs, Tier 1 providers, associations, and academics […]
Robert Brown is the Head of Public & Government Affairs for TuSimple. Mr. Brown is responsible for the federal, state, and local public and government relations for TuSimple. Working with legislators and regulators on best practices for safety, commercial viability, and policies. He works on building coalitions of industry, OEMs, Tier 1 providers, associations, and academics in the autonomous vehicle industry. Prior to TuSimple, he worked for the state of California, was Vice President at the Mitchell Firm, taught at Oxford University and the University of California, San Diego.
Kelsey Brunette Fiedler
Ideation Analyst, Munich RE America
Kelsey Brunette Fiedler is an Ideation Analyst at Munich Reinsurance America, Inc.'s (Munich Re) Incubator, a strategic business unit within New Strategic Markets. Her main responsibilities are vetting and analysis of new products and services within the Mobility Domain. She is currently leading the pilot of project AVerified, which provides verification of operational safety for […]
Kelsey Brunette Fiedler is an Ideation Analyst at Munich Reinsurance America, Inc.'s (Munich Re) Incubator, a strategic business unit within New Strategic Markets. Her main responsibilities are vetting and analysis of new products and services within the Mobility Domain. She is currently leading the pilot of project AVerified, which provides verification of operational safety for autonomous vehicle manufacturers.
Kelsey is a graduate of the University of Michigan's Stephen M. Ross School of Business and Michigan State's College of Law as well as a member of the New Jersey Bar. She also spent time at the Michigan Department of Insurance, Michigan Millers Mutual Insurance, Ford Motor Company, and GMAC. Speaking engagements include the Missouri Director's Regulatory Summit The Innovation Imperative and NAIC CIPR Regulatory Evaluation 2.0 – Meeting the Challenges of Innovation in addition to authoring, Back into the sandbox: How assumptions are the cornerstone of innovation, THE REGULATOR, Winter 2016.
Jeff Brandes
Florida Senator, District 24
Jeff Brandes is a lifelong resident of St. Petersburg, a Veteran, and a local businessman. After serving in the Army from 1999 to 2006, he joined his grandfather in the family lumber business. He was first elected to the Florida House of Representatives in 2010. He was elected to the Florida Senate in 2012, then […]
Jeff Brandes is a lifelong resident of St. Petersburg, a Veteran, and a local businessman. After serving in the Army from 1999 to 2006, he joined his grandfather in the family lumber business. He was first elected to the Florida House of Representatives in 2010. He was elected to the Florida Senate in 2012, then reelected in 2014 and 2016. He has chaired the Senate Committee on Transportation, the Appropriations Subcommittee on Transportation, Tourism and Economic Development, and currently, he serves as chair of the Senate Appropriations Subcommittee on Criminal and Civil Justice.
He is nationally recognized as a policy leader in the areas of autonomous vehicles and mobility, flood insurance, and criminal justice reform. Senator Brandes and his wife, Natalie, have four children: Charlotte "Lottie," Elizabeth "Lizzie," Colin, and Conor.
Stefan Seltz-Axmacher
CEO, Starsky Robotics
CEO and Founder of Starsky Robotics, a driverless truck startup launched in August 2016 which aims to make roads safer and allow truck drivers to work closer to home. Starsky Robotics began moving freight on the highway in February 2017, and in February 2018 drove a truck fully unmanned for seven miles on the highway. Starsky raised a $16.5 million Series A round led by Shasta Ventures, with substantial contributions from previous investors like Y Combinator, Trucks.vc, 50 Years, 9Point Ventures, and many others.
Stefan Seltz-Axmacher is CEO and Founder of Starsky Robotics, a driverless truck startup launched in August 2016 which aims to make roads safer and allow truck drivers to work closer to home. Starsky Robotics began moving freight on the highway in February 2017, and in February 2018 drove a truck fully unmanned for seven miles on the highway. Starsky raised a $16.5 million Series A round led by Shasta Ventures, with substantial contributions from previous investors like Y Combinator, Trucks.vc, 50 Years, 9Point Ventures, and many others.
Prior to founding Starsky Robotics, Stefan worked with a number of Silicon Valley startups, partnering with innovators in logistics and technology fields. He holds a degree in International Business from Drexel University.
Marcus Welz
CEO of Siemens Intelligent Traffic Systems, North America and CEO of Bytemark, Inc.
Marcus Welz leads the Siemens Intelligent Traffic Systems business in the U.S. The company offers advanced software and systems to modernize and improve urban and interurban traffic. In this role, Welz manages all functions including sales, R&D, product management, customer service and drives strategic business direction. On November, 2018, Welz was also named as CEO […]
Marcus Welz leads the Siemens Intelligent Traffic Systems business in the U.S. The company offers advanced software and systems to modernize and improve urban and interurban traffic. In this role, Welz manages all functions including sales, R&D, product management, customer service and drives strategic business direction.
On November, 2018, Welz was also named as CEO of Bytemark, Inc. Joining Siemens in 2001, Welz progressed through a number of management roles throughout Europe and the United States. Prior to his current position, Welz served as Senior Vice President and Head of Global Sales & Project Management at Siemens AG, headquartered in Munich.
Welz holds a Business Administration degree from Munich University of Applied Science and a Master of Science Degree in Energy Engineering from Karlsruhe Institute of Technology.


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Control of lacustrine phytoplankton biomass by phosphorus is one of the oldest and most stable paradigms in modern limnology. Even so, evidence from bioassays conducted by multiple investigators at numerous sites over the last three decades shows that N is at least as likely as P to be limiting to phytoplankton growth. A number of important flaws in the evidence supporting the phosphorus paradigm have contributed to an unrealistic degree of focus on phosphorus as a controlling element. These include insufficient skeptism in interpretation of: 1) the phosphorus: chlorophyll correlation in lakes, 2) the results of whole-lake fertilization experiments, and 3) stoichiometric arguments based on total N:total P ratios for inland waters. A new paradigm based on parity between N and P control of phytoplankton biomass in lakes seems more viable than the P paradigm. The new paradigm renews interest in the degree to which plankton communities are molded in composition by small differences in relative availability of N and P, the mechanisms that lead to a high frequency of N limitation in oligotrophic lakes, and the failure of aquatic N-fixers to compensate significantly for N deficiency under most conditions. A new N/P paradigm still must acknowledge that suppression of P loading often will be the most effective means of reducing phytoplankton biomass in eutrophic lakes, even if N is initially limiting.
Originally published by Wiley-Blackwell. Publisher's PDF available through remote link.
Lewis, W.M., Jr. and W.A. Wurtsbaugh. 2008. Control of lacustrine phytoplankton by nutrients: Erosion of the phosphorus paradigm. International Review of Hydrobiology 93:446-465.


Trinidad and Tobago is a lovely tropical Caribbean twin island nation of 5,131 square kilometers (1,981 square miles) just 11 kilometers from Venezuela. Arawak and Carib Indians inhabited these islands when Christopher Columbus landed there in 1498. African and Indian slaves and indentured servants arrived in these British colonies, which became independent in 1962. A Commonwealth-type parliamentary government was retained with elections held every five years.
In 2005, the estimated population was 1,088,600 with 37.6% African-descent, 40% East Indian-descent, and 21% mixed. In terms of religion, 26% were Roman Catholic, 22.5% were Hindu, 8% were Anglican, 6% were Muslim, 3.3% did not state their religion and the rest were divided mainly into other branches of Protestantism.
Trinidad's major trading partner was the United States (petroleum, sugar) in 1986. The nation was moving from a primarily rural orientation toward an urban one, and from an agricultural society toward a technological society. Most agricultural work was still performed with hand labor, however. Primary school education was available to all children, but limited facilities and teachers did not permit all children to go on to secondary school. Part of the University of the West Indies was located in Trinidad. In the 1970s educational and health facilities and services were expanded with funds from the oil boom.
Mennonite Church (MC) broadcasting and medical work, beginning in 1969, led to the formation of the Mennonite Church of Trinidad and Tobago.
Keeler, Richard F. "Trinidad and Tobago." Global Anabaptist Mennonite Encyclopedia Online. May 2014. Web. 18 Apr 2019. http://gameo.org/index.php?title=Trinidad_and_Tobago&oldid=122619.
Keeler, Richard F. (May 2014). Trinidad and Tobago. Global Anabaptist Mennonite Encyclopedia Online. Retrieved 18 April 2019, from http://gameo.org/index.php?title=Trinidad_and_Tobago&oldid=122619.
Adapted by permission of Herald Press, Harrisonburg, Virginia, from Mennonite Encyclopedia, Vol. 5, p. 892. All rights reserved.
This page was last modified on 24 May 2014, at 04:30.


Complete the following end-of-chapter exercises and problem, and submit your answers to your mentor.
In Discussion Forum 3, post your response to the following discussion activity. Reply toat least two classmates' responses by the date indicated in the course Calendar.
Note: The discussion activity is based on Internet Case 19.4, "Lean Manufacturing Solutions," inFinancial and Managerial Accounting: The Basis for Business Decisions, 16th ed., by Williams et al., page 876.
Manufacturing Engineering, Inc., is a leading provider of lean manufacturing solutions.
Visit Manufacturing Engineering's Web site atwww.mfgeng.com.
On its Web site, Manufacturing Engineering lists several categories of projects. Choose a category from the list that interests you.
In Discussion Forum 2, post your response to the following questions. Please title your posting "Internet 19.4/[Your Name]." Read and comment on your classmates' postings.
What part of the value chain is targeted by the category?
What benefits can be identified from the category?
Do you believe target costing, activity-based management, cost of quality management, or just-in-time inventory was useful in the category you looked at? Why?
Jason is a staff accountant for a large company that does a lot of work with the Defense Department. He has just discovered that overhead costs for some of the company's private customers has been incorrectly charged to government contracts. It appears that several people on the management team have knowledge, and may have assisted, in the over-charging of costs to these contracts, although he is not sure if the controller was involved. What are his ethical responsibilities and choices?
You are considering lending a car to a friend so that he can drive to New Orleans. What costs would you ask him to reimburse? How would your answer change if you decided to go along? Identify the possible options, and explain your choices.
SUBMISSION: The assignment will need to be submitted electronically through the student portal – use the link under "Assessments and Revision" to submit the information (The portal will close at 11.00pm AEST – Students in Adelaide and Brisbane please note to adjust for the time difference accordingly).
Complete University of Phoenix Material: Programs and Services Matrix, located on your student website.
Thome Company uses a flexible budget for manufacturing overhead based on direct labor hours. Variable manufacturing overhead costs per direct labor hour are as follows.
Fixed overhead costs per month are: Supervision $4,360, Depreciation $1,076, and Property Taxes $603. The company believes it will normally operate in a range of 5,500–8,500 direct labor hours per month.
You have been asked to speak at a career fair for high school students in your home town.
Specifically, you are making a presentation about your role as an accountant.
· Describe for the students the primary objectives of accounting.
· Explain the basic terminology of the accounting process or financial reporting.
· Explain how accounting has affected your personal life emphasizing professional ethics.
· Explain the role that technology has played in small business accounting.
Please include APA in-text citations and references.
Background on Course Research Requirements: In the business world, it is important to use research to strengthen points made in presentations and projects. Learning to use the search functions in databases for research is a crucial critical thinking skill that complements other research techniques.
There are two main types of databases. The most popular databases are ABI Inform Global, Academic Search Premier, and Business Source Premier. You must stay away from inferior Web sites with anonymous writers; articles found on consultant Web sites; and materials on sites like QuickMBA.com, MarketingProfs.com, etc. Dictionaries and encyclopedias most often repeat the information from textbooks. Acceptable internet resources include, among others, government sites (especially for statistics).Wikipedia or any open source Web sites are not permitted.
Refer to the University of Phoenix Material: Venture Budgeting and Forecasting Paper located on the student website.
Complete the last three components of the Financial Prospectus for your venture and add them to the Financial Prospectus Content Paper submitted in Week Four.
Submit all ten components of your completed Financial Prospectus as a Microsoft® Word attachment in APA format.
In 2013, the Barton and Barton Company changed its method of valuing inventory from the FIFO method to the average cost method. At December 31, 2012, B&B's inventories were $32 million (FIFO). B&B's records indicated that the inventories would have totaled $23.8 million at December 31, 2012, if determined on an average cost basis. Ignoring income taxes, what journal entry will B&B use to record the adjustment in 2013? Briefly describe other steps B&B should take to report the change.
In 2013, Adonis Industries changed its method of valuing inventory from the average cost method to the FIFO method. At December 31, 2012, AdonisAc€?cs inventories were $48.4 million (average cost). AdonisAc€?cs records indicated that the inventories would have totaled $65.6 million at December 31, 2012, if determined on a FIFO basis.
Ignoring income taxes, what journal entry will Adonis use to record the adjustment in 2013?
Irwin, Inc., constructed a machine at a total cost of $35 million. Construction was completed at the end of 2009 and the machine was placed in service at the beginning of 2010. The machine was being depreciated over a 10-year life using the straight-line method. The residual value is expected to be $3 million. At the beginning of 2013, Irwin decided to change to the sum-of-the-yearsAc€?c-digits method. Ignoring income taxes, prepare the journal entry to record relating to the machine for 2013.


Sampath Nandi turns lyricist for Bengal Tiger!
Director Sampath Nandi, whose latest flick 'Bengal Tiger,' is receiving appreciation for his hard work and confidence that he put in while directing the film. He entered into the big league with Ram Charan's 'Rachha,' made 'Galipatam' starring Aadi as the hero. Though this film didn't do well at the box-office, Sampath's image didn't saw a big damage.
Sampath, who almost made it for 'Sardaar Gabbar Singh', was finally replaced by Bobby. After the confusion over SGS got settled, Sampath started 'Bengal Tiger' starring Ravi Teja, Tamannaah and Raashi Khanna in the lead roles. K.K Radha Mohan produced this film.
Bengal Tiger's triple platinum disc function was conducted yesterday in Hyderabad, and the whole team praised Sampath for his directorial skills. Heroine Tamannaah left him all praises and thanked him for showing her so beautifully in the songs.
In this event, it was revealed that Sampath Nandi not only directed the film but also turned as a lyricist in the film making process. The song 'Asia Khandam Lo Nee Lanti Gunta Ledey…Andhra Veedhullo Mana Lanti Janta Lede' was written by Sampath Nandi by himself.
Speaking about this Music director Bheems appreciated Sampath for writing down such meaningful lyrics. However, Sampath gave credit to Bheems for encouraging him to write such lyrics and giving wonderful music for it.
'Bengal Tiger' will roar in theatres from Dec 10th.


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Will Arizona lose the 2011 All Star game over new anti-immigration law?
Bud Selig, NLB Commissioner, says the state won't lose the 2011 All-Star game scheduled to be played in Phoenix in 2011. The Washington Post says that if the game is played in Arizona, "our favorite all-stars could enter a hostile environment, and the families, friends and fans of a third of the players could be treated as second-class citizens because of their skin color or the way they speak." Perhaps a bit harsh, but it could certainly be heavy on the minds of those potentially affected.
With around one-third of the players in baseball Hispanic, Latino or African American, then add family and friends, plus other ethnic followers, there will be a surge of individuals converging on the Phoenix area that may very well be questioning the safety of their presence. The authors of the WP article, Wade Henderson and Janet Murguia, want the 2011 All-Star game pulled from Phoenix, and give their reasons why.
The embarrassment to those affected who are legal, and could be required to show that they are, perhaps in public. A regression of Constitutional freedoms, and having to face bigotry and intolerance. The perception of a sport that proudly welcomed the first Black to baseball in 1947. And all of it happening in Arizona, because of the authoring of a bizarre and ludicrous law by State Senator Russell Pierce, signed by Governor Jan Brewer.
It's been done before; several years ago when the NFL moved the 1993 Super Bowl from Arizona because the state had refused to honor Martin Luther King Day. Hopefully, an injunction stopping SB1070 and its subsequent defeat by the feds will make all this moot.
And if not, will the Hispanic community have organized around their rights by then to the extent they have real clout, and demand their players, as well as other Latinos and African-Americans strike and picket the game?
Arizona does not deserve this, nor does it deserve Russell Pierce or Jan Brewer.
Photo compliments Creative Commons
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redpajama_set_name: RedPajamaCommonCrawl


Mad about Mushrooms . . .: Know Before You Go; Be Careful What You Read!
Know Before You Go; Be Careful What You Read!
It's finally fall, and we're all elated about strolling into the woodlands for the first of the mushrooms that the rain has to offer. It's been a long wait for the season to start, and the hunt excites us as deeply as it did the very first time.
was my first edible of the fall season.
But beware: there may be false information lurking out there about rules and regulations and permits on National Forest lands. Be careful about your information sources. Check and double check to be sure you know the legal requirements concerning the location where you'll be exploring for mushrooms.
This caution was underscored today when I was volunteering at the Battle Rock Visitors Center in Port Orford. As is my custom at the beginning of my shift, I perused the literature in the display cases to discover any brochures that may have been added since my last shift. What a great resource, I thought, when I came upon a gray colored tri-fold entitled "Mushroom Guide - Rogue River-Siskiyou National Forest Gold Beach Ranger District" which was credited to the United States Department of Agriculture - Forest Service.
Gathering mushrooms in the Rogue River-Siskiyou National Forest is a natural activity for folks in southwestern Oregon and northern California. This 1.8 million acre forest extends from the crest of the Cascades Mountains west into the Siskiyou Mountains almost to the Pacific Ocean, and includes portions of the Applegate and Illinois River drainage system.
This pleasure soon dissipated as I examined the brochure. My first tip-off that something might be amiss was the lack of a publication date on the brochure. There was nothing to indicate that the permit and pricing information was current. My second clue was that even though the brochure stated that "A permit is required to harvest mushrooms on the Rogue River-Siskiyou National Forest," it did not list the locations for purchasing a permit. Not very useful!
There is a wide variety of mushrooms that are common on the Rogue River – Siskiyou National Forest that may be harvested for your personal use without a permit. You may harvest up to one gallon per day within the five gallon yearly limit. Under incidental use NO MATSUTAKE mushrooms may be harvested...Materials gathered under Incidental Free Use cannot be sold or exchanged in any form.
According to the USDA's permit website, commercial mushrooming permits for Matsutake are $10/day while other mushrooms are $2/daily. A 6 month all mushrooms seasonal permit is $150. The brochure that was displayed so predominately at the Visitors Center had very different permit lengths and prices.
It is the responsibility of the harvester to stay current with updates.
...call ahead to make certain that the product you are interested in is available and that someone will be available to help you before you visit a Forest office to purchase a permit...Prices are subject to change without notice as they are re-appraised to reflect market changes and/or harvest costs...Be aware that the availability of products is often limited and availability may change as often as daily depending on the product.
A pictured United States federal or state identification card or a foreign Passport is required to obtain a permit. Each individual person harvesting special forest products must obtain a permit; only the person on the permit may harvest products. The individual obtaining the permit must be present and must be a minimum of 18 years of age.
For a full and lengthy statement of the conditions, go to the "Permits" section on their website.
Mushrooms gathered under incidental harvest are for personal use only. Selling or exchanging mushrooms gathered incidentally is a violation of Federal Regulations (Title 36 CFR 261.6F), punishable by a fine of not more than $5,000 or imprisonment for not more than 6 months, or both.
Sounds a little steep to us. What say you?
Oh, in case you're concerned, I should conclude this post by stating that the remaining USDA gray tri-folds have now been removed from the Battle Rock Visitors Center. We don't want to perpetuate the confusion that could arise from this outdated publication.
A footnote: We disagree vehemently with this whole thing; it is, in our view, a complete waste of taxpayer money and a vast bureaucratic boondoggle. We would hate to think of how many government employees are "toiling away" at our expense selling permits, let alone enforcing these ridiculous regulations. It makes us bristle with anger. But... we don't make the rules (trust us: they would be vastly different - and briefer - if we did!). We are here to inform our readers, whether we agree or disagree with the rules. And that is what we have done here. It's your choice: thumb your nose at the rules, skip the process, and hope you don't get caught, or grit your teeth and go along.


"There were 17,000 YouTubes Before YouTube"
I know an entrepreneur who launched an online video platform in 1998. It never took off, and went out of business within two years. He still tells people he invented YouTube.
There were 18 Web search services before Google, and at least two of them were similar in the way they indexed pages online. I owned an application called Net2Phone in 1996 that allowed people to make online phone calls. That was years before Skype launched and became hugely successful.
I once heard someone claim "There were 17,000 YouTubes before YouTube." That means that there were 17,000 services that offered some way of uploading and sharing movies online.
In other words; nothing is new, everything is a copy of something, or at least an iteration on a previous idea. The difference between YouTube and the 16,999 companies that failed before it is a combination of several factors. Execution, focus, timing and luck are all part of it. And those factors can be as important as the original idea.
Airbnb is an awesome company, and the idea is brilliant, except that there have been tens, maybe hundreds, of other companies that tried the same thing and failed, or were just less successful. Their value is not in the idea itself, but the perfect timing and execution.
Friendster came before Facebook and Orkut. Remember ICQ and MSN? How about Whatsapp? Geocities and Xoom made it possible to publish a homepage. WordPress was just an improvement on that original idea. Just like Tumblr is the new WordPress and Squarespace is the new Tumblr.
The goal isn't to reinvent the wheel or come up with an idea that no one else has ever come up with. You can be very successful just taking something that someone else failed at and do a better version, at a better time.
If it worked for YouTube, Google, Facebook, Whatsapp, AirBnB and Skype, it could work for you.


text:
Roy Meland
Dr. Meland has been practicing medicine in the Greater Lansing Community for over twenty years. He achieved his Bachelor of Science in Chemistry and Bachelor of Arts in Psychology from Marshall University and his Medical Degree from The University of New England College of Osteopathic Medicine. After post-graduate work at St. Vincent Medical Center of Toledo, Ohio, he enrolled in the Psychiatric Residency Program at Michigan State University. Dr. Meland has had the opportunity to work in hospital, outpatient, correctional and day treatment settings treating individuals dealing with major mental disorders, brain injury, addictions and trauma related disorders. He holds Board Certification from the American Osteopathic Board of Neurology and Psychiatry, including Adult, Geriatric and Addiction Psychiatry Qualifications.
He is currently appointed as a Clinical Associate Professor for the Colleges of Human Medicine and Osteopathic Medicine at Michigan State University within the departments of Psychiatry and Physical Medicine and Rehabilitation. His past tenure has been as Chief of Psychiatry at Clinton-Eaton- Ingham Counties Community Mental Health Authority, Medical Director of Psychological Associates in Rehabilitation and also of Hope Network Rehabilitation Center of East Lansing, MI. He is currently serving as Medical Director for Senior Life Solutions, an older adult day treatment program operating in several rural communities throughout Michigan.
Dr. Meland was declared a Fellow of the American College of Neuropsychiatrists as recognition for his work in contributing to the field of Psychiatry in 2008. He has served as a senior board examiner for the National Osteopathic Board of Neurology and Psychiatry and as a National Board Member overseeing national board certifying and re-certifying examinations for the American Osteopathic Board of Neurology and Psychiatry (AOBNP), and was Chair of Psychiatry on the committee for 3 years. Most recently he has served on the American Osteopathic Conjoint Addiction Medicine Committee (AOCAMEC) as Vice Chair in the development of the first ever Osteopathic Addiction Medicine Certification Examination.
Lansing Location Unit A
Lansing Location Unit B
4136 Legacy Parkway
Lakes Region Location
Spravato
Spravato Instructions
Spravato Info/Preparation
Janssen CarePath Form
Release of Information/Authorization Form
Spravato Investigation Form
Find Provider
Telehealth Waiting Room
Online Intake Form
© 2023 Lansing Institute of Behavioral Medicine. All rights reserved.


Firstly this essay discusses how the school experience can be made a positive one for students with ASD, including a discussion of the role of inclusive policies in school, school managers and staff in generating this positive experience and It was shown the important of them in making school a positive learning experience for student with learning difficulties such as those with ASD. Then the barriers to learning for autistic students as a result of their condition were discussed, such as difficulties in social interactions, with communication and problems with frustration and anxiety, which may lead the child to demonstrate some extreme behaviours such as self-injury which would be disruptive to their learning in the school. For these barriers some solutions were put forward such as training attitude and skills for teacher and students, accommodating the needs of students with ASD via antecedent management and training the student how to overcome some of the barriers they may face.


text:
Warminster '84
Warminster Trip 1984
Special Bonus! Listen to the band's first live performace of 'Warminster Night' at the Star Rock Club in June 1984.
Spring/summer '84 was a busy time for newly formed C E IV. Visiting rehearsal studio and performing gigs were topping the list and a trip to Warminster already booked for September!
We had a gig list of 7 songs. Five were written by us and two were cover versions. 'Warminster Night' was fast becoming a favourite with fans and one which we enjoyed playing. Our interest in Warminster had come directly from Arthur Shuttlewood's books. Arthur's writings had made it all so interesting and magical and we just had to see the place, after all we had written a song about it, so let's have a look! The original line up of C E IV, Chris, Bruce, Brian jnr and me booked tickets for the train and headed south in an attempt to bring Arthur's books to life!!
Olde Cheese House Cottage
We decided to stay in a rural area (better for skywatching) close to the town so we booked a cottage in Upton Lovell for a week 22-29th September. Mrs Dyke of Beechcroft farm rented us the Olde Cheese House cottage in the village. She was a lovely elderly lady who looked after us; she would put notes through the door early in the morning asking if we wanted a run into Warminster that particular day!
The cottage was second from the right of a terrace of four, with a small garden at the front with a larger garden at the rear. I remember the stairs leading to bedrooms were very steep and at least once I took a tumble down them……. without a drink!
Beyond the back garden was a field full of cattle. Just a few yards from the cottage was a railway level crossing with bells and clangs which kept us awake during the night, until we got used to it. Day one we wandered around the village to get the feel of the place. Upton Lovell was small so it didn't take long to get to know it. It had a beautiful medieval church 'St Augustine's' complete with graveyard and of course the Prince Leopold Inn where we downed a few beers and on one occasion took on and beat the local darts team, obviously with a bit of luck! The local people were very friendly and always had time to stop and chat! I seem to remember fruit trees were abundant at the side of the road. The plums in particular were excellent!
We hadn't seen much of Warminster when we arrived. We had boarded a bus to Upton Lovell immediately we got off the train, so it was Monday morning before we headed back into town! Again we used the bus but soon found out it was easier and quicker for the four of us to use taxi's wherever we went!
We thought it a quaint little town similar to some of the market towns in Scotland. I remember asking a girl, I think it was a small 'Tourist Centre', if she knew anything about the history of UFOs in the town? She just stared at me saying she hadn't a clue what I meant! Of course it could have been my Scots accent!
I got a map of the town and surrounding area, along with leaflets, etc, and we headed off to take in the sights. We got some postcards and groceries before heading back to the cottage around tea time. Obviously we would visit Warminster on other occasions before heading back to Glasgow.
We travelled quite a bit around Wiltshire and of course Stonehenge was top of the list. Unlike today it was easier to get close to the stones, only a rope stopped visitors from walking into the circle, much more 'friendly' than it is today. First surprise was how small the actual circle was! We took lots of photographs and wandered around wondering who erected the stones and why?
Salisbury was very interesting with its beautiful Cathedral and old architectural buildings. Salisbury is no stranger to pop/rock events and Buddy Holly's visit in March 1958 surely tops the list!
We viewed the 'White Horse' from the roadside and took in other interesting sights! The taxi drivers were full of patter and certainly kept us going with various stories as we travelled around the county. Weather was good and helped make the journey's more pleasant. The average day was spent travelling around, getting back for tea-time, a pint in the Prince Leopold and skywatching late evening! Not forgetting the odd game of football near level crossing!
On one occasion while visiting Warminster we found ourselves on a hill on the edge of town. We hadn't a clue what it was called (Battlesbury we later learned), but we did have an excellent view of surrounding countryside.
Our main skywatching was done from Upton Lovell close to the cottage. With no town lighting to bother us, the sky (weather permitting) was crystal clear. We spent hours skywatching here, mostly until the early hours.
We did view strange lights on two occasions. Orange ball shaped objects moved slowly over some hills NW of Upton Lovell and star like objects moving together on another occasion. No sound was heard on both occasions. Obviously many satellites were spotted too.
On one particular evening we heard strange sounds. Around 11.30pm while doing a regular skywatch, we all heard a sort of low 'groaning' sound. It was difficult to pinpoint where the sound was coming from. We all stood close together quietly listening and came to the conclusion it was all around us. It got louder and lasted about 3 minutes. Still haven't a clue what it was. It was scary and I think we retired early that night ha! Making sure doors and windows were secure! Obviously we were well aware of the Army's presence in the area so who knows what they were up to. I have no doubt they are responsible for causing a high percentage of UFO reports in the area possibly including what we had witnessed.
Warminster got the title, some think it still has, of being the UFO capital of the UK. I feel this label is more romantic than factual. Nevertheless we all love the mystery surrounding the place and we certainly have a passion for Ufology. However until we get real proof, whatever form that might take, then the romance will have to do.
Brian A. McMullan
Brian J. McMullan


Place all the ingredients in a food processor and pulse together. Set aside.
In a large pot on medium to high heat, add the salted pork and the bacon. Fry until crispy. Remove and set aside to drain on paper towels. Drain the bacon grease off.
Place the pot back on the heat and add the ground beefs, the chorizo and the ground hot Italian sausage. Cook all the meats until it is fully browned. Add two tablespoons of the green seasoning. Mix well.
Add the onions, bell pepper and celery to the meat mixture. Mix well and allow to cook for 2-4 minutes. Add in all the beans and corn. Mix.
Add the chopped tomatoes, tomato sauce and tomato paste. Mix and allow to continue cooking until the tomato paste is fully dissolved.
Add in the basil, cumin, cayenne, salt, black pepper, chili powder and the beef bouillon.
Mix and add the beer, coconut milk and the remaining tablespoon of green seasoning. Cover and let simmer on low for about an hour.
After the chili has cooked for an hour, add the ketchup and the bacon with the salted pork and the grilled, sliced hot Italian sausage. Taste and adjust if necessary. If you want your chili more spicy add more habaneros. If you don't want spicy, remove habanero.
The chicken broth is actually for the next day! Chili tastes way better the next day after it has sat overnight. When you are reheating it, this is when you add chicken broth, just to rehydrate it.


This wooden pen and pencil case is the perfect way to bring back a touch of vintage class to your work day. It's handcrafted from solid walnut wood to fit a variety of pens and pencils up to 17 cm in size.
Thank you for such a beautifully made product. You have the whole world when the stand holds your favorite pens!!


text:
using System;
using System.ComponentModel;

namespace Azure.ResourceManager.ContainerService.Models
{
    /// <summary> The KubeConfigFormat. </summary>
    public readonly partial struct KubeConfigFormat : IEquatable<KubeConfigFormat>
    {
        private readonly string _value;

        /// <summary> Initializes a new instance of <see cref="KubeConfigFormat"/>. </summary>
        /// <exception cref="ArgumentNullException"> <paramref name="value"/> is null. </exception>
        public KubeConfigFormat(string value)
        {
            _value = value ?? throw new ArgumentNullException(nameof(value));
        }

        private const string AzureValue = "azure";
        private const string ExecValue = "exec";

        /// <summary> Return azure auth-provider kubeconfig. This format is deprecated in 1.22 and will be fully removed in 1.25. </summary>
        public static KubeConfigFormat Azure { get; } = new KubeConfigFormat(AzureValue);
        /// <summary> Return exec format kubeconfig. This format requires kubelogin binary in the path. </summary>
        public static KubeConfigFormat Exec { get; } = new KubeConfigFormat(ExecValue);
        /// <summary> Determines if two <see cref="KubeConfigFormat"/> values are the same. </summary>
        public static bool operator ==(KubeConfigFormat left, KubeConfigFormat right) => left.Equals(right);
        /// <summary> Determines if two <see cref="KubeConfigFormat"/> values are not the same. </summary>
        public static bool operator !=(KubeConfigFormat left, KubeConfigFormat right) => !left.Equals(right);
        /// <summary> Converts a string to a <see cref="KubeConfigFormat"/>. </summary>
        public static implicit operator KubeConfigFormat(string value) => new KubeConfigFormat(value);

        /// <inheritdoc />
        [EditorBrowsable(EditorBrowsableState.Never)]
        public override bool Equals(object obj) => obj is KubeConfigFormat other && Equals(other);
        /// <inheritdoc />
        public bool Equals(KubeConfigFormat other) => string.Equals(_value, other._value, StringComparison.InvariantCultureIgnoreCase);

        /// <inheritdoc />
        [EditorBrowsable(EditorBrowsableState.Never)]
        public override int GetHashCode() => _value?.GetHashCode() ?? 0;
        /// <inheritdoc />
        public override string ToString() => _value;
    }
}

redpajama_set_name: RedPajamaGithub


Mutual Merchant Services, Inc. provides various financial products and services for merchants, financial institutions, and banks in the United States. The last earnings update was 3193 days ago. More info.
Mutual Merchant Services has significant price volatility in the past 3 months.
MUTM underperformed the IT industry which returned 25.4% over the past year.
MUTM underperformed the Market in United States of America which returned 7.6% over the past year.
Is Mutual Merchant Services undervalued based on future cash flows and its price relative to the stock market?
In this section, we usually try to help investors determine whether Mutual Merchant Services is trading at an attractive price based on the cash flow it is expected to produce in the future. But as Mutual Merchant Services has not provided consistent financial data, and the stock also has no analyst forecast or coverage, its intrinsic value cannot be reliably calculated by extrapolating past data or using analyst consensus cash flow predictions.
It is not possible to calculate the future cash flow value for Mutual Merchant Services. This is due to cash flow or dividend data being unavailable. The share price is $0.03.
The amount the stock market is willing to pay for Mutual Merchant Services's earnings, growth and assets is considered below, and whether this is a fair price.
Are Mutual Merchant Services's earnings available for a low price, and how does this compare to other companies in the same industry?
** Primary Listing of Mutual Merchant Services.
Unable to calculate PE ratio for Mutual Merchant Services, we can't compare the value of its earnings to the United States of America market.
Does Mutual Merchant Services's expected growth come at a high price?
Unable to calculate PEG ratio for Mutual Merchant Services, we can't assess if its growth is good value.
What value do investors place on Mutual Merchant Services's assets?
* Primary Listing of Mutual Merchant Services.
Mutual Merchant Services has a total score of 0/6, see the detailed checks below.
How is Mutual Merchant Services expected to perform in the next 1 to 3 years based on estimates from 0 analysts?
In this section we usually present revenue and earnings growth projections based on the consensus estimates of professional analysts to help investors understand the company's ability to generate profit. But as Mutual Merchant Services has not provided enough past data and has no analyst forecast, its future earnings cannot be reliably calculated by extrapolating past data or using analyst predictions.
Is Mutual Merchant Services expected to grow at an attractive rate?
Unable to compare Mutual Merchant Services's earnings growth to the low risk savings rate as no estimate data is available.
Unable to compare Mutual Merchant Services's earnings growth to the United States of America market average as no estimate data is available.
Unable to compare Mutual Merchant Services's revenue growth to the United States of America market average as no estimate data is available.
Unable to determine if Mutual Merchant Services is high growth as no earnings estimate data is available.
Unable to determine if Mutual Merchant Services is high growth as no revenue estimate data is available.
All data from Mutual Merchant Services Company Filings, last reported 9 years ago, and in Trailing twelve months (TTM) annual period rather than quarterly.
Unable to establish if Mutual Merchant Services will efficiently use shareholders' funds in the future without estimates of Return on Equity.
While we do not consider unaudited financials to be a reliable enough to include in our analysis, you can access them on the OTC Markets Website. If you are looking for more of a qualitative research into the company, you can access Mutual Merchant Services's filings and announcements here.
How has Mutual Merchant Services performed over the past 5 years?
In this section we usually display a company's past earnings and revenues to help investors visualise the trend through time. We also gauge the company's performance by benchmarking its returns and growth to its industry peers and the wider market. However, Mutual Merchant Services has not provided sufficient past data to assess its track record.
Mutual Merchant Services's last earnings update was 3193 days ago.
Below we compare Mutual Merchant Services's growth in the last year to its industry (IT).
Insufficient past earnings data to establish if Mutual Merchant Services's year on year earnings growth rate was positive over the past 5 years.
Unable to compare Mutual Merchant Services's 1-year growth to the 5-year average as past earnings data has not been reported.
Unable to compare Mutual Merchant Services's 1-year growth to the US IT industry average as past earnings data has not been reported.
Mutual Merchant Services's revenue and profit over the past 5 years is shown below, any years where they have experienced a loss will show up in red.
Unable to establish if Mutual Merchant Services has efficiently used shareholders' funds last year as no Return on Equity data is available.
Unable to establish if Mutual Merchant Services has efficiently used its assets last year compared to the US IT industry average (Return on Assets) as past financial data has not been reported.
Unable to establish if Mutual Merchant Services improved its use of capital last year versus 3 years ago (Return on Capital Employed) due to insufficient past data.
How is Mutual Merchant Services's financial health and their level of debt?
In this section we usually analyse Mutual Merchant Services's finance health to determine how well-positioned it is against times of financial distress, in particular, its ability to manage its cash and debt levels. Mutual Merchant Services has not provided adequate balance sheet data, its financial health cannot be properly assessed as it.
The boxes below represent the relative size of what makes up Mutual Merchant Services's finances.
Unable to compare short term assets to short term liabilities as Mutual Merchant Services has not reported sufficient balance sheet data.
Unable to establish if Mutual Merchant Services's long term commitments exceed its cash and other short term assets as Mutual Merchant Services has not reported sufficient balance sheet data.
This treemap shows a more detailed breakdown of Mutual Merchant Services's finances. If any of them are yellow this indicates they may be out of proportion and red means they relate to one of the checks below.
Unable to establish if Mutual Merchant Services has a high level of physical assets or inventory without balance sheet data.
Unable to verify if debt is covered by short term assets as Mutual Merchant Services has not reported sufficient balance sheet data.
All data from Mutual Merchant Services Company Filings, last reported 9 years ago.
Unable to establish if Mutual Merchant Services's level of debt is high without past debt data.
Unable to establish if Mutual Merchant Services's debt level has increased without past 5-year debt data.
Unable to verify if debt is well covered by operating cash flow as Mutual Merchant Services has not reported sufficient balance sheet data.
Unable to confirm if the interest payments on Mutual Merchant Services's debt are well covered by earnings due to lack of past financial data.
Financial health is measured at one point in time, so the latest financial report is the best representation of the company's current financial status. Check when Mutual Merchant Services's financial data was last updated here.
What is Mutual Merchant Services's current dividend yield, its reliability and sustainability?
Current annual income from Mutual Merchant Services dividends.
If you bought $2,000 of Mutual Merchant Services shares you are expected to receive $0 in your first year as a dividend.
Unable to evaluate Mutual Merchant Services's dividend yield against the bottom 25% of dividend payers as the company has not reported any payouts.
Unable to evaluate Mutual Merchant Services's dividend against the top 25% market benchmark as the company has not reported any payouts.
Unable to perform a dividend volatility check as Mutual Merchant Services has not reported any payouts.
Unable to verify if Mutual Merchant Services's dividend has been increasing as the company has not reported any payouts.
What portion of Mutual Merchant Services's earnings are paid to the shareholders as a dividend.
Unable to calculate sustainability of dividends as Mutual Merchant Services has not reported any payouts.
What is the CEO of Mutual Merchant Services's salary, the management and board of directors tenure and is there insider trading?
Mutual Merchant Services has no CEO, or we have no data on them.
Mutual Merchant Services has a total score of 0/6, this is not included on the snowflake, see the detailed checks below.
Mutual Merchant Services, Inc. provides various financial products and services for merchants, financial institutions, and banks in the United States. The company offers credit and debit card acceptance, check guarantee, check verification, check conversion, check 21, advance funding, ACH check processing, and prepaid and bill pay services. It also provides point of sale software and terminals; and management services primarily for startup operations, as well as for individuals in the entertainment industry. In addition, the company operates MUTM business education channel for educating and helping small businesses and start up entrepreneurs. The company was formerly known as Sage Global Solutions, Inc. Mutual Merchant Services, Inc. is headquartered in Wilmington, Delaware.
Name: Mutual Merchant Services, Inc.
Address: Mutual Merchant Services, Inc.


text:
Spodnji Gabernik () is a settlement in the Municipality of Rogaška Slatina in eastern Slovenia. The entire area is part of the traditional region of Styria. It is now included in the Savinja Statistical Region.

Name
The name of the village was changed from Spodnji Gabrnik to  Spodnji Gabernik in 2002.

Church
The local church is dedicated to Saint Rosalia and belongs to the Parish of Kostrivnica. It was first mentioned in written documents dating to 1545, but the current single-nave building with a small bell tower saddling the roof at its western end was rebuilt in 1861.

Notable people
Notable people that were born or lived in Spodnji Gabernik include:
 Bertha von Suttner (1843–1914), Austrian-Bohemian pacifist and novelist

References

External links
Spodnji Gabernik on Geopedia

Populated places in the Municipality of Rogaška Slatina

redpajama_set_name: RedPajamaWikipedia


text:
Q: How can i match the author with user profile in json? I am trying to match the author of the article with the user but i don't know how.
Here is Models
class Post {
  final String id;
  final User user;
  final String author;
  final String caption;

  Post({this.id,this.author, this.caption});

  factory Post.fromJSON(Map<String, dynamic> jsonMap) {
    return Post(
      id: jsonMap['id'] as String,
      caption: jsonMap['caption'] as String,
      author: jsonMap['author'] as String,
    );}}
----
class User {
  final String id;
  final String email;
  final String username;

 User({this.id,this.email, this.username,});

  factory User.fromJSON(Map<String, dynamic> jsonMap) {
    return User(
      id: jsonMap['id'] as String,
      email: jsonMap['email'] as String,
      username: jsonMap['username'] as String,
    );
  }}

I also have functions to get the users and articles from Json as fetchPosts() and fetchUsers()
Now here is the json part of info
//Post
[
    {
        "id": "dfb2ce96-acab-44ab-8fbc-88f1bbd1b75b",
        "author": "dbb0446d-d0ec-4c24-9c1e-8ca9b6b06a7d",
        "caption": "caption here",

    }
]
---
//User

[
   {
        "id": "dbb0446d-d0ec-4c24-9c1e-8ca9b6b06a7d",
        "email": "user97972@gmail.com",
        "username": "user97972"
}
]

Now what i want to do is,if the "post.author" matches with any "user.id"(they are unique),i should be able to refer to user that is matched as "post.user".How can i do it?
Update 1: When i create a post it only shows the author with it's id. So i want to refer to full User instead of just an id.Something like this:
It only posts as string which comes as "Post.author", which only prints it's id.
What i exactly want is to refer it as user, which post.author matches with the identical user.id so it refers to post.user.

A: You can create like below.
import 'dart:convert';

class Post {
    final String id;
    final User user;
    final String author;
    final String caption;
  Post({
    this.id,
    this.user,
    this.author,
    this.caption,
  });

  Post copyWith({
    String id,
    User user,
    String author,
    String caption,
  }) {
    return Post(
      id: id ?? this.id,
      user: user ?? this.user,
      author: author ?? this.author,
      caption: caption ?? this.caption,
    );
  }

  Map<String, dynamic> toMap() {
    return {
      'id': id,
      'user': user?.toMap(),
      'author': author,
      'caption': caption,
    };
  }

  factory Post.fromMap(Map<String, dynamic> map) {
    if (map == null) return null;

    return Post(
      id: map['id'],
      user: User.fromMap(map['user']),
      author: map['author'],
      caption: map['caption'],
    );
  }

  String toJson() => json.encode(toMap());

  factory Post.fromJson(String source) => Post.fromMap(json.decode(source));

  @override
  String toString() {
    return 'Post(id: $id, user: $user, author: $author, caption: $caption)';
  }

  @override
  bool operator ==(Object o) {
    if (identical(this, o)) return true;

    return o is Post &&
      o.id == id &&
      o.user == user &&
      o.author == author &&
      o.caption == caption;
  }

  @override
  int get hashCode {
    return id.hashCode ^
      user.hashCode ^
      author.hashCode ^
      caption.hashCode;
  }
}

class User {
  final String id;
  final String email;
  final String userName;
  User({
    this.id,
    this.email,
    this.userName,
  });

  User copyWith({
    String id,
    String email,
    String userName,
  }) {
    return User(
      id: id ?? this.id,
      email: email ?? this.email,
      userName: userName ?? this.userName,
    );
  }

  Map<String, dynamic> toMap() {
    return {
      'id': id,
      'email': email,
      'userName': userName,
    };
  }

  factory User.fromMap(Map<String, dynamic> map) {
    if (map == null) return null;

    return User(
      id: map['id'],
      email: map['email'],
      userName: map['userName'],
    );
  }

  String toJson() => json.encode(toMap());

  factory User.fromJson(String source) => User.fromMap(json.decode(source));

  @override
  String toString() => 'User(id: $id, email: $email, userName: $userName)';

  @override
  bool operator ==(Object o) {
    if (identical(this, o)) return true;

    return o is User &&
      o.id == id &&
      o.email == email &&
      o.userName == userName;
  }

  @override
  int get hashCode => id.hashCode ^ email.hashCode ^ userName.hashCode;
}

redpajama_set_name: RedPajamaStackExchange


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