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Blogs, Articles
Cinco Minutos Com...
Jairo Kerr Azevedo, Director, Medical Division, Carl Zeiss do Brasil Ltda.
When and why did you move to Australia?
I lived in Adelaide from 2002-2013. I had been to Australia in 1998 and 1999 on business and loved the country, so I was very keen to live there. At that time, I was living in São Paulo and working as a service manager for a manufacturer of ophthalmology equipment. In 2001, I was lucky enough to be offered a position with Ellex Medical, an Adelaide based manufacturer of ophthalmic lasers, to work as a service engineer and I didn't hesitate. Whilst working at Ellex I met my wife Sophie with whom I had two beautiful children. In 2003, I co-founded a medical devices startup in Adelaide named Opto Global which was sold in 2010 to a UK based company. I moved out of Australia in 2013 with my family when I was offered a position with Carl Zeiss in Singapore. I have been back in Sao Paulo since 2017 working with Carl Zeiss as Director, Medical Division, Brazil Sales and Service Company.
What's your favourite thing about living in Australia?
I loved the lifestyle, the friendly people, the culture, the beautiful cities with so many parks, beaches and so much to do, the diversity and quality of restaurants, bars, wineries, sports and the music scene which is incredible.
What bilateral business opportunities are you most excited about between Australia and Brazil?
I see great opportunities for business in areas where both countries have well established industries, such as agriculture, mining, biotechnology and renewable energy. Both countries have large markets and there are opportunities for collaboration, joint product development and technology sharing. Another area with great potential is education. The market for international and bilingual schools in Brazil is growing as Brazilians increasingly value English education from kindergarten to university. Brazilians are also willing to invest more in education abroad and Australian schools are well placed to exploit these opportunities.
What do you miss about Brazil when you're in Australia?
I missed my old friends, laughing at politically incorrect jokes and eating a good Brazilian churrasco.
What do you see as the biggest similarity and the biggest difference between Australia and Brazil?
The biggest similarity is that people like spending time with friends over a barbeque and a beer. Both cultures are light-hearted, friendly and keen to enjoy a good laugh. Both countries have beautiful nature and amazing options for enjoying the outdoors.
One of the biggest differences I noticed is that Australia is more multicultural, with a continuous influx of immigrants whereas in Brazil immigration happened a long time ago and currently there is little immigration into the country. The diversity of people makes Australia quite interesting with great options of dining and cultural activities. Another difference is that Brazil is a populous country where you can feel the energy but sometimes get a bit overwhelmed by the large number of people around you. Australia can be quite the opposite as you can often be in quiet places with no one around.
For editorial & advertising enquiries please email info@australiabrazilchamber.com.
This article was originally published on the May/June ABCC Newsletter.
A New Chapter for Australian International Education & Brazil
Anna White, Director ABCC Queensland
One of the great success stories in the Australia-Brazil bilateral relationship – international education and training – was the theme of the ABCC's latest Business Briefing and Networking event in Brisbane in March. Study Queensland generously hosted the event and the then Brisbane Lord Mayor Graham Quirk delivered the key note address highlighting the importance of international education and training to Queensland. With over 12,000 Brazilians currently studying in Queensland, the Lord Mayor emphasised the role that international education experiences can play in building lasting relationships with investors and entrepreneurs of the future.
Brisbane City Council has introduced a range of measures to support international education and training including appointing International Student Ambassadors and expanding its internship programs to create greater opportunities for international students. In 2015, the Council reduced infrastructure charges for certain student accommodation developments to encourage greater provision across the city.
After hearing from Lord Mayor Quirk, the ABCC was delighted to be joined by a panel of experts comprising Shannon Willoughby, Executive Director of Study Queensland, Professor Stuart Bunn from Griffith University, Professor Asantha Goonetilek from QUT and Professor Gary Schenk from the University of Queensland. Honorary Consul of Brazil in Queensland, Valmor Morais, also shared his reflections throughout the panel discussion.
The panel shared their experience and insights into the strategic research partnerships which have been established between Australian and Brazilian universities in recent years since the conclusion of the Science Without Borders program in late 2015. Some partnerships have been facilitated through the Program of Internationalization of Higher Education – or "PRINT" – which was launched in 2018 by the Brazilian Federal Agency for Support and Evaluation of Graduate Education (CAPES) with a focus on the two-way movement of postgraduate students. Others have developed through the targeted coordination of joint efforts here and in Brazil.
While Brazilian universities have traditionally looked north to their American counterparts to collaborate on research projects, they are increasingly engaging with Australian institutions given the similar climate, environment and health impacts across the two countries. The Panel identified key growth areas in which Australian universities could further promote their expertise to Brazilian universities and direct to Brazilian governments and agencies, including water management, environmental management, resource management, biomass conversion and sustainable farming (particularly cattle breeding).
Access to government grants to support bilateral research projects in Australia is limited and there appears to be scope for alternative options to be explored, such as leveraged funding models. There also appears to be scope to expand internship programs which would enhance and deepen each student's international experience.
Brisbane's liveability and relaxed lifestyle hold great appeal to Brazilian students. Outside of structured university programs, student support services such as The Brisbane Study Hub and The Gold Coast Student Hub provided by Study Queensland and Study Gold Coast respectively provide essential services to Brazilian international students, particularly those undertaking English language courses.
With a move to increasingly targeted and specialised partnerships and a strong focus on academic performance, opportunities for Brazilian post-graduate students will continue to strengthen in Australia.
Brazil Business Briefing and Networking Event in Brisbane in March 2019
Manaus - an open door to the Amazon
Amazon Theater in Manaus
From your airplane window you begin to contemplate what it looks like to be a green ocean. You can then identify water cutting through the forest. It takes almost 7 million square kilometres throughout nine South American countries: Brazil, Bolivia, Peru, Colombia, Ecuador, Venezuela, Guyana, Suriname and French Guiana. The Amazon has the greatest biodiversity in a rain forest in the world and it attracts tourists from all over the world.
Manaus is the capital of the Amazon State is also called Paris of the Tropics, because of its intense modernisation during the Rubber Boom and the beautiful buildings built from materials imported from Europe. It is also the natural entrance for the people who want to visit the forest.
The iconic Amazon Theatre is a place not to be missed. This beautiful theatre was build between 1884 and 1896 at the height of the rubber boom, using European designers and decorators and raw materials and in the area.
Another must see is Ponta Negra Beach. Recent work has been done alongside its shoreline and it is a great place for a stroll where you will find many local delicacies such as acai and tacaca, a variety of soup cooked with tucupi, dried shrimp, cassava gum and jambu leaves. amongst other local delicacies. The wide river is very beautiful and perfect for a swim.
From there, you can make your way to the majestic Hotel Tropical, famous world wide for its rich timber work, vast corredors, wave swimming pool and a mini zoo, home to animals such as monkeys and "onca pintada".
Boats are the main transportation to the rainforest hotels and to see the meeting of waters between Negro and Solimoes rivers, forming one of the largest rivers in the world: the Amazon. The two different colour waters meet and only mix kilometres later. One is darker tea colour tone and the other a colder brown looking one. This is a true nature spectacular site to see.
Whether your prefer to check out the historical buildings or to enjoy swimming with dolphins in the river, the impact of the abundance of water and green will forever stay with you forever.
Ponta Negra
Palácio Rio Negro
Amazon - Manaus
Bridging the Distance in R & D Cooperation, Investment and Trade
Sérgio E. Moreira Lima, Ambassador of Brazil
The connections between the two giant territories of the South provide a remarkable foundation for understanding and facing our common contemporary challenges in conserving our rich and unique heritage and biodiversity. Australia and Brazil should further explore these links in the pursuit of sustainable development to ensure the wellbeing of present and future generations. It is therefore a reason to celebrate the efforts by the two countries to enhance their collaboration in science and technology. Both governments recently concluded a general agreement on the subject, which is expected to be in force in 2019. On its turn, CSIRO and EMBRAPA are finalizing an important agreement on R&D cooperation. These agreements will contribute to institutionalize and promote scientific cooperation in key economic areas, such as agriculture technics and methods of production. They will also assist both countries to fulfil their national and international responsibilities in food security and environmental sustainability.
2. CSIRO - Commonwealth Scientific and Industrial Research Organisation – is Australia's national science research agency responsible for overcoming the country's greatest challenges using innovative science and technology. EMBRAPA - The Brazilian Agricultural Research Corporation - aims at establishing a model of tropical agriculture and livestock to overcome the barriers that limited the production of food, fibre and fuel in our country. It has played a pivotal role in making Brazil - with its over 210 million inhabitants - not only self-sufficient in agriculture production but also a breadbasket of the world and an important contributor to global food security. Brazilian agriculture is one of the most efficient and sustainable in the planet. Brazil has incorporated a wide area of formerly degraded Cerrado lands, a savannah like biome, into our production systems; a region that now accounts for nearly 50% of our grain production. We have quadrupled the beef and pork supply and increased the poultry output 22-fold. These achievements have moved the country from the condition of basic food importer to one of the world's largest food producers and exporters.
3. The cooperation between Australia and Brazil is becoming more relevant and less fragmented. Brazilian scientists are in CSIRO and in other Australian research centres and Universities collaborating with their Australian peers. Yet much remains to be done in order to fully institutionalize bilateral cooperation. That is exactly the purpose of the EMBRAPA-CSIRO MOU. Besides, it aims at structuring, broadening and giving focus to Australia and Brazil partnership in agriculture and biotechnology. While growth in demand for food, feed, fuel and fibres presents significant opportunities for agriculture, our research institutions must provide the know-how to overcome challenges such as increasing productivity growth, enhancing environmental performance and adaptation to climate change, and improving resilience of farm households to market shocks brought on by weather conditions and other unforeseen circumstances. Farmers will have to adapt to the new instruments of the digital age. But governmental policies and research institutions must assist them in the process by creating incentives to the development of the better and more sustainable ways for agriculture production, which involves soil, seeds, pollinisers, production, rational use of water, smart management of crops, etc. Brazilian scientists collaborate with Australians in a project to identify the reduction of the population of bees worldwide and their
impact on agriculture. This is just one example of the activities of global impact in which Brazil and Australian experts are working side by side to increase farm sustainability, productivity, resilience and overall profitability.
4. In 2018, Brazil and Australia signed an MOU on the management of water resources. Australia provides an encouraging example of the use of desalination in its major cities around the country from Sydney to Perth. This is another area in which joint research can bring important solutions for both countries as they face the challenge of ensuring adequate water supply in hinterland regions where hydric resources are scarce. Brazil is keen to collaborate on the development of innovative and affordable technics that enable the desalination of salty waters sourced from artesian wells, especially in the northeast of the country, where a new and promising agricultural frontier can be opened.
5. About one hundred Australian companies are established in Brazil. Traditionally, mining has been the sector which has attracted most investments in partnership with Brazilian firms. In the last decade, Brazilian companies have increased investments in Australia, not only in mining but mainly in animal protein processing. JBS Australia has become the largest meat processing company in this country with a network of facilities from Queensland to Tasmania. It employs over 12,000 people across Australia and, besides maintaining its market shares, it exports from here quality products to over 80 countries.
6. This month during the Avalon Air show, an event that promoted the development of the aeronautical industry in the region, Embraer celebrated its 40 year presence in Australasia showcasing two of its most sold aircraft in the world, the Phenon 300 E and the Legacy 500 Executive jets. There are 34 Embraer aircraft that fly in the region, of which 25 are commercial aircraft and 9 are executive jets. Embraer has Authorized Service Centers located in Melbourne, Sydney and Perth. Embraer has changed the way to travel in Brazil and it is looking forward to expanding its presence in the Australian market with its new family of modern regional airplanes as well as new defence equipment, such as the KC 390 - a new generation of multimission transport aircraft. Embraer presence in Australia is a reason of pride for the Brazilian community and it is an encouraging signal of the enormous potential for trade in goods and services between the two great nations and the region as a whole. The Chambers of Commerce and the Business Council have a role in enhancing the possibilities for promoting exports of airspace equipment to Australia and strengthening regional aviation. In Melbourne during the week of the Avalon Airshow, I had the pleasure of meeting the Governor of Victoria and also attending a social gathering organized by ABCC with its local members and the Brazilian community.
7. The latest figures for Brazil and Australia bilateral trade in the year 2018 shows an overall trade of US$ 1.6 billion, with a significant surplus for the Australian side. Yet the numbers barely reflect the enormous potential for a significant expansion of both flows of exports and imports which might be more compatible with the size of both countries' economies. In order to help to promote the role of the chambers, I participated in February in events organized by the Australia Brazil Business Council in Sydney and by the Australian Latin America Business Council (ALABAC). Brazil and Australia are considering negotiating agreements to prevent double taxation and to facilitate trade between the two countries. At the moment, APEX, the Brazilian Agency for Exports and Investment, is requesting Brazilian companies and exporters to provide information on trade
barriers which might improve the intelligence and the assessment of prevailing conditions for trade in goods and services between Brazil and other countries, including Australia. With the support of AABC and other relevant organizations, we hope this mapping of perceived barriers will assist us to focus our attention where it is most needed, helping to increase trade and investment between the two countries.
8. The assistance and advice of the Australian Brazilian Chamber of Commerce and its members will be invaluable to our common effort to improve current trade and investments as well as on bilateral cooperation. Together we will be able to create the necessary conditions to significantly improve economic relations between the two countries and raise science and technology cooperation to a new level.
This article was originally published on the May/June ABCC Newsletter.
Brazilian Modernism Architecture Tour With Simone Bigoto
ABCC member, Unik Vision, organises trade missions and special events to showcase the excellence on offer in Brazil. In September 2019, Unik Vision is coordinating a Brazilian Modernism Architecture Tour aimed at architects, engineers, designers and anyone interested in Modernism and the work of Oscar Niemeyer.
Unik Vision has appointed Brazilian architect, Simone Bigoto, to be the Ambassador for this upcoming tour. Simone recently caught up with the ABCC to explain her experience working with the famous Australian architect Harry Seidler in Australia and her connection with Oscar Niemeyer in Brazil which gives her a unique perspective on Modernism architecture across the two countries.
Left to right: Val Oscroft, Monica Rodrigues Sweeney, Penelope Seidler, Simone Bigoto, Dani Oliver, Richardo Bigoto
Australia and Brazil have a long history of connecting across different sectors, including architecture. It is an honour to be chosen as the Ambassador of the Unik Architecture Tour.
My relationship with both countries began 17 years ago when I first lived in Australia. I came to Sydney at the start of 2002 after having completed a Bachelor in Architecture at Mackenzie University – Sao Paulo. I came to Sydney to study a Post Graduate Course in Stage Design, because dance and architecture are two arts that have been part of my life since I was 14 years old.
During this time, I was preparing myself for a Business and English course at UNSW to get into the Scenography course I had planned and I applied for a job as an Architect which started my work with one of my mentors: Harry Seidler. It was a wonderful experience for me to have worked with Harry Seidler and all his team on my journey. After months working closely with him and his team, at the end of 2002 I decided to come back to Brazil to get married. As soon as Harry knew that, he kindly tried to convince me the opposite and asked me to stay in Sydney to continue working at his office but at that moment the better decision for me was to return to my country.
Before I left his office, Harry introduced me to his great friend Oscar Niemeyer. It was the most wonderful surprise that a young Brazilian architect like me could have! In 2003 just a couple of weeks before I get married I had the honour of meeting the genius Oscar at his own practice in Copacabana, Rio de Janeiro.
The connection between me and both genius architects never stopped even after I started my own architecture office in Sao Paulo in 2003... and here I am again, back in Sydney with my husband, Ricardo and my 2 children, Gustavo an eleven year old boy and Isadora, a ten year old girl. We all moved in February last year and I have been working in the architecture field in Sydney since April 2018.
Oscar Neimeyer Architecture, Brazil
In late 2018, I was invited to present some of my projects in an Exhibition of Brazilian Architects Tribute together with the 4 most famous Brazilian Architects in the world: Oscar Niemeyer, Lina Bo Bardi, Lele (Joao Felgueiras Lima) and Paulo Mendes da Rocha as well as a new generation of other talented architects. During the opening night of the Exhibition in December last year I had the chance to meet many people as passionate about architecture as I am, not only for Brazilian Architecture, but also for Australian Architecture. This was the beginning of a new chapter. Then, an invitation arrived for me to be the ambassador of Modernism Architecture Tour was made by the CEO of Unik Vision, Monica Sweeney, who was inspired by all the relationship between the two countries.
The tour will no doubt be a great success showcasing the best that Brazilian architecture has to offer.
For more information visit their website: www.unikvision.com.au
Harry Seidler Architecture
Farewell Ambassador Santos
As 2018 drew to a close, so too did Ambassador Manual Innocencio de Lacerda Santos Júnior's post to Australia. The ABCC recently caught up with Ambassador Santos to ask about his Australian experience and what's ahead for the future.
1. When did your Australian post commence and where had you been based prior to coming to Australia?
I arrived in Canberra on January 6th, 2016, and presented my Credentials to the Governor General on February 24th of the same year. I was posted before as Ambassador to São Tomé and Príncipe (2006-2009) and to Indonesia (2009-2011), and as Consul General in Faro, Portugal (2011-2015).
In my diplomatic carrier, which I started in 1974, I have been posted in Bonn, Prague, Baghdad, Bonn again, and Toronto.
2. What were the highlights of your Australian post?
Among the many important developments for the bilateral relationship during my tenure in Canberra, I would certainly include:
the two visits of the Governor-General to Brazil, in 2016, for the Olympics and the Paralympics in Rio de Janeiro;
the visits of different ministers from both sides, including the visit of the Brazilian Minister for Tourism and the visits of the Australian Ministers for Trade and for Agriculture; and
In 2017, a mission to Brazil from the Australian Parliament.
At a more technical level, I should also mention missions to Australia carried out by experts from our Ministries for Agriculture, to learn more about the Australian legislation on pesticides, and for Heath, to exchange experiences in the area of E-health, among others.
I would especially like to highlight the signing of the bilateral agreement on cooperation in the areas of Science, Technology and Innovation, which opens important avenues to strengthen even more the important links we already have in this area.
Finally, I cannot leave without mention the significant increase in the bilateral investment and trade flows. During my time in Canberra, Brazil has become the main Australian trade partner in Latin America.
3. What industry sectors were a particular focus in the bilateral relationship during your time here?
Among others, I would like to underscore the strong focus given to the education sector. Brazil is the eighth country of origin of foreign students in Australia, with more than 30 thousand enrolments per year. I worked hard to ensure that our respective institutions, especially our universities, can work together not only for sending students to each other but also to develop joint research and development projects. The more than 100 agreements already in place between our universities constitute an incredible asset that we need to cultivate.
4. What industry sectors hold particular promise over the coming years for the Australia-Brazil relationship?
It follows naturally from what I said before that the sectors of education, science and technology would continue to be some of the most promising for the continuous deepening of the Brazil-Australia relationship. I believe is also important to build on the initiatives already developed in the fields of agriculture and health, where we have a lot to learn from each other. Equally, the implementation of the MoU on cooperation in the field water management, signed between the agencies of our two countries in the first semester of 2018 holds significant promise.
5. How is the new Bolsonaro government likely to affect the Australia-Brazil relationship?
I am convinced that the new Government will work further towards the full exploration of the enormous potential of cooperation between our two countries. We must not forget that Captain Arthur Phillip spoke Portuguese fluently, having sailed with the Portuguese Royal Navy for many years. Because of his close friendship with the Portuguese Vice-Roy in Rio de Janeiro, in 1788, the officers and crew of the First Fleet were allowed to disembark and mingled with the locals in Rio for a month. When they sailed on, they filled their boats with what they thought was rum, but was actually cachaça, our sugarcane distillate. Australia´s founding was toasted with cachaça – that is a VERY strong link…
6. What will you miss about Australia?
Now, that is a very difficult question… Just about everything: the excellent wine, the fantastic food (kangaroo steaks are right up at the top), the informality and keen sense of humour of the Australians, which is very similar to the Brazilian posture towards life, and, last but not least, the great friends I have made there.
7. Where are you moving to next?
God knows… I will probably be assuming a position in our Ministry of External Relations, as soon as the new Government has taken office.
President's Report for 2017-2018
Dear ABCC members,
There's no doubt that these are tumultuous political times globally, but especially in Australia and Brazil. History would say Australia's economic performance seems little affected by what Prime Minister holds office year to year – although it upsets the party faithful no end when PM's are handed early retirement by their colleagues. In Brazil, after the first positive year of economic growth after 2 years of contraction, the economic future is very much linked to the politics of the recent general election.
Through these politically choppy waters which our members, their companies, and our diplomatic and trade staff have to navigate, the Australia Brazil Chamber of Commerce's raison d'être seems to me to be more important than ever. In such volatile times, in which the best business decisions are needed to ensure survival, the ABCC is a safe harbour in which members can share others' experiences and views before making those difficult business decisions.
The ABCC's primary objective is to connect and support businesses and business people in both countries with what they need so that their businesses end up being stronger and more successful than if they were not members of the ABCC. To achieve this objective, the ABCC needs to be financially stable and lead selflessly by professionals who can both understand and help solve member needs.
I am pleased to say that 2017/2018 s a year of financial stability and growth for the ABCC and most pleasingly a year during which we able to retain and attract amazing talent to the ABCC Board right across Australia.
High profile events throughout the year including; the September 2017 World Chambers Conference, the 2017 Christmas Party, the farewell reception in October 2017 for 25 university leaders from Brazil visiting Australia under the ABRUEM delegation (Associacao Brasileira dos Reitores das Universidades Estaduais e Municipais) and a number of cocktail events and business briefings with our Australian Ambassador to Brazil, His Excellency Ambassador John Richardson, Brazil's Ambassador to Australia, His Excellency Ambassador Manuel Innocencio Santos and Australia's Senior Trade Commissioner to Brazil, Mr Greg Wallis, were all very well attended by members and guests.
The higher profile events were interspersed with our ever-popular Mix@6 in Melbourne, Sydney and Brisbane which continue to prove to be a relaxed way for members and friends to connect in a social environment on a regular basis. Our co-chamber associations and events have also been a really great way to share diversity of views and cultures amongst business colleagues working in other countries and parts of the world.
We continued to publish our popular newsletter, Boletim Brazil, which during the course of the year published high quality self-sourced material on many legal, commercial and political issues to do with doing business between Australia and Brazil. None of the above achievements would be possible without the amazing energy and commitment of my fellow directors. Each of them commits their time and effort to the success of the ABCC totally voluntarily. Without that commitment and their energy, the great things that have been achieved during the last 12 months would not have been anywhere near possible and for that I thank them most sincerely.
Finally, it has been a great honour to serve a third year as ABCC President, I take great satisfaction in the successes achieved this year and very much look forward to working with the ABCC in the years to come as we deliver on our vision of creating Australia's pre-eminent business chamber serving the exciting Latin America market.
The end of 2018 with it's new diplomatic appointments and the ABCC welcomes His Excellency Ambassador Sérgio Eduardo Moreira Lima who recently commenced his post to Australia and His Excellency Ambassador Timothy Kane who is now based in Brasilia. I'd also like to take this opportunity to acknowledge and thank Ambassador Santos and Ambassador Richardson for their support and commitment during their posts to Australia and Brazil respectively.
Robert Grant
Australian Brazil Chamber of Commerce
This is a modified version of the report delivered at the ABCC's AGM on 25 October 2018, by Rob Grant, ABCC President.
Our Directors and our guest bloggers.


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The Voice of Experience
What's the best strategy for making it through a bad patch? The answer comes from 12 experienced business leaders who have been there, seen it, and made it through — old pros who speak with the voice of experience.
By Lucy McCauley and Christine Canabou long Read
Walter Wriston
Former CEO of Citicorp/Citibank
Chairman emeritus of Citibank
I've driven through my share of rainstorms, listening to some radio announcer in a windowless room telling me that it's a sunny day.
During a change in economic climate, the biggest mistake a leader can make is not to recognize it. So never stop looking out the window. Accurately assessing the business cycle is key to your company's success.
When I ran Ronald Reagan's economic-policy board, I met some prominent CEOs who failed to recognize that a change in climate was in the offing. They looked at their current numbers, saw that their order book was full, and believed that everything was terrific. But no graph goes up forever. That was true then, and it's true today.
In economic hard times, you have to shift your attention from the top line to the bottom line. Start thinking about profit, rather than revenue. Cash is king, especially when the wind blows. Get back to basics like inventory control, receivables, payables, and cash flow — all of those boring things that people have nearly forgotten about in the new economy. Focus on generating cash, and your company will be positioned to take advantage of opportunities that the cash-strapped can't afford.
And just remember to recognize when the weather is shifting. Rain or shine — look out.
Walter Wriston (walter.wriston@citicorp.com) joined Citibank in 1946. He served as president and CEO for 17 years until his retirement in 1984. From 1982 to 1989, he was chairman of then-president Ronald Reagan's Economic Policy Advisory Board. Wriston is the author of Risk & Other Four-Letter Words (Harper & Row, 1986) and The Twilight of Sovereignty (Scribner, 1992).
EV Global Motors Inc.
After 50 years in business, I can tell you that there are no free lunches. There are no overnight sensations. All of the clichés in the world are true. Unfortunately, a lot of young businesspeople are learning that truth the hard way right now. But shakeouts are a fact of competition. Did you know that between 1909 and 1919, there were 120 car companies? How many are left in the United States today? Two.
But I'll also say this: Don't get down at the first downturn. Just be sure to take care of your customers. You have to go eyeball to eyeball with them and say, "Do I have a deal for you!" And then stand behind your product or service. Don't worry about stockholders or employees. If you take care of your customers, everything else will fall into place.
You have to understand your customers, and you have to follow them. You have to change as your customers' lives change. I've followed baby boomers all of my business life. I got them first with the Mustang around 1964. And then 20 years later, when they acquired kids, dogs, and nannies, I got them again with the minivan. Now I'm planning to get them again with the electric bike.
But in a downturn, you have to knuckle down and ask yourself, What the hell really works here? We started out distributing our bike through car dealers. Now we see that we've also got to move into areas like resort communities and rentals. Even after all of these years, I still have to get back to fundamentals: If you don't have the right distribution system, you've got a problem.
Lee Iacocca joined Ford Motor Co. in 1946, working his way through the ranks to become president in 1970 — a position that he held until 1978. During the recession of the late 1970s, he was named president of Chrysler. He managed to pull the company from bankruptcy, generating $2.4 billion by 1984. He retired in 1992. The E-Bike can operate either as an electric bike or as a conventional pedal bike. The privately held EV Global Motors Inc. has about 20 employees and 150 E-Bike dealers across the United States.
Sheila Wellington
When the going gets tough, the tough get creative. Saying, "We've always done it that way" just won't work. In the early 1980s, I ran a state mental hospital in Bridgeport, Connecticut — a depressed backwater city that fell on disastrous economic times. There was a budget freeze for state-run facilities. We had thousands of patients, and we were short-staffed. We had no choice but to rethink our approach completely. As a leader, I had to assure my people that together we could handle anything.
Among other things, we decided to train people who didn't have advanced degrees to act as caseworkers. We forged partnerships with local family-care homes to provide extra beds. And we launched a day-treatment program, because we didn't have enough staff to run the wards all night. In the end, several of our solutions allowed for better care than the ways of the good old days. Today, programs like day hospitals are standard in community mental-health centers nationwide.
Succeeding in adversity makes success all the sweeter. At the end of the day, it's not how far you fall but how high you bounce.
Sheila Wellington worked in mental-health facilities for 18 years. Before joining Catalyst in 1993, she was secretary and vice president of Yale University, where she was the first woman to hold the office. Her book, Be Your Own Mentor: Career Strategies for Women, was published in February by Random House. Catalyst is a nonprofit research and advisory organization working to advance women in business.
Peter G. Peterson
The Blackstone Group
Don't sacrifice your long-term vital future for the temporary present. Just as it is a mistake to assume that boom times go on forever (an assumption that got us into this e-commerce fiasco in the first place), it's also a mistake to assume that the business cycle has been repealed and that today's bad times will go on forever. The latter assumption can lead to so much emphasis on cutting costs today that we forget that we're also managers of the future.
That advice applies not only to organizations but to the country as well. Today, more than ever, we need business leaders who not only build their own companies but also assume new roles in building the macroeconomy. Trouble on the horizon — such as the imminent retirement of the huge baby-boomer generation and the $15 trillion or so of unfunded liabilities for social security and medicare — isn't going away. And severely reducing the country's revenue base through tax cuts could, over the long term, make an already unsustainable problem even more so.
This issue of entitlement reform is as politically toxic as it gets. But since our unsustainable senior-citizen entitlement programs threaten the medium-term and long-term macroeconomic future, it's exactly the kind of issue that requires sustained business leadership. It will be up to e-commerce executives — who are often young and not normally active in public-policy issues — to pay attention and get involved. After all, they're the ones who will be operating in the macroenvironment of the future.
Peter G. Peterson, a former U.S. secretary of commerce and former chairman and CEO of Lehman Brothers, is chairman of the Council on Foreign Relations and of the Federal Reserve Bank of New York, among other organizations. He is also founding president of the Concord Coalition, an organization devoted to fiscal responsibility, and is a special limited-advisory partner to Millennium Technology Ventures LP. His latest book is Gray Dawn: How the Coming Age Wave Will Transform America — and the World (Times Books, 1999). The Blackstone Group is a private investment bank in Manhattan.
Sir John Marks Templeton
Chairman of the John Templeton Foundation
Founder of the Templeton Growth Fund
The cliché is true: Tough times build character. The best thing that ever happened to me was when the Great Depression hit, and my father couldn't give me one more dollar for college. In order to return to school, I had to learn to be self-reliant, resourceful, and diligent. I took several jobs — the most lucrative of which was playing poker with rich boys — and I was able to pay my college expenses. When dealt a bad hand, you learn to play smarter.
Given the changing economy, many young investors today are probably looking at their first bad hand. The smart players will learn from history. The wildly insane Internet bubble wasn't so different from previous bubbles that I've studied in my 88 years. In almost every case, within a year after the bubble burst, people were eager to buy again. Invariably, it was too soon. Think about the great stock-market collapse of 1929. After a few months, stocks began to climb, and people jumped in again, thinking the downturn was over. But it lasted for three years. You'd be surprised how low the market can go and how long it can take to recover. If you had bought on the top day in 1929, you wouldn't have seen a net profit for 17 years. The lesson? Don't buy too soon.
Investment advice aside, I'm a big believer that those who do good do well — in any economy. Simply put, the storekeeper who offers low prices and top quality will draw more customers and beat his competitors. The employer who focuses on giving employees better opportunities and benefits will attract and retain talent. If you're genuinely enthusiastic about helping people, you'll rise above these difficult times — and be better off for it.
Sir John Marks Templeton (ftbmw@batelnet.bs) founded some of the world's largest and most successful investment funds, including the Templeton Growth Fund, which averaged 15.2% a year during its 45-year history, exceeding all other mutual funds during that time. In 1992, the Wall Street legend sold his funds and founded the John Templeton Foundation, which finances more than 150 projects worldwide that encourage progress in religious and spiritual knowledge. He is the author of 17 books, including his most recent, Story of a Clam: A Fable of Disenchantment and Enlightenment (Templeton Foundation Press, April 2001).
Warren Bennis
Distinguished Professor of Business Administration
Founding chairman of the Leadership Institute
Marshall School of Business
I've been alive for 76 years, and I think this is a damn good time to be on this earth. The Internet Age has presented us with a marvelous opportunity: We're all starting out fresh, having to learn the ropes together. What we're seeing now are little setbacks. And if there's one thing that the older generation understands well, it's that there are things called "cycles." And cycles teach you patience.
I don't want to make it sound easy, because it can be heartbreaking to have to fire people when it's time to tighten the belt. Nevertheless, running a business in a bumpy economy is as terrific an education as a young person can get. It's not unlike being in a platoon of infantrymen and getting sent to the front lines, as I was at age 19. The stakes are different, of course. But what the experience teaches you is similar: You learn quickly to make courageous choices.
If you're a leader, probably the biggest mistake you can make during any kind of downturn is to choke up. Remember the Flying Wallendas? When Karl, the patriarch of the Wallenda family, was in his seventies, he fell 120 feet to his death while trying to walk a tightwire between two office buildings in Puerto Rico. Later, his wife said that before the stunt, for the first time in his life, Karl had seemed concerned about falling. When it came time to perform, he fell because he was so focused on not falling, rather than on getting to the other side.
In tough times, remember Karl Wallenda. When you concentrate on not losing, rather than on winning, you'll find yourself dead on the ground.
Leadership guru Warren Bennis (warren.bennis@marshall.usc.edu) is the author of numerous books, including Managing the Dream: Reflections on Leadership and Change (Perseus, 2000) and On Becoming a Leader (Addison-Wesley, 1989). He is now at work on Geeks and Geezers: Partnering Across Generations with coauthor Bob Thomas. It's due out from Harvard Business School Press in 2002.
William F. Miller
Herbert Hoover Professor Emeritus of Public and Private Management
Professor emeritus of computer science
Stanford University School of Engineering
When the economy slows down, put your resources where you are strongest. It's tempting to do the opposite — to try and shore up your vulnerable spots. But unless those vulnerable niche activities are extremely large and have great potential, you'll just be throwing good money after bad.
For example, as president of SRI International during the strained economy of the late 1980s, I eliminated areas where we weren't as competitive so that we could focus on what we did best. As provost at Stanford, I had to shut down entire departments where we simply weren't the best.
Those kinds of decisions aren't easy to make. But when times are hard, you need the courage to make choices in a thoughtful and purposeful manner. The last thing you should do is panic. When you panic, your brain shuts down; you stop listening and learning.
Fortunately, I believe that what we're going through now is a simple slowdown — not a long bust. The bubble has been slightly deflated, but it didn't burst. We have a huge amount of momentum going: global business being conducted on the Internet, a new wave of wireless and nanotechnologies that are on the brink of maturity. The pace of the economy might slow down a bit, but that momentum will continue to encourage growth.
William F. Miller (wmiller@leland.stanford.edu) is chairman of Borland Software Corp. and of Sentius Corp., and is president and CEO emeritus of SRIInternational. As Stanford's vice president of research — and later, as vice president and provost — Miller championed the establishment of the Office of Technology Licensing. In February, he was inducted into the Silicon Valley Hall of Fame.
Robert Crandall
Former CEO
American Airlines/AMR Corp.
There are no elegant formulas for surviving an economic downturn. It takes plain old hard work. You've got to keep your nose down and your fanny up. And although some people convince themselves that a challenging economic climate can present a great opportunity, I wouldn't be so optimistic. Obviously, not everybody can continue to get by. While it's true that bad times can make some people more resourceful, it's the best-funded company that has the real opportunity. In the end, the strong get stronger, and the weak get weaker.
That's why as a leader, in good times or in bad, your goal is always the same: to beat the competition. Sales may be sluggish, and profits may be low, but the real issue is, are you doing better than your competitors? Success is always relative.
In the end, the smart, aggressive leader takes advantage of the slow economy and skins that guy down the street. If you're the guy who gets skinned, don't kid yourself that the challenging environment is a great opportunity. It could leave you out in the cold.
During his 25 years at American Airlines, Robert Crandall created a number of breakthrough programs, including AAdvantage, the industry's first frequent-flier program. In 1983, he launched an expansion program that more than tripled the company's size and transformed it from a medium-sized domestic carrier to a $20 billion-plus international concern.
Cofounder, chairman, and CEO
ArrayComm Inc.
Perseverance is the key — in any economy. my first rule of business is that there are no easy businesses. Every single one is hard. Having perseverance means, most critically, persevering through failure. I love to talk about my successes, but the only way that I've ever learned anything is through failure. You have to live through failure to understand how to succeed. And those are the lessons you never forget.
Until recently, it seemed that if you didn't go public after a year and a half — and if the founders weren't at least multimillionaires — then people saw the business as a failure. And yet, how can you really do anything important in a year and a half? It takes at least two or three years to develop a real product. Finding customers and getting to the point where you're generating revenue takes another few years.
If you look at your business in terms of that kind of time frame, why would any bumps in the economy bother you? That's why I have trouble thinking about the financial environment in terms of slowdowns and speedups. In five years, you're bound to see some peaks and valleys. Just make sure you have the strategy and the funding in place to get through the valleys.
Martin Cooper (marty@arraycomm.com), a pioneer in wireless communications, was director of research and development at Motorola, where he worked for 29 years. In 1973, he invented the cell phone and placed the world's first cell phone call from a street corner in Manhattan — to his chief competitor. In 1992, he founded ArrayComm Inc., which specializes in developing spectrally efficient wireless technology.
Lillian Vernon Corp.
Rye, New York
When the economy changes, lifestyles change — and so do consumer needs. Keep up with those changing needs, and you'll have a viable business. When I started my company 50 years ago, I discovered an unexploited consumer niche: a new population of women entering the workforce who had little time to shop. I offered them personalized handbags and belts, which tapped into their need to feel unique, and I sold my products through mail order, which made shopping convenient. The first year, my business brought in $32,000 in sales and continued to grow.
In the past half century, Lillian Vernon Corp. has survived through many cycles in the economy, as well as internal changes. Sometimes, I've had to make difficult decisions. In 1983, for example, we faced a surge in growth and needed considerable cash to expand our operations, add new staff, and update an obsolete computer system. I asked the bank for a $13 million loan. As a result, we were able to pay off our bills before our busiest holiday season, and we purchased more- sophisticated technology that could keep pace with our growing sales.
Getting that loan was critical. I'd been afraid to go into debt, but the alternative — bankruptcy — was equally distasteful. In the end, because of the momentum that extra money provided, I was actually able to pay off the loan before it was due. To survive any kind of downturn, be prepared to make difficult decisions, and stay focused on your customers. History has shown that the U.S. economy is cyclical: It always has periods of decline after a boom. If you can satisfy customers' changing needs, your business will survive — even when consumer spending declines.
In 1951, Lillian Vernon started her mail-order business from her kitchen table with $2,000 that she had received for her wedding. Today, Lillian Vernon Corp. is a $240 million specialty catalog and online retailer. Her autobiography, An Eye For Winners, was published by HarperCollins in 1996.
Frank S. Greene
New Vista Capital
My advice to young entrepreneurs? Don't be so quick to run out and start a business. Young people today think they'll miss their big chance if they don't get involved in a startup immediately. But what many people don't recognize is that the basic skills of building a company are the same today as they were 20 years ago: Know how to create customers, deliver on your promises, and keep your costs lower than your revenue. The problem is that many people are simply too inexperienced to start their own business. We see a lot of technologists with a bit of project experience who suddenly want to start a company. But their lack of knowledge about management, profit and loss, and building an organization — the kinds of things ultimately needed to grow a company — makes them a poor investment.
Don't get me wrong. We invest in companies knowing that there's a lot of learning that needs to occur. But we look for people who are smart enough to realize that they don't have all the answers.
Ultimately, downturns in the economy reinforce the fact that good companies survive, and flaky companies get weeded out. At the end of the day, if your company can show that it can create value for investors, people will put their money into your business — no matter what ups and downs the economy brings.
Frank S. Greene has worked in private venture capital since 1986 and was founding CEO of two information technology companies, Technology Development Corp. and ZeroOne Systems, from 1971 to 1989. Previously, he developed high-speed semiconductor computer-memory systems at Fairchild Semiconductor R&D Labs. In addition, he served as assistant chair of Stanford University's electrical engineering department. Started in 1993 as a fund to assist minority entrepreneurs, New Vista Capital assists startup companies in business planning and in raising capital.
A version of this article appeared in the May 2001 issue of Fast Company magazine.
Fast Company Daily Newsletter
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In times of uncertainty, our most creative thoughts can happen through play

redpajama_set_name: RedPajamaCommonCrawl


Recently I wrote about Bag of Spuds in my Fiddle Coach blog.
When I decided to learn the tune I chose the easy way for me and downloaded it from thesession.org, a great resource for celtic tunes. The sheet music I downloaded was set on the A and E strings, an octave higher than the way Liz Carroll plays it.
In the article I write a fair amount about how to learn this useful skill. On this page here are a few comments about the tab as seen above.
The back and forth bow movement is like Growling Old Man and Grumbling Old Women, which could be shortened to Grouchy Oldsters, don't you think? The bow action creates a sound that is…Growly, would you say?
In the last bar of the A part and the B part is a fourth finger grace note. It should be played very lightly, not spending any time on the string at all, to speak of. A similar, and more usual note with the third finger is in the first and fifth bars of the B part. Same instruction, play very quickly and lightly with this note.
In the B part also there is more back and forth bowing from the A string to the D string. The tune has a unified feel and a good deal of repetition.
There is no reason you can't play Bag of Spuds on the lower strings, and also on the A and E strings, as is the more common practice. For an audience, it creates new interest to hear the tune performed higher or lower than they have already heard in a performance. And, as Joe Walsh says, we need to keep our audience from getting bored.
As I prepare to publish this post, I see that a bar line got clipped at the end of a line. I could fix that, but since I have the good bag of spuds pdf file to download for you, and it has no problem, Let the Good Spud Roll.


We believe God has entrusted us with the responsibility of overseeing and nurturing our given resources. These resources include the physical building and grounds of our church, the financial and technological assets we possess and the personnel we employ. To fulfill this responsibility we are organized into committees to focus on these areas; Building & Grounds Committee, Business &Technology Committee, and Personnel Committee.


text:
Game 1: Appalachian State at Michigan Recap
By Dylan Burkhardt
Michigan opened up the Juwan Howard era with back-to-back post-ups for Jon Teske. He scored on both possessions and recorded a double-double in the first half. Teske set the tone and Eli Brooks hit five 3-pointers en route to a career-high. Everything was going according to plan when a Brandon Johns Jr. dunk extended Michigan's lead to 30 points with 12:59 to play.
Instead of an evaluation showcase for Michigan's unproven sophomores, the final quarter of the game was an agonizing reminder of how slowly time can move in a basketball game.
It took three minutes for Appalachain State to cut Michigan's lead to 21. A few minutes later the lead was down to 16 and then down to six with 2:23 to play after another Mountaineer layup. Possession-by-possession, Appalachian State went on a 27-3 run.
After missing four free throws in the final minute, Michigan led by just four points with 20 seconds to play. The Wolverines did enough to survive after a timely steal by Zavier Simpson but they only made two field goals in the final ten minutes.
Instead of leaving the gym ready to celebrate their head coach's first career win, they were served an important reminder of how few empty possessions it takes to skew a basketball game.
Related Items:2019-20 Game 1, Appalachian State, Recpa, Subscribers


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text:
import {Component, OnDestroy} from 'angular2/core';

import {ReduxConnector} from "../../common/connector";

import {remove} from "../../actions/inventory.actions";
import {WeightPipe} from "../../common/weight.pipe";
import {Modal} from "../modal/modal.service";

import {Inventory} from "../../entities/item";
import {Item} from "../../entities/item";
import {State} from "../../entities/state";
import {InventoryEntryComponent, ItemRemoveData} from "./inventory-entry.component";
import {WalletComponent} from "../wallet/wallet.component";
import {EditWalletComponent} from "../edit-wallet/edit-wallet.component";
import {GainItemModalComponent, GAIN_ITEM_CONFIG_KEY} from "../gain-item-modal/gain-item-modal.component";
import {IAction} from "../../entities/redux";

/**
 * Component showing the character's inventory.
 */
@Component({
    selector: 'inventory',
    templateUrl: 'app/components/inventory/inventory.component.html',
    directives: [InventoryEntryComponent, WalletComponent],
    pipes: [WeightPipe],
})
export class InventoryComponent implements OnDestroy {

    public inventory: Inventory;
    public newItem: Item;

    private unsubscribe: () => void;

    constructor(
        private redux: ReduxConnector,
        private modal: Modal
    ) {
        this.newItem = null;
        this.inventory = new Inventory();

        this.unsubscribe = this.redux.connect(state => this.onUpdate(state));
    }

    ngOnDestroy() {
        this.unsubscribe();
    }

    private onUpdate(state: State) {
        this.inventory = state.inventory.items;
    }

    public onItemRemove(itemId: number, data: ItemRemoveData) {
        this.redux.dispatch(remove(itemId, data.count, null));
    }

    public onItemSell(action: IAction) {
        this.redux.dispatch(action);
    }

    public editWallet() {
        this.modal.open(EditWalletComponent);
    }

    public gainItem() {
        this.modal.open(GainItemModalComponent, {
            [GAIN_ITEM_CONFIG_KEY]: { isBuy: false }
        }).then((action: IAction) => {
            if (action) {
                this.redux.dispatch(action)
            }
        });
    }
}

redpajama_set_name: RedPajamaGithub


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text:
Ep 288 - David Dastmalchian Interview: Count Crowley, Suicide Squad & Dune
Things are about to get creepy, just before Halloween. We're talking to actor, writer and filmmaker David Dastmalchian about SO MANY great things he has coming. We'll talk to him about his new comic Count Crowley: Reluctant Midnight Monster Hunter from Dark Horse, his involvement in The Suicide Squad move, Dune and...
Ep 287 - Black Lightning Season 3: Cast Interviews
Is war coming to Freeland? This week, we talk to the cast of Black Lightning about what's going on in Season 3 of the show. Hear from Cress Williams (Jefferson Pierce/Black Lightning), Christine Adams (Lynn Pierce), Nafessa Williams (Anissa Pierce/Thunder), China Anne McClain (Jennifer Pierce/Lightning), Marvin...
Ep 286 - Arrow Season 8: Cast & Producer Interviews
It's time to draw the bow one last time. The 8th and final season of Arrow begins Tuesday, October 15th on The CW, and we're going out in style with the cast and producers this week! Hear us talk to Stephen Amell (Oliver Queen/Green Arrow), David Ramsey (John Diggle/Spartan), Katie Cassidy (Laurel Lance/Black Siren),...
Ep 285 - The Flash Season 6 Cast Interviews & Keiko Agena From Prodigal Son
It's another jam packed week of Fall TV goodness! The cast of The Flash is back with us this year to talk about the upcoming sixth season! Hear from Hartley Sawyer (Ralph Dibny), Danielle Panabaker (Caitlin Snow/Killer Frost), Eric Wallace (Exec. Producer), Carlos Valdez (Cisco) and Candice Patton (Iris West-Allen)...


text:
3 gut reactions to Wells Fargo hearing
Industry must rebuild the public's trust
Written by Ed O'Leary
"There's really not much that indicates we've learned anything new over the last several cycles," says veteran lender and CEO Ed O'Leary. Each week in his blog he strives to fix that.
We've asked several Banking Exchange bloggers and other contributors to examine the Wells Fargo affair from the vantage of their areas of specialty. In this special installment of "Talking Credit," veteran banker Ed O'Leary gives the gut-level thoughts that came to a banker's mind as he watched and read about the Senate Banking Committee's Wells Fargo hearing.—Steve Cocheo, executive editor and digital content manager
Early this week we got a good look at the scope of Wells Fargo's problems in the testimony by Chairman and CEO John Stumpf and the questions put to him by the Senate Banking Committee.
It was not a pretty sight and must have been an awful ordeal for Stumpf, who seems to be an honorable and decent person. This must also be a tortuous time for Wells employees who are suffering the humiliation of public approbation from the deeds committed by aberrant employees on the retail side of the corporation. This is a simple case of guilt by association and it's probably unavoidable.
There are many themes that could be taken from the hearings—issues such as accountability; appropriateness of clawbacks of bonuses and salary; outright firing of top-level managers; harm to customers; and even harm to Wells itself at the hands of the miscreants. These will sort themselves out in coming weeks and months.
But I have three enduring reactions from last Tuesday and they are my gut-level reactions as a lifelong commercial banker and lender.
They won't necessarily be my final thoughts, either.
Gut concern #1: How costly will "sorry" be?
Wells is in a very deep hole.
The potential for litigation is huge. Senators raised issues that they probably have heard from their constituents. These ranged from financial harm due to fees charged on inappropriately opened accounts to rate penalties resulting from credit bureau scores driven by algorithms relating to the number of bureau inquiries made within a specific time period.
Stumpf as CEO has committed to do what is right by Wells customers. However, in this litigation-prone environment we all live in, what has he committed to do?
Open Wells' checkbook to all assertions of wrongdoing? Has he given a very long life to issues that are the bread-and-butter of class-action lawyers?
This process includes involvement of both victims and predators, unfortunately.
Gut concern #2: We must rebuild trust
The principal wreckage we're looking at is the harm done to the public's perception of Trustworthiness of the entire Wells organization—and by inference, the rest of the industry.
Trust is the coin of the realm of most business, but it's fundamental to banking.
George Bailey is the movie version of the archetypical banker and he is the image of what all bankers aspire to be—honest, concerned, helpful, reliable, and—above all—honest and trustworthy.
Something's changed now. It's been underway for a while.
I personally date the erosion of business integrity as starting with the Enron revelations nearly 20 years ago and spreading to the banks, particularly the larger ones, in the wake of the Great Recession that began with the collapse of Lehman Brothers in 2008.
"Business anthropologists" in years to come probably will cite additional factors and date the changes to much earlier in the 20th century.
The sheer volume of the numbers of banks and bankers whose shameful behaviors were vetted starting in 2009 and fines paid by the institutions since then has contributed to a serious undermining of public trust in banks.
Senator Bernard Sanders' oft-quoted campaign trail comment that the "business model of banks is fraud" seems self-fulfilling in the wake of the Wells Fargo disclosures.
Trustworthiness is the biggest casualty right now. And it is the first thing that the industry needs to work on and get right.
As I read the various accounts of the misdeeds occurring in Wells' retail bank, I wonder if this failure in the primary dimension of trust could have broader implications for the industry.
Gut concern #3: Safety and soundness
Could these disclosures trigger a sort of long-term erosion of Wells' retail business? What sort of "gift" have we as an industry just handed to our non-bank competition?
I have a feeling, too, that the problems are hardly confined to Wells Fargo or to the banking industry. There has been a steady decline in personal integrity and related behaviors for many years now, involving all segments of the workplace. There are studies that confirm these tendencies, though they have received insufficient attention by all segments of our society including our regulators, our political leadership, and ourselves.
Time to get constructive
We need to recover from the scapegoating phase quickly. This is an inevitable consequence of recent events. But it leads to nothing positive. So let's jettison this baggage as fast as we can.
One senator the other day talked about the need to change processes in Wells' retail bank.
That caused me to think that it's the best place to start both at Wells and at your bank and mine. In the process of doing that, let's reinforce some very common, durable, and reliable internal controls. Without those sorts of governors on the process, we can't reliably predict the outcome.
I ask each of you to think of the times that you (and I'll include myself in this) have winked at internal controls and done something different in the name of customer service.
Well, it's time to stop that in its tracks and I bet this would propel us a long way to where we need to be in the restorative process with our public and with each other.
Tagged under	Human Resources, Management, Blogs, Talking Credit,
Ed O'Leary
Banking Exchange Contributing Editor Ed O'Leary, a veteran lender and workout expert, spent nearly 50 years in bank commercial credit and related functions, working with both major banks as well as community banking institutions. His last job before retiring was as the CEO of a regional bank headquartered in Alburquerque, N.M. He earned his workout spurs in the dark days of the 1980s and early 1990s in both oil patch and commercial real estate lending. O'Leary began his banking career at The Bank of New York in 1964, and worked at banks in Florida, Texas, Oklahoma, and New Mexico. He served as a faculty member and thesis advisor at ABA's Stonier Graduate School of Banking for more than two decades, and served as long as a faculty member for ABA's undergraduate and graduate commercial lending schools. Today he works as a consultant and expert witness, and serves as instructor for ABA e-learning courses. You can e-mail him at [email protected]. O'Leary's website can be found at www.etoleary.com.
In mid-2016 O'Leary's "Talking Credit" blog received a bronze excellence award for the Northeastern Region from the American Society of Business Publication Editors.
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CSC Services advocate the use of dustless blasting over traditional cleaning methods to remove rust and old paint or coatings from surfaces.
Silica dust is one of five common agents associated with work related cancer deaths in the UK that IOSH is highlighting through its 'No time to lose campaign'.
Crystalline silica is a natural substance found in stone, rocks, sand and clay, as well as products like bricks, tiles, concrete and some plastic composites. When these materials are worked on, for example by cutting or drilling, the crystalline silica is released as a very fine dust which can be breathed in. Tiny amounts of this fine dust can damage lungs permanently.
In repairing, relining and recoating structures to the UK utility industries CSC Services undertakes work that results in exposure to silica dust. Where possible CSC Services advocates the use of dustless blasting over traditional cleaning methods to remove rust and old paint or coatings from surfaces. This is important to protect operatives, but also because dust can stay in the air after a job's been done potentially affecting others not directly related with the work being undertaken.
"The No time to lose campaign is getting people to change their attitude to dust and take the issue seriously. Dust is often accepted as something that just naturally occurs as part of work processes and it shouldn't be.
Asbestos, diesel engine exhaust fumes, solar radiation and shift work are the other agents associated with work related cancer registrations.
IOSH are aiming to get work –related cancer more widely understood and help businesses to take action. Visit https://www.notimetolose.org.uk for more information.
For more information on the range of cleaning and preparation services CSC Services can offer click here.


text:
namespace mill {
    class VM;

    class Value {
    public:
        Value();

        virtual ~Value() = 0;

    private:
        mutable std::atomic<long> referenceCount;

        friend void retain(Value const&);
        friend void release(Value const&);
    };

    class Unit : public Value {
    public:
        static Unit& instance() {
            static Unit unit;
            static auto x = (retain(unit), 0);
            (void)x;
            return unit;
        }

    private:
        Unit() = default;
    };

    template<typename T>
    class CXXValue : public Value {
    public:
        explicit CXXValue(T value) : value(std::move(value)) { }

        T value;
    };

    using Boolean = CXXValue<bool const>;
    using String = CXXValue<std::string const>;

    class Subroutine : public Value {
    public:
        template<typename F>
        explicit Subroutine(F slow)
            : slow(std::move(slow)), fast(), fastAvailable(false) { }

        Subroutine(Subroutine const&) = delete;
        Subroutine& operator=(Subroutine const&) = delete;

        boost::intrusive_ptr<Value> operator()(VM& vm, std::size_t argc, Value** argv) {
            if (fastAvailable) {
                return fast(vm, argc, argv);
            } else {
                return slow(vm, argc, argv);
            }
        }

    private:
        std::function<boost::intrusive_ptr<Value>(VM&, std::size_t, Value**)> slow;
        std::function<boost::intrusive_ptr<Value>(VM&, std::size_t, Value**)> fast;
        std::atomic<bool> fastAvailable;

        friend class VM;
    };

    void retain(Value const&);
    void release(Value const&);

    void intrusive_ptr_add_ref(Value const*);
    void intrusive_ptr_release(Value const*);

    template<typename T, typename... Args>
    boost::intrusive_ptr<T> make(Args&&... args) {
        return new T(std::forward<Args>(args)...);
    }
}


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Bigg Boss 10 24th Octo… written latest episode 8 update 2016 Gaurav, Mona, Rohan, Manveer, Swami, Nitibha and Akanksha nominated. In the Monday episode 8, Indiawale fight with Swami Om for not taking a stand. The commoners are a house divided as they become the sevaks.


text:
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Equality NC Announces Crucial Conversation About Campaign to Win Parenting and Marriage Equality
Parents in life, strangers on paper: How North Carolina laws barring second-parent adoption and marriage for same-sex couples jeopardize families and their children.
Raleigh, N.C. - NC Policy Watch, the ACLU of North Carolina, and Equality NC are proud to announce a very special Crucial Conversation, on December 3, 2013, at noon, in Raleigh (Junior League of Raleigh, 711 Hillsborough St., Raleigh, 27603), featuring Chris Brook, Legal Director of the ACLU of North Carolina Legal Foundation; Chris Sgro, Executive Director of Equality North Carolina; and parents Chantelle Fisher-Borne, Shawn Long, and Craig Johnson, plaintiffs in Fisher-Borne v. Smith, a federal lawsuit challenging North Carolina's bans on second parent adoption and marriage for same-sex couples on behalf of six North Carolina families. More info >>>
CLICK HERE TO REGISTER FOR THIS EVENT - DECEMBER 3, 2013, AT NOON.
In North Carolina, same-sex couples are legally prohibited from sharing custody of their own children. For thousands of families across the state with two moms or two dads, this means that only one parent is able to be the legally recognized guardian of the biological or adoptive children that they and their partner are raising together. To the state, the other parent is a legal stranger – a parent in heart, body, and mind, but not on paper.
The law harms the children of same-sex couples in countless ways. A non-legally recognized parent can be barred from visiting their child in the hospital, consenting to emergency medical care, or providing them with health insurance. If a child's legally recognized parent dies, the child could even be ripped away from his or her surviving parent and the only home they know.
The American Civil Liberties Union has filed a federal lawsuit seeking to overturn North Carolina's ban on second parent adoption, in which one partner in an unmarried gay or straight couple adopts the other partner's biological or adoptive child. This summer, that lawsuit was amended to include a challenge to the state's ban on marriage for same-sex couples, adding North Carolina to the growing the list of states seeking to win the freedom to marry.
Register now and join us December 3, for a talk about the campaign to win parenting and marriage rights for LGBT couples in North Carolina with some of the movement's leaders and family members involved in the lawsuit.
ENC Condemns Trump Administration Attack on Transgender Healthcare
Oppose Suppression of Transgender Voters in North Carolina
2018 EQUALITY NC VOTER GUIDE
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— Equality NC (@equalitync) July 9, 2019
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text:
2000s, 3/4, Clint Eastwood, Drama, Review, Sports
January 9, 2023 January 24, 2023 davidmvining
#16 in my ranking of Clint Eastwood's films.
This feels like a fairy tale. Born of Morgan Freeman's desire to play Nelson Mandela in a film about the South African leader's life, it is a celebration of the man and his triumph in bringing the embittered, divided nation together through bread and circuses. It's ultimately about Mandela's vision at a united South Africa and the power of unpolitical sports spectacles. That fairy tale aspect ends up making me question a fair amount of the specifics in the history presented, but Invictus is ultimately a simple story well-told.
Nelson Mandela (Freeman) has been released from prison and elected president of South Africa after blacks have been given the right to vote for the first time in the nation's history. Presented with a host of challenges ranging from crime to trade issues to the presidential staff deciding to leave en masse, he needs to bring the country together as one nation before anything else can be truly addressed. In the middle of this is the South African rugby team, called the Springboks. The ascendant black South African majority sees the green and gold of the Springboks as a symbol of apartheid, and they take their first moves to change the name, colors, and symbol of the team that has represented the South African rugby team since the 19th century. Helped none at all by the fact that the team, led by Francois Pienaar (Matt Damon) is terrible to the point that they get the automatic placement in the 1995 World Cup, it seems like the first bit of cultural revenge that will be taken upon the Afrikaners of South Africa after their fall from power will be their rugby team. After all, rugby is a white man's sport while the blacks prefer soccer.
Mandela, seeing a political opportunity when he finds one, decides that the best opportunity for reconciliation and even potential forgiveness is rugby. With South Africa hosting the World Cup in just a year, it could be the kind of spectacle that helps heal some of the nation's deep wounds, so he invites Pienaar to the presidential palace and asks him obliquely to win the World Cup.
The story of the hurts between the two major sections of the nation is told in microcosm through the presidential security team led by Jason (Tony Kgoroge) who had been with Mandela for years and gets matched with four Afrikaner security men led by Etienne (Julian Lewis Jones). One line that gets repeated by a few characters is when a black character looks at a white one and says that they look like the kind of people who terrorized them in the past. It gets said of Etienne and it gets said of Francois. Forgiveness is going to be hard to come by, and maybe a common desire to see South Africa win in something relatively meaningless as rugby could help start that process. Jason and Etienne find it hard to work together at first, but they are professionals and find a way to make it work at the most basic of levels until they steadily come together as they watch Mandela's vision of a united South Africa begin to come together.
Francois uses Mandela's philosophies on leadership to help him inspire his team, though he also has his own troubles with the racial divide. There is only one black man on the team, Chester (McNeil Hendricks), and the rest are outright antagonistic towards Mandela and the idea of a united South Africa. They also know that they are not that good of a team, and they have little hope for doing more than showing up for their first match against Australia. Yet, training continues, and they're even given the task of leading coaching camps with some of the poor of South Africa, a task "from the top" that is there to help further create the ties between the poorer parts of the nation with this effort from Mandela to create unity. There's a deep cynicism hiding underneath a lot of this, and it even gets somewhat addressed.
Mandela's chief of staff, Brenda (Adjoa Andoh), wants him to forget all this rugby stuff because there's more important work to be done. At one point, as Mandela has gotten more and more invested in the particulars of rugby, the tournament, and the players, she questions whether it's all just politics anymore. He wasn't doing this out of a human sense of compassion. He was doing it because he needed to offer up a symbol of unity to the people who controlled the industries and military of the country. It's an interesting little element to the story that only comes up briefly because this is a movie about a ragtag team winning it big, not a hard-hitting look at the first year of Nelson Mandela's presidency.
And that ragtag team does end up winning it all, of course. The rugby is well-filmed, as one might expect from a Clint Eastwood film, but he hadn't done much action filming in his career. He apparently became quite enamored of the game while filming in South Africa, and he films the action with both immediacy while also giving it a clean feel that allows for the following of the action at the same time.
In the end, it's all uplifting and nice. It really feels like a fairy tale. It feels like there are missing points that would provide a less pure portrait (there's something about food poisoning of the New Zealand team that never gets mentioned, for instance), but it's just really nice and warm. It's Clint making a crowd-pleaser that was something of a passion project for his star. It doesn't really want to sully the idea of Mandela's victory with even implying that it could have been temporary, that the rifts in South African society would come back despite the rugby win. Still, it was a nice victory while it lasted.
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7 thoughts on "Invictus"
This is almost a weird image of John Huston's 'Victory'.
I don't much like sports but sports movies make for a fun story. This is no Dodgeball but it's still watchable. You just have to keep in mind its more fairy tale than history. Power and revenge matters more in the real world and that is the tragedy of Africa, over and over.
I pretty much ruining my wife's ability to watch this movie by talking over Matt Damon's dialog, mocking him 'Team America' style. I have no regrets, there.
Needless to say, I didn't stay engaged with his movie, but looking at it objectively…it's fine. Just like any fairy tale. Solid directing here in the Twilight phase of Clint's career.
I was really surprised by Damon's ability to hold that South African accent. I can understand not liking Damon as a person (he's annoying, for sure), but I think he's got some decent acting chops.
I'm currently reading the book Picture by Lillian Ross about the making of Huston's The Red Badge of Courage, and it's convinced me to add Huston to the list. Gonna be a little while, though.
But yeah, this is minor Eastwood, but at least it's pretty good. Minor late Eastwood is so much better than minor early Eastwood.
It's like he learned and developed as an actor and a director.
I…guess Matt Damon can act. So can Affleck. But….I gotta go with the meme.
All the memes!
dpmonahan says:
I loved Gran Torino, flaws and all, and was excited to see this one, but it was just. so. slow… turned me off Eastwood for a while.
Most of his movies are pretty slowly paced, I've found.


text:
Yahoo thanks native for large chunk of recent revenue growth
Nigel Clarkson, Yahoo UK's MD and Country Commercial Director, was host at their IAB UK Digital Upfronts event at the Institute of Engineering and Technology (IET) on London's South Bank.
The impressive building and far-reaching city views provided a fitting backdrop for a morning of discussion focused on the endless possibilities for digital advertisers.
"Our studio and storytelling teams are really coming into their own," Clarkson told the audience.
Emma Jowett, Client Sales Director, mentioned Yahoo's recent 20% revenue growth – which she said was down in no small part to key partnerships with brands like Paramount, Netflix, Amazon and Emirates.
"2016 is the first year that all Yahoo display inventory is available to buy programmatically," she added - pointing too, to a new home page launched only this morning, and which she said offered enhanced personalisation of content.
Up next were Nick Petche, Yahoo UK's Editor-in-Chief; Lawrence Dallaglio, rugby star and Founder of BBH sport; and prolific blogger Alfie Deyes – who has amassed some 5.5m followers with his video blog alone.
They warned of the need for authenticity in the context of branded communications.
"I turn down 98% of branding opportunities because they don't fit," Deyes revealed. "I've got to love the product and want my audience to want to use the product … or it's not good for the brand, nor for me."
And Jeff Bonforte, SVP Product and Engineering, spoke of a world of 'data disruption' in which advertisers really need to sit up and take note.
"You should all be incredibly uncomfortable," he joked, before outlining how the digital advertising business needs to move on from "imagined concepts of the fabled customer".
"We can be more authentic and timely," he said, pointing in particular to additional sensors within a range of new devices.
"The future is [both] far more privacy and far more data access," he predicted. "I welcome you to the data age and I hope you survive it – many of you won't!"
Finally, Dora Michail, Senior Director, Programmatic Solutions, Yahoo EMEA, reiterated the success the business has seen with native in a short space of time.
"Over 40% of our revenues in the UK come from native," she revealed. "We're incredibly happy with the success we've seen."
On that note, she invited the audience to talk to Yahoo in order learn more about the myriad of ways in which brands can deliver content which leverages both data and technology.
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keeps them together, but is young love enough in a world full of temptation?
with his heart, but is that the same as believing in her?
I knew I'd never love anyone my whole life the way I loved him. I read about once-in-a-lifetime events that happen to a tiny minority of people. Since the day I'd met Flynn, there had been two in my life. One where he slashed a gaping hole in my heart and climbed inside, and one where my heart splintered into a million pieces with the death of my brothers. In the short time Flynn had come back into my life, I'd felt things I never thought I would feel again. A damaged heart that healed in response to his love until it wasn't afraid to pick up the pace when he stared lustily in my direction. A heart that skipped a beat and fluttered at his touch, then squeezed when he said something to me that showed his vulnerable side.
K. L. Shandwick started writing after a challenge by a friend when she commented on a book she read. The result of this was "The Everything Trilogy." Her background has been mainly in the health and social care sector in the U.K. She is still currently a freelance or self- employed professional in this field. Her books tend to focus on the relationships of the main characters. Writing is a form of escapism for her and she is just as excited to find out where her characters take her as she is when she reads another author's work.


text:
package org.efaps.esjp.accounting.transaction;

import org.efaps.admin.program.esjp.EFapsApplication;
import org.efaps.admin.program.esjp.EFapsUUID;

/**
 * This class must be replaced for customization, therefore it is left empty.
 * Functional description can be found in the related "<code>_base</code>"
 * class.
 *
 * @author The eFaps Team
 */
@EFapsUUID("c810deee-d2d8-42d2-bc7f-0fe59fc537bf")
@EFapsApplication("eFapsApp-Accounting")
public class FieldUpdate
    extends FieldUpdate_Base
{

}