Published: Friday, November 13, 2015 | 4:08 p.m.
PALM BEACH GARDENS, Fla. (Nov. 13, 2015) – Seth Waugh, Vice Chairman of Business Development for Florida East Coast Industries (FECI), has joined the PGA Board of Directors as an Independent Director. He was elected to the Board today at the 99th PGA Annual Meeting, held at PGA National Resort & Spa, and will serve a three-year term.
Waugh, of North Palm Beach, Florida, joined the management of FECI in 2014. Previously, he spent 13 years at Deutsche Bank (2000-13), during which time he operated the sales and trading businesses in the U.S., before being named CEO of the Americas Region and leading the Bank for a decade in that position. He currently is chairman of the Deutsche Bank Americas Advisory Board, an external strategic advisory team conceived under his leadership.
In 2002, Waugh created the Deutsche Bank Championship, an event on the PGA TOUR. Since 2007, the championship has been one of the four FedEx Cup playoff events.
"I'm very flattered and honored to be joining the PGA Board of Directors. The game of golf has become a large and important part of my life in many ways," said Waugh. "I respect all the wonderful traditions, values and quality that it adds to life, which make it the most interesting game on earth.
"The PGA has always been such a vital contributor to all that is good about the game, and I look forward to serving toward both embracing the future and building on its glorious past. The PGA and all its members are in a unique position to contribute to the vision and growth of the game, which is why it is so exciting to me. "
Born in Ayer, Massachusetts, Waugh is a graduate of Amherst College, where he earned dual Bachelor of Arts degrees in Economics and English. Prior to joining Deutsche Bank, Waugh was CEO of Quantitative Financial Strategies (QFS), a $2.5 billion hedge fund based in Greenwich, Connecticut. He also spent 11 years in various leadership roles at Merrill Lynch, culminating in serving as Co-Head of Global Debt Markets. Earlier in his career, Waugh managed the Corporate Bond and International Trading desks at Salomon Brothers.
Waugh's philanthropic endeavors have included serving on the boards of the YMCA of Greater New York, the Multiple Sclerosis Society of Greater New York; the Executive Committee of Partnership for New York City; and the board of St. Vincent's Services of Brooklyn; the Local Initiatives Support Corporation; and Harlem Village Academies.
He was chair of the Board of Trustees at the Lawrenceville School in New Jersey, and serves on the Board of Trustees of Wake Forest University. Waugh also is a Board member of the World Trade Center Memorial Foundation and Franklin Templeton Investments, as well an Advisory Board member for Workday.
Waugh and his wife, Sheila Clancy Waugh, are the parents of a son, Clancy, who plays on the Wake Forest University golf team.
The PGA Board of Directors is composed of the Association's president, vice president, secretary, honorary president, and 17 directors. The directors include representatives from each of the PGA's 14 districts, two Independent Directors and a member of the PGA Tour.
New District Directors are elected by their local PGA Sections.


Kabusecha Tenbu Fukamushi (or "Fukamushicha", jap. = "deep-steamed tea") is a half-shaded green tea from Kagoshima, south-Japan. The early picking time, 2-3 weeks of shading with Kabuse nets and the special "deep-steaming" method applied guarantee for a top-grade Japanese green tea that stands out from common Sencha and Kabusecha teas through its overwhelming aroma and its sweet,, spring-fresh taste.
Up to the stage of processing, Fukamushi Sencha (or "Fukamushicha", jap. = "deep-steamed tea") is initially identical with any Japanese Sencha tea. However, other than for a common Sencha, a more intense steaming procedure (deep-steaming) is applied. Accordingly, "Fukamushicha" translates to "deep-steamed tea". And this is, where one part of our Kabusecha Tenbu Fukamushi's secret lies.
The deep-steaming procedure results in an overwhelmingly intensive aroma. To this add a clear, deep jade-green color in the cup and a particularly smooth, long-lasting taste on the palate. The tantalizing fragrance of Kabusecha Tenbu Fukamushi Green Tea will linger in the air, even long after the cup is empty.
The second part of what makes our Kabusecha Tenbu Fukamushi so special is its harvest time. Specifically, this is the year's earliest picking, taking place by mid-April. This symbolizes the term "Tenbu", proverbially translating to "sky-bound dance". On the one hand, the early picking sticks out with a particularly smooth spring aroma. On the other hand, its yield is scarce, due to the early picking time. This is why specialties such as our Kabusecha Tenbu Fukamushi are rare, and accordingly precious.
The third particularity of this tea is its "half-shaded" character. Kabusecha (also: "Kabuse Sencha") tea is a specific cultivation type of Japanese green tea. Its distinct characteristic is the half-shading of the tea gardens by means of so-called "Kabuse" nets during the days/weeks before the harvest. To further increase the quality of the tea, growers cover the tea bushes with Kabuse nets (jap: net = kabuse) during the last (up to 3) weeks before the harvest. Unlike Gyokuro Tea, for which the shading lasts for several weeks before the harvest, the Kabusecha shading method comprises a half-shading, filtering our ca. 50% of the sunlight (ca. 90% for Gyokuro).
The idea behind the Kabusecha method is that of the recreation of natural conditions. In practice, this means a part-shading of the tea bushes as it would take place through trees and larger bushes in natural environments. The ca. 50% withdrawal of light during this period triggers activities in the tea plant that lead to altered concentrations of ingredients. Mainly, these effects are increased amounts of amino acids (e.g. Theanine) and alkaloids (e.g. Caffeine, Theophyllin) and a reduction of bitterns (e.g. Catechine), among others, resulting in a higher sweetness of the tea. Also, the aromatic fragrance and the deep green color of the tea are enhanced through the shading.
Home of Kabusecha Tenbu Fukamushi Green Tea is Japan's second largest tea cultivation region, Kagoshima, capital of the prefecture with the same name, on the southernmost tip of Japan.
Dose Fukamushi Sencha tea leaves into the teapot, pour over with water tempered according to below recommendation, let infuse and pour out into previously prepared drinking or tea cups.
Water and Temperature: For preparing Kabusecha Tenbu Fukamushi, we recommend using as soft as possible (low lime) water of 70°C temperature.
Teapot: Best suitable for the preparation of Japanese Sencha teas are clay teapots (alternatively Japanese Kyusu or Chinese style teapot). However, you will achieve comparably desirable results using a China bone or a glass teapot.
Dosage: While in Japan there's a tendency to much higher dosages prevailing, a dosage of 4g tea leaves on 200ml water in our experience appears to be entirely adequate as an initial approach to the exploration of one's own taste and dosaging preferences. The higher the dosage, the more intensive both color and taste of the resulting green tea will be.
Infusion period: With an infusion period of 1 – 1½ minutes for a first steep and 15-30 seconds for follow-up steeps, Kabusecha Tenbu Fukamushi produces 3-4 delicious infusions with distinct taste profiles.
Tea cups: In Japan, people enjoy Fukamushi Sencha tea in smaller to medium-sized teacups ("Chawan " or " Yunomi"). Hereby, style and preferred size can be adapted to actual requirements, i.e. situation and mood.


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text:
Q: Scala Type Mismatch when using generic java classes and inheritance I'm writing a Scala extension for a Java application which makes use of generics:
The Java Code I want to use from Scala looks like this:
package example;
interface Base<T> {}
class Inherit<T> implements Base<T> {
    Base<T> other;
    Inherit(Base<T> other) {this.other = other;}
}

class Other implements Base<Double> {}

class Show {
    public static void main(String[] args) {
        new Inherit<Double>(new Other());
    }
}

and I want to write (In Scala)
val b = new Inherit[Double](new Other())

but this fails with a Type Mismatch Error
found   : example.Other
required: example.Base[Double]

whereas the same statement works just fine when using only scala classes or only java classes.
Im using Scala 2.11.8 because other parts of the application also use this version.
How can I work around this problem?
Thanks
Edit: using
val b = new Inherit[Double](new Other().asInstanceOf[Base[Double]])

fixed the Problem, thank you Bubletan

redpajama_set_name: RedPajamaStackExchange


This got lost in the shuffle of me trying to learn how to use this new blogging platform the past couple of weeks (*1): Jeff Alworth at Beervana wrote a lovely essay about the history of Widmer Brothers Brewing, which recently celebrated its 25th anniversary.
*1: I love my new website and especially the 21st century blogging platform I'm now using, WordPress, (as opposed to the truly antiquated version of Moveable Type I used on my previous site), but the learning curve has been, shall we say, steep. The the good news is that learning how to do one thing enables me to figure out how to do ten other things. Although I pity the poor person who doesn't grasp the fundamental "logic" of using the internet, because almost none of it is obvious. And thanks again to all who chimed in with advice so that I was able to figure out how to put images in the sidebars. So wowy!


text:
De Beers Polishes Its Image - CEO Penny Refashions Business...
De Beers Polishes Its Image - CEO Penny Refashions Business Model to Tackle Diamond Giant's Flaws
Author: Vanessa O'Connell, Wall Street Journal, Published on: 7 July 2008
When Gareth Penny became De Beers Group's chief executive in 2006, the world's biggest diamond producer was mired in some of the worst crises… Rapper Kanye West's "Diamonds From Sierra Leone" in 2005 and the movie "Blood Diamond" in 2006 were triggering a wave of negative publicity about buying "conflict diamonds"... De Beers had already worked with the United Nations, governments, and human-rights groups to introduce the Kimberley Process...but the company was vulnerable to a consumer backlash nonetheless. On its home turf in South Africa, De Beers was criticized for not pushing hard enough for black participation... Today…The company…has a new business model and is trying to polish its image. And Mr. Penny now casts himself as an unofficial ambassador for Africa who can help bring businesses and jobs to the continent... [He says,] "We have also completed a major black-empowerment deal so that 26% of our South African company is in the hands of a black investment vehicle... We are looking for ways in which to create opportunities for other businesses -- emerging businesses -- in Africa."
Related companies: De Beers (part of Anglo American)
Africa: General
Poverty/Development/Economic & social rights: General
Security issues & conflict zones: General
Support for initiatives promoting development/economic & social rights: General
🏢 De Beers (part of Anglo American)

redpajama_set_name: RedPajamaCommonCrawl


text:
Finding Program-Company Fit
It's critical to identify the best programs as early in the lifecycle as possible
To see the full scope, you need to understand product + business model + go-to-market strategy, which make up the Innovation Triangle
To value a program, you need to understand value differential + time to value + market opportunity, which make up the Value Triangle
Successful entrepreneurs use frameworks to radically improve their odds for success
Great engineers are defined by the companies they work for and the programs they code. So finding program-company fit is the most important thing an engineer can do.
The key is to find the right company and program as early in its life cycle as possible—when you can make the biggest impact.
So how do you find the right company and program early, when information is least available?
Silicon Valley legends are often well known for starting or investing in great ideas well ahead of the curve—well before the companies reach any significant scale or become brand names.
Andreas Bechtolsheim is a Silicon Valley legend and one of the original founders of Sun. As a founder and angel investor, he's accumulated over $5 billion across a range of tech companies.
He recently took his latest "startup" public: Arista Networks ($20 billion market cap in 2018). He cofounded Arista with his longtime technology partner, David Cheriton. David's another Silicon Valley legend.
Andy and David have been the earliest investors in some of the world's biggest companies.
Here's the story of one of those companies.
David called Andy one day and asked him to come over. At the time, David was one of the leading professors of computer science at Stanford, and two graduate students wanted to pitch them their idea.
Huddled around a table, the gangly students opened a laptop. In the center of a white screen sat a low, simple rectangle. Beneath it sat two buttons. One said, "Search." The other said, "I'm Feeling Lucky."
The logo read: "Google."
The two students answered a few questions. How many sites had they indexed? At what speed? What volume of searches were they seeing? How many servers and how much storage had they consumed? How would they monetize the solution? How much did they think they could charge for online micro-advertisements?
Andy did a little math in his head. He quickly concluded: this business will never run out of money. He admits he had no idea how quickly and how large the monetary tail would scale, but he knew it would succeed.
This is the innovation triangle that Andy identified in minutes:
Google Innovation Triangle.
When you're identifying a company or program, it's important to ask enough questions to get complete view—not only of the product but also of the business itself.
The three most important things to understand are the product, business model, and go-to-market strategy. These three comprise the Innovation Triangle.
For Google, the only significant elements left to invent were online ad auctions and AdWords. Otherwise, they already had the core innovation that still powers the majority of the revenue for one of the three largest companies on the planet ($824 billion market cap in 2018) when they pitched to Andy and David.
Once you understand the product and business you can proceed to level two: how to value them.
The Value Triangle
Andy and David each wrote a check on the spot for $100,000, made out to Google Inc. Larry Page and Sergey Brin walked out of David's home wondering how they would cash a check made out to a company that did not yet exist.
It was time to incorporate Google Inc. (recently renamed as parent company called Alphabet).
Andy made billions on his investment in Google, which he considers the best decision in his entire life.
But most innovations and programs are not quite as obvious. How can you quickly assess the potential value of a technology company or idea, so you can pursue or pass?
Here are the three sides to the Value Triangle, a simple framework for determining pursue or pass: Market, Value Differential, and Time to Value (TTV).
Value Triangle.
Each side of the framework has an acceptance range. If you're out of the range on any side, pass. For Market, you want a size between $100 million to $100 billion+ in total addressable market (TAM).
For Value Differential, you're looking at the value you add in the market compared to the best alternative or competitor—your unique value proposition. There may be several factors you might consider here, such as speed, quality, cost, and size.
Pick one, two, or three factors that are most important to winning your market. Value Differential ranges from 1x to 1,000x (100 percent to 100,000 percent improvement). If you count your benefits in percentages, such as 1 percent, 10 percent, or 50 percent, your Value Differential is too low in the world of technology, where 100x and 1,000x benefits exist. Small percentage benefits can win in legacy markets, but they're not worth pursuing in the digital era.
TTV makes up the last side of the triangle and ranges from one second to one year. If your product takes longer than one year for value to be proven, pass.
Now, let's take a look at Google's Value Triangle:
Google Value Triangle.
At the time, Yahoo was the eight-thousand-pound Appzilla in the market. Google's algorithmic Page-Rank search had an enormous advantage over Yahoo's manual categorization, probably greater than 1,000x in speed, which provided superior search results compared to Yahoo and other now-defunct search engines.
An important and less understood advantage, however, is Google's incredible TTV. You can type and get a search result in as little as a second if you think and type quickly, a ridiculously fast TTV for users.
Over the years, Google has maintained the simplicity and elegance of their original, unassuming rectangle on a white web page. Yahoo and the other casualties of the market cluttered their pages with headlines, content, banner advertisements, and flashing neon signs that competed with their search offerings—creating cognitive load or a small mental hurdle for users.
Google prioritized every microsecond advantage they had in TTV, ensuring that users had the single best experience on their site when it came to searching the Internet.
Triangles of Power
Triangle frameworks are often used to prioritize a large number of complex factors into the most important. In fact, the approach was even lampooned in the HBO show, Silicon Valley, when they described the Conjoined Triangles of Success:
The Conjoined Triangles of Success.
But some of the best fiction has seeds in reality. In the show, Silicon Valley, the main character also got a check for his company, Pied Piper, before it was incorporated—a story taken right out of Google's real history.
So use the Innovation Triangle and Value Triangle to find your Program-Company Fit.


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