text:
Burlington: 905-632-6400Mississauga: 905-593-3033Toll Free: 1-866-236-9585
Your Business Needs
For a Startup
For a Growing Business
For a Mature and Stable Business
For a Regulated Professional
Business Advisory and Consulting Services
CRA Tax Forms and Publications Library
Newsletters and Tax Alerts
Financial Tools and Calculators
Canada's COVID-19 Economic Response Plan: Phase One
Additional Information & Resources, Blog, CEBA and Other Capital, CERB, CEWS, COVID-19
On March 18, 2020, the federal government announced $82 billion in new economic measures for businesses and individuals to help stabilize the economy during the COVID-19 pandemic. These measures were declared as phase one of the government's plan and some require legislation to pass before they come into effect.
Following the March 13th announcement of $10 billion allocated to the Business Development Bank of Canada and Export Development Bank of Canada to support small and medium-sized businesses (which can be applied for here), the federal government announced additional measures.
The Canada Revenue Agency (CRA) will allow all businesses to defer the payment of any income tax amounts that become owing on or after March 18, until after August 31, 2020. This income tax deferral includes tax balances and installments. There will be no interest or penalties accrued on these amounts during this period.
Businesses eligible for the small business deduction, non-profit organizations and charities are eligible for a temporary wage subsidy equal to 10% of total remuneration paid to employees for three months, up to a maximum of $1,375 per employee and $25,000 per employer. This program will be administered through reduced payroll remittances.
On March 27th, this wage subsidy was increased from 10% to 75% retroactive to March 15, 2020. Any details concerning limits, eligibility criteria and other specifics are forthcoming prior to end of March.
A range of credit and liquidity supports through financial Crown corporations and commercial lenders to provide long-term stable funding to banks and other mortgage lenders.
The personal income tax filing deadline is deferred until June 1, 2020, and the payment of any income tax (on amounts owing on or after March 18, 2020 and before September 2020), will be deferred until after August 31, 2020, without interest or penalties.
At Bateman Mackay, we are still aiming to complete all of our clients' personal income tax returns by April 30th to give clients a better understanding of their tax refund or obligation.
Individuals expecting to receive benefits under the Canada Child Benefit or GST credit should not delay in filing to ensure their entitlements are properly determined.
For trusts with a December 31, 2019, taxation year end, the income tax filing deadline is deferred until May 1, 2020. The payment of any income tax (on amounts owing on or after March 18, 2020 and before September 2020), will be deferred until after August 31, 2020, without interest or penalties.
The Emergency Care Benefit and Emergency Support Benefit have been replaced with the Canada Emergency Response Benefit (CERB). More information can be found here.
The Emergency Care Benefit will be created to provide up to $900 bi-weekly for up to 15 weeks for those who are:
Workers (including self-employed) who are not eligible for Employment Insurance (EI) sickness benefits and are quarantined or sick with COVID-19 or who are taking care of a family member who is sick with COVID-19.
Parents who require care or supervision for their children due to school closures and are unable to earn employment income, regardless of whether they qualify for EI or not.
The Emergency Support Benefit will provide EI benefits to workers who are not eligible for EI and who are facing unemployment.
The EI Work Sharing Program provides EI benefits to workers who agree to reduce their normal working hours as a result of developments beyond the control of their employers.
For low and modest-income families, the GST credit payment amounts will be doubled.
The 2019-2020 annual Canada Child Benefit payment amounts will increase by $300 per child.
A six month interest-free moratorium on the repayment of Canada Student Loans.
Reducing the required minimum withdrawals from Registered Retirement Income Funds (RRIFs) by 25% for 2020.
The Canada Mortgage and Housing Corporation (CMHC) is providing increased flexibility for homeowners facing financial difficulties, including deferred payments on homeowner CMHC-insured mortgage loans.
Additional supports for Indigenous communities, people experiencing homelessness, and women and children fleeing violence.
Changes to Tax Filing and Payment Deadlines
The deadline to file your income tax and benefit return will be deferred until June 1, 2020.The deadline to pay any balance due for your individual income tax and benefit return for 2019 has been extended from April 30, 2020, to September 1, 2020. This means you will not be assessed any penalties or interest if your balance due is paid by September 1, 2020.
Self-employed and their spouse or common law partner
For self-employed individuals or those who have spouses or common-law partners that are self-employed, the deadline to pay any balance due for your individual income tax and benefit return has been extended from April 30, 2020, to September 1, 2020.
The deadline for businesses to pay any income tax amounts that become owing or due after March 18, 2020 and before September 1, 2020 has been extended to September 1, 2020. This means you will not be assessed any penalties or interest if your balance due is paid by September 1, 2020.
For trusts with a taxation year end of December 31, 2019, the filing due date of March 31, 2020, will be deferred to May 1, 2020.Furthermore, all trusts that have an upcoming income tax balance due date or an income tax instalment payment due date before September 1, 2020, will have their payment due date effectively extended to September 1, 2020.
Penalty and interest implications for upcoming trust tax obligations not covered by the relief described above will be considered by the CRA on a case-by-case basis.
The Charities Directorate is extending the filing deadline to December 31, 2020, for all charities with a Form T3010, Registered Charity Information Return due between March 18, 2020 and December 31, 2020.
More information about all of the above programs and measures can be found on the Department of Finance website.
Advice for Business Owners
CEBA and Other Capital
CERS and CECRA
CEWS
Ontario Programs
General Tax Advice
Harmonized Sales Tax (HST)
Personal Tax Advice
Your Business Need
Sign up for our newsletter and receive tax, accounting, and COVID-19 resources for your business!
Assurance & Accounting
Compilation Engagements
Review Engagements
Tax Consulting and Planning
U.S. Tax Planning and Compliance
Business Advisory and
Cash Flow and Budget Analysis
Computer Consulting
Internal Control Review
©2020 Bateman MacKay LLP. All rights reserved.
Website by Thinkr Marketing
closearrow-circle-o-downlinkedin-squarephonebarscrossmenu


Ideas and imagination create a beautiful kitchen.
Our aim is simple, to design, build and install you a beautiful kitchen. Our team of highly creative designers will take your initial ideas, requisites and wishes and work with you to create the perfect room.
With our bespoke furniture we work without the constraints of sale manuals, from our workshop we are able to create any size, shape or design of furniture our pens can draw!
In addition to the installation of your kitchen, we can arrange all site preparation and associated building works necessary, with our building company, or work closely with your Architect, Interior Designer and Builder, as required.
The quality of all works is paramount. Accordingly, over the last 28 years, we have built up a professional and committed team of highly skilled craftsmen that ensures that the highest standards are achieved. If the furniture is to be painted on site this will be undertaken by painters from one of the country's leading decorative artists, Henry Van Der Vijver (hvart.co.uk). Project completed — life in your perfect kitchen can commence.


Rachel E. Bledsoe is an Appalachian mama and misfit. She writes about her adventures and heartaches and details her life's journey on her blog, The Misfits of a Mountain Mama. She also enjoys long walks on the beach, puppies and Marie Antoinette biographies.


All requests requiring a medical or clinical decision are reviewed by a licensed physician or under the supervision of one. Furthermore, only a physician may deny a request. To learn more, please consult your plan documents or sign in to the online member center.


text:
The Hunger for More ( für: "der Hunger nach mehr") ist das Debütalbum des US-amerikanischen Rappers Lloyd Banks. Es erschien am 29. Juni 2004 über die Labels G-Unit Records und Interscope als Standard- und Special-Edition.

Produktion
Bei dem Album fungierten Lloyd Banks' Labelchefs 50 Cent und Sha Money XL als ausführende Produzenten. Der Rapper und Musikproduzent Eminem produzierte zwei Lieder des Albums und wirkte an einem neben Kwamé als Co-Produzent mit. Weitere Beats stammen von Timbaland, Havoc, Hi-Tek, Danja, Ron Browz, Thayod Ausar, Scram Jones, Chad Beat, Greg Doby, Black Jeruz, Baby Grand und The Diaz Brothers. Außerdem wurden die Instrumentals der Bonussongs von Tone Capone und J-Hen beigesteuert.

Covergestaltung
Das Albumcover der Standard-Edition zeigt Lloyd Banks, der in einer heruntergekommenen Gegend steht und den Blick vom Betrachter aus gesehen nach rechts richtet. Im Vordergrund befinden sich die grau-grünen Schriftzüge Lloyd Banks und The Hunger for More, wobei der Buchstabe O des Wortes More von einem Bündel Geldscheine dargestellt wird. Das Cover der Special-Edition ist in Schwarz-weiß gehalten und zeigt Lloyd Banks' Gesicht auf einem 100-Dollar-Schein. Am unteren Bildrand stehen die weißen Schriftzüge Lloyd Banks und The Hunger for More.

Gastbeiträge
Auf acht Liedern des Albums sind neben Lloyd Banks andere Künstler vertreten. So ist der Sänger Nate Dogg an den Songs Til the End und Warrior Part 2 beteiligt, wobei auf letzterem ebenfalls die Rapper Eminem und 50 Cent zu hören sind. 50 Cent tritt neben Snoop Dogg zudem auf I Get High in Erscheinung. Der Track Ain't No Click ist eine Kollaboration mit dem G-Unit-Mitglied Tony Yayo, und bei Karma hat der Sänger Kevin Cossom einen Gastauftritt. Außerdem arbeitet Lloyd Banks auf When the Chips Are Down mit dem Rapper The Game zusammen, während er auf Work Magic von dem G-Unit-Mitglied Young Buck unterstützt wird. Des Weiteren hat DJ Whoo Kid einen Gastbeitrag auf dem Song Playboy.

Titelliste

Bonus-Songs der Special-Edition:

Bonus-DVD der Special-Edition:

Charterfolge und Singles

The Hunger for More stieg am 16. August 2004 auf Platz 57 in die deutschen Albumcharts ein und erreichte in der folgenden Woche mit Rang 45 die Höchstposition. Insgesamt konnte es sich sechs Wochen in den Top 100 halten. In den Vereinigten Staaten belegte das Album zwei Wochen lang die Chartspitze und hielt sich insgesamt 36 Wochen in den Top 200. Im Vereinigten Königreich erreichte The Hunger for More Platz 15 und in der Schweiz Rang 65.

Als Singles wurden die Lieder On Fire, I'm So Fly und Karma ausgekoppelt.

Verkaufszahlen und Auszeichnungen
The Hunger for More wurde in den Vereinigten Staaten für über eine Million verkaufte Einheiten noch im Erscheinungsjahr mit einer Platin-Schallplatte ausgezeichnet. Im Vereinigten Königreich erhielt das Album für mehr als 100.000 Verkäufe im Jahr 2016 eine Goldene Schallplatte. Außerdem wurde die erste Single On Fire in den USA für über 500.000 verkaufte Exemplare mit Gold ausgezeichnet.

Rezeption

Stefan Johannesberg von der Internetseite laut.de bewertete das Album mit vier von möglichen fünf Punkten. Lloyd Banks komme zwar "nicht so real rüber" wie sein Mentor 50 Cent und sollte sich auch nicht zu sehr an diesem orientieren, doch sein Flow sei "absolute Weltklasse." Die Produktionen werden ebenfalls durchgängig gelobt.

Einzelnachweise

Album (Hip-Hop)
Album 2004
Nummer-eins-Album

redpajama_set_name: RedPajamaWikipedia


I'm trying to find NJT users who have subscribed to Tradermakers. I've sat in on some of the webinars and spoken to the owner. This was helpful, but I am looking to find a couple of current or past subscribers of their services so I can get some end user feedback. Any input would be greatly appreciated.


text:
Queer studies at Birkbeck
Where are all the grandparents in contemporary fiction?
Transparency, what transparency?
Patrick Modiano, winner of this year's Nobel Prize in Literature, is a paradox
Can creative writing be taught?
Why Rupert Murdoch's plan to rule the media world still needs newspapers more than TV
Twitterfiction can work, but David Mitchell's story is a bit of a flop
Why remember Shoulder to Shoulder?
Michael Gove should not kill the mockingbird
London Diarists
Twitter trolls – it's nothing personal…
Should we prize literary prizes?
World Poetry Day 2013
Media coverage of the Iraq invasion
Building a Media Reform Coalition: Real change for real journalism
European Poll Shows Democracy Still Needs a Bit of Work
Homophobia in English Football
The Coach on the Couch
A dance of death
Skills are a risky investment
Free China?
Beyond Bad Apples: Bullying at the BBC
The Gender Agenda in the Business Agenda
Let's join the fashion club; or how 'Rihanna's horror show' may represent retail avant-garde
Defence policy for an independent Scotland
A Time for Entrepreneurs
ICC drops its Kenyatta case, leaving culture of impunity intact
Business and Corporate Responsibility in Russia
Human rights plan will please eurosceptics but what's in it for the rest of us?
French burqa ban upheld: a victory for democracy and a setback for human rights
Flight MH370's disappearance does not demand a xenophobic response
Latin America is being transformed by a vision of post-human rights
Trenton Oldfield's win is a defeat for Theresa May's deportation policy
Chile election: young Chileans have voted for a radical change of direction
Commonwealth hamstrung to fight abuse in Sri Lanka
Torture prevention in Uzbekistan
Colombia's lawyers under attack
YouTube justice UK style
Hugo Chávez kept his promise to the people of Venezuela
Australia is playing a dangerous game with Sri Lanka
Does the jury system work?
Reflections On Gay Marriage
The Justice and Security Bill – a threat to open justice
A 21st century Berlin Conference on Africa
Beat Blue Monday
The tricky task of achieving life/work balance
The scientific legacy of the Apollo Moon landings and the case for a return to the Moon
SSHP
Bilingualism in Malta
Sherlock Holmes: the man who never lived and will never die
'Cash for access' scandal: What impact will Miliband's proposals have on MPs and the public?
Call me Madame
Languages….what for?
Language, identity and a political hot potato
Need for public enquiry into the death of Peter Connolly
If history repeats itself, it's time for the battle stations
What the **** is linguistics?
Used or abused? 11 serious issues raised by FOI requests
World Bank watch out – the BRICS Bank is a game-changer
The British jihadis in Syria might be driven by more than just religion
The Fox in the Hen House? Ukip and the 2015 General Elections
India fights for a pension: a campaigning success story
British universities need black studies
Who can control the post-superpower capitalist world order?
Today is happiness day, but could greater happiness be a permanent reality?
Putin needs to show more restraint than hero to avoid a new Crimean war
Teaching American History in Michael Gove's Britain
E.P. Thompson's Making of the English Working Class and the Future of History from Below
Women on screen aren't allowed to grow old erotically
Obituary: Post-Feminism
UN General Assembly another venue for Obama's inaction
Slow-thinking the Revolution: Sound Diary from Brazil
Notes from Brazil, June 2013
UN World Environment Day
Lobbying: why is it so difficult to reform?
Margaret Thatcher is dead but I don't feel like dancin'
Beyond Citizenship? International Women's Day: the gender agenda
Britain in the EU
Austerity under Thatcher and the Coalition: the second time as tragedy
Tag Archives: african american
Posted on September 5, 2017 by Louisa
The post-storm city: the very different depictions of Hurricanes Harvey and Katrina
Dr Anna Hartnell comments on the different responses to 2017's Hurricane Harvey and 2005's Hurricane Katrina and how in both disasters, it has been the poorest who are hardest hit. This article first appeared on openDemocracy.
'It happened to Texas and Texas can handle anything', President Trump said last week, waving the flag of the Lone Star State to an approving crowd in Corpus Christi in the wake of Hurricane Harvey. 'They represent truly the very best of America', he added later. Trump's characterisation of Harvey as a trial to be met by Texan grit and an all-American resilience couldn't be further from the portrait painted of those impacted by Hurricane Katrina by President George W. Bush 12 years earlier. Following an aerial tour of New Orleans completed soon after Katrina, he remarked 'I've just completed a tour of some devastated country'; he also claimed to 'know the people of this part of the world are suffering…' People 'from this part of the world', Bush insisted, would not be forgotten.
Bush's disconnect from the region reflected a larger sense that post-Katrina New Orleans resembled a 'Third World' disaster zone, a sense that also led to storm survivors being widely referred to as 'refugees', despite the fact that only a tiny minority were not US citizens. This feeling that the post-storm city was not quite American has a long history. It relates to the fact that New Orleans is a majority-black city, but is also connected to the city's distinctive and pronounced relationship to its French and Spanish colonial past, its links to West Africa, and its apparent flouting of the Protestant work ethic as evidenced in its calendar of festivals, its rich parading and performance culture, and an economy dominated by tourism. New Orleans has thus come to stand out as a quaint relic amidst a relentlessly forward-looking national culture that dispenses with the past in favour of the future.
This stereotypic understanding of New Orleans culture made it into a New York Times piece written last week, which suggests that when 'Katrina devastated New Orleans, the disaster played out in an eccentric anachronism, a city of modest economic heft proudly tethered to its exotic past. But Harvey has inundated a city perpetually looking to the future, a place built on boundless entrepreneurialism, the glories of air conditioning, a fierce aversion to regulation and a sense of limitless possibility.' Where New Orleans has long been cast as a disaster waiting to happen, Houston, the coverage seems to be suggesting, will triumph. It is a 'muscular', 'resilient' city, whereas New Orleans, historically portrayed in literature as weak and effeminate, is imagined in very different terms. While both cities are sited in improbable locations, vulnerable to floods and storms, it is New Orleans and not Houston that is seen as somehow irresponsible for perpetuating its own existence. In the wake of Katrina, there were widespread calls for footprint shrinkage and some commentators went so far as to suggest that the city should not be rebuilt. Despite the rapid growth that has led to Houston becoming synonymous with unsustainable sprawl and concrete, the merits of rebuilding have not been challenged.
Texas stands at the centre of national narratives of rugged individualism and self-reliance, and Houston in many ways represents the neoliberal expression of these values, a playground of unregulated physical and economic growth. So where the story about New Orleans after Katrina was dominated by a narrative about race and class, the racialised poverty that the Hurricane seemingly uncovered, the story about Houston in the wake of Harvey has been embodied by the image of the white, middle-class home owner. Where, according to grotesquely inaccurate and racist media coverage, New Orleanians behaved badly after the storm, the best is being brought out in Texas.
This is not another Katrina, the narrative insists. Disasters, so the myth goes, are great social levellers. Another recent New York Times story captures the essence of this political and media messaging: 'Storm With "No Boundaries" Took Aim at Rich and Poor Alike'. Although this piece does acknowledge that once disaster has struck, the poor have fewer options, this is an enormous understatement. Where depictions of Katrina survivors were sensationalised and often overtly racist, those who will be hit hardest by Harvey have been rendered all but invisible.
What the very different characterisations of post-Katrina New Orleans as compared to post-Harvey Houston obscure is the very sizeable minority and low-income communities in Texas who did not own cars with which to evacuate or homes against which to claim insurance. 30% of Houston's population live below the poverty line and more than 40% do not own their own homes. As the lessons of Katrina have shown, it is renters and those living in public housing who are most vulnerable to homelessness and displacement following a disaster of this kind. And just as poor black Americans in New Orleans were more likely to inhabit lower-lying and thus flood-prone land, communities of colour in Houston are similarly exposed to risk, living in close proximity to the oil refineries and chemical plants that in the wake of the storm are leaking dangerous levels of pollutants into the environment.
Hypervisible in the case of Katrina and invisible in the case of Harvey, low-income communities of colour are on the front line of climate change in the United States, just as they are across the rest of the world. Stories about plucky Texans facing up to the storm, or indeed about looting in New Orleans, seek to suck us back into the 'human interest' narrative of the here and now, into the seductive rhetoric of everyday survival. Meanwhile, the larger, deeply discomforting significance of storms like Harvey and Katrina, as signs of things to come, remain in shadow.
. Read all 3 comments . Category: Arts, Social Sciences History and Philosophy	. Tags: african american, Donald Trump, flood, george w. bush, houston, hurricane harvey, hurricane katrina, natural disaster, new orleans, poverty
Birkbeck academics are actively researching in areas relevant to a wide range of issues in our society. Here, they offer their comments on the issues and events of today.
If you're on Twitter use the hashtag #BirkbeckComments to join the discussion!
Birkbeck's London Landscapes
Dr George Birkbeck's descendant visits the College
Art and Conversation at the 58th Venice Biennale
The London Mechanics' Institute: Its Foundation
Zhanna Chenenk: studying theatre at Birkbeck
Comments by School
Business Economics and Informatics
Social Sciences History and Philosophy
Comments by Institute or Research Centre
Institute for the Humanities
Applied linguistics Art Arts and Culture birkbeck Brazil Brexit business climate change creative writing democracy digital economics education English and Humanities EU EU referendum Europe feminism gender higher education history human rights journalism language Latin America Law Law on Trial Law on Trial 2016 linguistics literature London media organizational psychology Penelope Gardner-Chloros politics Politics society and law research scholarship science students Study university web women Work and the economy
What would George think?
Latest Birkbeck news
Freshfields Law Scholarship awarded to Birkbeck undergraduate
Birkbeck's Foundation Day dinner reflects on the power of Education
Birkbeck and Le Cordon Bleu London partnership wins innovation award
Birkbeck and NYU London's new exchange scheme spearheads new research
Boughton Studentship awarded to outstanding PhD candidate

redpajama_set_name: RedPajamaCommonCrawl


text:
An oshizushihako (, literally: pressed sushi box) is a box or mold used to make oshizushi (pressed sushi). The box is traditionally made from wood, but nowadays often made from plastic.

It can be disassembled into three parts: a bottom part, the rectangular walls, and a top part.  Before use, the wooden box should be put in water to reduce sticking of the rice. The bottom and top parts can be covered with a layer of plastic foil for easier cleaning. The bottom part and the walls are assembled before the rice and the topping is added. Next, the top part is used to press down on the sushi, hence the name "pressed sushi". For disassembly, the rectangular walls are pulled up while the top part still presses against the sushi. After removing the top part, the sushi is cut and can be served.

A variant of the oshizushihako has half cylindrical shapes cut from the thicker top and bottom parts so that the sushi is pressed in a cylindrical shape.

See also

 List of Japanese cooking utensils
 Makisu

References

Japanese food preparation utensils


I took some time with my hubby and daughter to see some of the sights in New York City when I was at the Affiliate Summit. Although I was worn out from the day's events, I'd take a nap and then get on my scooter to hit the city streets. We also had part of the day on Wednesday to ourselves as the conference ended on Tuesday.
I was really bummed because my camera started to act up during the conference. I couldn't use the LCD screen because it wouldn't work. Imagine taking photos by looking through the small viewfinder? (I guess that's what you call it.) Any way we did the best we could.
Samantha is learning Japanese on her own and was thrilled to meet this woman at Battery Park who wrote her name in Chinese and Japanese. She even talked to us about Japan and the opportunities for student exchanges.
Here is Lady Liberty on a cloudy day. We didn't have time to get any closer to see her. Next time..
I'll be adding more photos to Flickr and to Facebook soon.
I've been to NYC twice in the past two years and I love it so. My eldest daughter has her name written in Japanese characters as well!
.-= Creative Junkie´s last blog ..Can you imagine if I actually had PMS when I wrote this? =-.


text:
Cereal Milk is a flavor, beverage, and ingredient introduced commercially by Christina Tosi in 2006 while working at Momofuku. Cereal Milk is milk flavored with breakfast cereal. A 15th-century Scottish recipe is the earliest known similar dish.

Historical antecedents
According to The Atlantic, a 15th century Scottish recipe for brose or athol brose, which it described as similar to a liquid cranachan, calls for soaking oats in water and adding honey, Scotch, and, depending on the recipe, cream.

Development
Tosi first created Cereal Milk in 2006 as an ingredient while working for David Chang at Momofoku. There were no desserts on the menu when Tosi came on board, and she created her own recipes inspired by the flavors of childhood favorites, including Cereal Milk panna cotta.  The Los Angeles Times described Tosi's take on panna cotta as "[taking] something upscale...and [yanking] it down. Tosi further developed the concept at Momofuku Bakery and Milk Bar, now Milk Bar. In addition to the panna cotta Tosi has developed an ice cream, cookies, a Charlotte, and beverages such as milk, lattes, and milkshakes. The basic ingredient is also used as a mixer for coffees and cocktails.

When Tosi opened Milk Bar, one of the first menu items was her Cereal Milk softserve. Tosi has since expanded to packaged custard-style ice cream in Cereal Milk flavors.

Preparation and ingredients
The beverage and basic ingredient Cereal Milk is prepared by toasting cornflakes, steeping them at room temperature in milk, draining off the cereal, and adding brown sugar and salt. Other cereals can also be used.

Reception
According to the New York Times, "Nothing bears the trademark of the pastry chef Christina Tosi more than her cereal milk flavor," and that she had made it a "household name". Axios called Cereal Milk a "cult favorite". Trade journal Restaurant Business called Tosi's cereal milk "iconic".

Saveur's Megan Zhang theorized that the appeal of the cereal milk flavor was rooted in the nostalgia of recalling that breakfast cereal was 'the first thing many of us learned to "cook" and eat ourselves as youngsters'.

Influence
In 2017 Ben & Jerry's introduced a line of flavors that Eater called a [blatant ripoff] of Tosi's creation. Burger King produced a Cereal Milk milkshake.

References

Cuisine
Drinks
Flavored milk


Sited on the Luzon archipelago in the Philippines, the 250 MW pumped-storage hydropower plant consists of various reservoirs, diversion channels, dams and hydropower plants. The installation consists of an 80 m-high dam on the Alimit River, which provides a 193 million cubic-meter reservoir to power one 125 MW hydropower plant, and two 125 MW Francis turbines accommodated in a powerhouse cavern.
In addition, an 8-km diversion tunnel with a 12 MW power plant to bridge the height difference feeds water into the Alimit reservoir from the Ibulao River, which flows at a higher altitude than the Alimit. A further higher-altitude reservoir between the Alimit and Ibulao Rivers is connected to the lower reservoir via a steel and concrete-lined high-pressure penstock tunnel.
In 2014, Stucky conducted prefeasibility studies for the pumped-storage and diversion scheme, and has now been commissioned to perform the feasibility studies for the entire hydropower complex.


Double the life of your cartridges with the Intex Multi-Functional Cartridge Cleaner. All you need to do is attach it to a garden hose and you're ready to go. You can pick one of the 4 different spray patterns for optimal use. On the nozzle jets, there are ridges to help separate the cartridge pleats for a thorough clean. After you're finished with it, simply use the rear-trigger shutoff. Save money on cartridges this summer by buying the Intex Multi-Functional Cartridge Cleaner.


Solavei – Changes 2014 REVIEW Good or Bad?
CEO of Solavei Ryan Wuerch again comes to us with changes coming in 2014. This company is a Social Sharing Company that is rewarding members for sharing the opportunity of saving on their current phone plan and alse saving on shopping using their Solavei pay cards.
Trios have been eliminated – instead, members will now earn Referral Pay of $5/month for every qualified member they directly enroll.
Trio Pay has been replaced with Referral Pay, which pays you $5/month per PC1 you've enrolled.
Referral Pay is available on PC1 only – PC2s do not have Referral Pay, but are part of the Path Pay requirements.
You now have a chance to earn a Fast Action Bonus (FAB) of $50 for every 3 members you enroll within your first 30 days of signing up.
We've also added 3 additional Path Pay Ranks to help members advance in Rank.
The changes to the compensation plan will go into affect on January 1, 2014, WHY? Solavei is looking for ways to impact peoples lives in a positive way, and under the revised Referral Compensation Plan the number of earning members will double by eliminating the need to earn trios and pay for direct referrals.
The changes will allow all members to be rewarded for every new referral that joins Solavei by eliminating the Trio System and adding the Path Pay Ranks it will be easier to make money faster.
Referral Pay: Earn $5/month for every person you enroll in Solavei, as long as those people remain current with their account.
Path Pay: Members have the opportunity to earn additional monthly compensation as their network grows. Members receive monthly compensation, which ranges from $100 to $20,000.
Social Members need to activate mobile service to begin earning compensation.
We will see what the growing pans and changes will bring for 2014. Overall the company has seen its ups and downs this past year. The mission and goal of the company is good and the owners sincere in their desire to impact many around the globe. However major changes to the compensation plan as Solavei has seen can also spell some issues for this company.
I'm not familiar with Solavei and the issues that drove the company to change their pay plan but it looks like the CEO is addressing it head on. Pretty gutsy PR move inviting affiliates to contact him by giving out his email address.
Good post you two. I'd never heard of the company. As I'm based in the UK that's probably the reason. I used to be involved in a number of telecoms companies and it's good the competition is out there. Happy New Year.


I try use the yast mail on SLED 12 SP1, but the options for configuration is not complete.
I want configure manually postfix (by example http://serverfault.com/questions/521362/how-to-relay-mail-via-google-account-using-postfix), but i receive some problems, this occur only with SLES because, i use RedHat Enterprise Linux 6.7 for my weblog and postfix operate OK.
I want configure with this installation, because if try uninstall the default postfix zypper or yast want uninstall a lot of applications.
Luego de la operación, se liberarán 205,2 MiB.
please, help me to configure postfix without yast mail and with the default files of the SLED installation.
I want configure because i'm use a testing software but i can't use the mail for sent the passwords or bugs issues (testlink and mantis bug traker).
the messages seem to indicate that you have opted for TLS encryption, while not having set up the according framework. Any postfix startup messages, i.e. complaining about not being able to access the certificates? The SF article only shows the steps required for your upstream connection, you'll need to add the base configuration for TLS as well!


text:
Introducing Postclick - the first "guaranteed higher advertising conversion" solution
JD Peterson, Chief Growth Officer at Culture Amp and Former CMO of Trello on Keeping Your Marketing (and Product) Simple
Chief Growth Officer of Culture Amp
JD Peterson was the CMO of Trello when the company's acquisition by Atlassian was announced in January 2017. He has also served as a marketing executive at Marketo, Zendesk, and a number of other companies here in the San Francisco Bay Area.
Currently, JD is working as the Chief Growth Officer of at Culture Amp, and company helping other companies become better places to work. He also is an advisor at OneReach, a cloud-based bot-building tool based in Denver.
Here are some of the topics discussed in this episode.
Joining an Established Company as a Marketing Executive
Stepping into the shoes of an organization's marketing leader always comes with a unique set of challenges. Joining a company the size of Trello as the executive marketing leadership requires a balance of innovation and maintaining what has worked so far.
"There's been all this goodness so far. How do we start doing new things and continue to accelerate and add additional growth but not mess up what we have, not tarnish this brand, not anger customers in any way or change their perception or the way they think about Trello? How do we grow? How do we add a lot of people to this company? How do we add a lot more customers and do a lot more things without screwing up the vibe and the mojo that we have?"
Even though this doesn't stop it entirely, there's no doubt that it has a potential effect on the ability to innovate. The solution to this is to be reactive to your users and continue putting your customers first.
Keep Your Product (and Marketing) Simple.
Products that have the ability to truly deliver clear value for an user base as broad as Trello's benefit from a simple product that is easy to understand and use for just about anything.
"We wanted this thing to just continue to be extremely viral and grow like a weed and we didn't want to put those, sort of, limits on things. So for us, the mindset was more about how do we just add additional value, keep the core product simple, keep the core product free, keep it fairly unlimited. And then how do we create additional value, add features and functionality that businesses would be willing to pay for up top?"
In some cases, it might even be worth it to keep the product free to drive virality and stickiness within the product itself. At the very least, it worked out quite well for Trello.
Focus on Helping Your Customers
While the metrics always matter, focus on optimizing content, advertising, and any other marketing initiatives for the long game. Ultimately, this comes down to creating real value across all your marketing channels.
"If you're going to write a piece of content, I don't honestly care about the clicks and the short-term value we're going to get stuffing it with SEO words or what have you. Like, is that piece actually going to help somebody? Is it going to help them solve their problem? Is it going to help them do better at their job, talking in a B2B context? I think if you keep your sights there, and you continue to be as helpful as you can, and you do it in a creative and unique way, that's what's going to stand out from the noise. And that's what's going to get people paying attention to your brand."
If you're joining an established company as a marketing executive, testing out a new marketing channel, or even solving marketing issues as an agency for one of your clients, delivering value will boost long-term KPIs for the business.
Note: this transcript has been lightly edited for clarity.
Ander: It's always exciting to interview somebody from a company that have made substantial news in the past or in the present for that matter. And today it is a pleasure to be joined here at the Instapage Headquarters in San Francisco by JD Peterson, currently the CMO of Trello. JD, it is a pleasure to have you here.
JD: It is a pleasure to be here! Our first sunny day in San Francisco in a while so it was nice to walk over here.
Ander: Yeah, it is. I've appreciated the rain. It certainly has been welcome, given the drought that we've experienced but at this point, I'm ready for it to wind down.
JD: Me too, yeah. A few weeks, and a nice dose to get some water on the ground, but let's move on. Haha.
Ander: Exactly. Exactly.
Congratulations! Trello was just acquired by Atlassian.
JD: Yes, yes! The news just broke of the acquisition by Atlassian. Very exciting and interesting times for the company for sure and really a testament to the team that built the company, the founders, all the way through all the employees. Really a testament to all the hard work and innovation that they've put into it.
Ander: Yeah, it's really cool seeing a company and a tool, a product that I have been using for such a long time for so many different things. Everything from editorial calendars to project management for trips I've taken with friends.
JD: Yeah!
Ander: And, it's pretty incredible seeing a company like that get acquired by another company which appears to be an excellent partnership.
JD: Definitely. it's funny you mentioned that because when I was looking to join a company a little while back – actually not that long ago, earlier last year – when I came across Trello. That was really the big thing that stood out to me was just about everybody I talked to, whether through my work network or personal friends, parents at my kids' school, I would just mention, 'You ever heard of Trello?' and the answer was always pretty much what you gave there. And it was usually, 'Know it? I love it! And here's what I use it for,' and they start giving me all the use cases.
Ander: 'I planned my wedding on Trello,' and stuff like that. Yeah.
JD: That's a common one.
Ander: But you also have worked for a number of other companies as I mentioned: Zendesk, Marketo, Scripted… There's quite a few so I think that the best place to start with this conversation might be diving into your professional journey a little bit.
JD: Sure.
Ander: How did you get into marketing in the first place?
JD: Yeah, that's actually an interesting one. You mentioned a few of the many companies, which basically means I'm dating myself and showing some age here, but yeah, around here I'm pretty much a grizzled veteran of the Silicon Valley. I've been working in tech companies pretty much my whole career and grew up out here in the San Francisco Bay area so I kind of fell into it naturally. I'll maybe touch on one experience I had very early on which I think gave me the start-up bug, and then I'll kind of move to the career in marketing.
Ander: Perfect.
JD: One of my very first full-time jobs when I moved back to the area after college was actually a customer service job. I didn't really know what I was getting into or much about the company. And it ended up being Hotmail, the free e-mail service that at the time was really probably the internet's first killer app, you know, aside from just websites. We're talking all the way back in the 90s, of course.
Ander: My first e-mail was a Hotmail account.
JD: And again, pretty much a common story. Hotmail was their first… By the way, I'm still the last person in the San Francisco Bay area that uses Hotmail.
Ander: I noticed that!
JD: It's some weird loyalty thing. Yeah, people always give me a hard time about that. It's funny.
So a couple of weeks after starting, literally about two weeks, I was promoted to the manager of the customer support team that I was working on. And basically I've been managing people ever since. I got the management bug and the love of working and helping others in a company environment way back then.
Of course, Hotmail had a pretty good exit itself. Not long after that, we were acquired by Microsoft for, I think it was about, $400 million bucks in the late 90s. I don't know what that would equate to now.
Ander: That's a good amount of money.
JD: So a good amount of money. I joined Microsoft and spent a little time there. And then decided while I didn't necessarily want, at the time, to pursue an entire career in customer service and was wanting to get closer to the product. I had the start-up bug and wanted to get closer to the product and eventually tried some other start-ups. This was in the original dot.com crash, so some went well, some didn't.
But over time I started moving and eventually fell into a product management role. In fact, probably the bulk of my career in terms of years was spent in product management. I do still in some ways consider myself a product guy. And, that was kind of core product management, working with engineering to bring the customer's feedback in the market. Analysis into building a road map and determining what we should build and putting together the requirements and getting that stuff launched.
I did that for a while with, again, some mildly successful, some not so successful start-ups. That product management culminated in me becoming the Vice President of Products in the early days at Marketo, one of the big leaders, still a leader, and one of the early pioneers in the marketing automation space.
Ander: We actually just launched a Marketo integration with our product.
JD: Oh, awesome.
Ander: I totally hear you. Really powerful tool.
JD: And I'm glad you did because the post-click landing page editor that we built way back when, back when I was there, I believe is still the editor that's native in Marketo. Haha.
Ander: I believe you're right.
JD: Let's just say Instapage – no offense to Marketo – but I think that the Instapage integration will help a lot of users.
Ander: Thanks! Very kind of you.
JD: Haha. Yeah, definitely.
It was at Marketo that I actually realized that I really wanted to be a marketer. I think that was seeing our own marketing team, led by John Miller who's a thought leader in the B2B marketing space and has an exciting new company that he's working on. But, I think it was seeing what he and our team there were doing, which in many ways was I think writing the playbook on modern B2B marketing and kind of creating it as they go. Seeing that, as well as what all of our amazing customers were doing. We had so many great marketers as customers at Marketo. Being able to work closely with them and seeing the things that they were doing to really drive growth in their companies, got me really excited.
And then, maybe as you can tell already, I like to talk. I like to tell stories and so marketing was probably where I should have been all along. So it was there that I really got the bug for that and fortunately was able to really make a move into marketing, from the product marketing angle.
After my time at Marketo I moved over to Zendesk, where I was able to really fully move into a marketing executive role and I haven't looked back since. I had a great and amazing journey and run with Zendesk where I got to get hands-on with really just about every flavor of marketing or subgroup within marketing at various times there.
The rest is sort of history. From there I went to Scripted where I did a little bit of everything including a stint as an Interim CEO for a while. And then eventually left there and moved to Trello not that long ago!
Ander: Yeah, June last year if I remember correctly.
JD: Yeah! Just June last year! When I joined I didn't think it would be that soon before a big event like getting acquired but it was and still is really, really an amazing company and an amazing experience. Glad to take that journey with them.
Ander: Yeah, that's awesome. I definitely want to talk about Trello and what you were able to do there. However before we get into that, given your experience – especially as Interim CEO at Scripted – and in a marketing leadership roles at Zendesk and Marketo, I'd actually be curious to know about what it takes to build a marketing organization.
I previously interviewed Rob Meinhardt who, at the time, was a partner at Toba Capital. We talked about what it means in terms of creating a culture to have a great team of employees and also how that translates into your users and speaking with your customers.
But what about actually finding those employees? There are so many different channels and so many different things that start-ups and companies are exploring right now. Where do you start? Who do you start hiring? What channels do you start focusing on the most? When you're in the traction stage, it's obviously quite different. If you're going to start building a marketing team, who do you hire first?
JD: Yeah, it's a great question and one that I'm asked a lot. I wish there was a perfect magic bullet answer. I do think it depends on each company but that said, there are some things that I think are somewhat universal – or at least have been my experience in the way I look at it.
First and foremost, I think when you're building a marketing team, the first thing you want to do is really… I use the expression 'hire athletes.' And you think of the baseball analogy – they talk about the five tool player, that person that can throw, run, hit, catch, and… I don't know what the fifth one is. Who knows what the fifth one is?
Ander: Maybe something more intellectual or something like that! Haha.
JD: Haha. Maybe they have to have a brain, too. I don't know.
Ander: Yeah.
JD: But, somebody that's very versatile and can do lots of different things. I think that especially in the early stages, you're going to be figuring out what channels work. You're going to be wanting to test things and experiment and you're probably going to change directions a bunch of times. I think what you need on that early team is not so much the person who has, you know, ten years of super specialized experience in one particular thing, search marketing, or whatever it might be. I think what you want to find is those people who can truly not just handle it, but really thrive in a situation where they're asked to be a generalist and truly – to use the cliché – wear many hats.
The main things I'm looking for include intelligence. Does this person have a natural curiosity? Are they a smart person that can figure stuff out? And, a lot of times figure stuff out on their own because there may not be somebody there to teach them that new thing we're going to try. Somebody who can demonstrate a certain intellectual capacity and a thirst for knowledge and learning and figuring stuff out, as well as passion.
I think maybe the most important thing in start-ups in general is passion. It's having a team and being able to build a culture where people just absolutely care about what you're doing and what the mission is. And, people who absolutely care deeply about getting better at marketing and better engaging with your market, your customers, and those types of things.
Also, I think having a passion outside of work is really important too. That's something I always talk about in interviews with people, is like, 'What's getting you out of bed when you're not thinking about work?'
I want somebody who can get fired up about something, right? I also believe in work-life balance very, very deeply and so having somebody who has something they really care about outside of work, I think can make a big difference too. This was a lesson in many ways I learned at Zendesk, where I think that was something that we really, truly valued as a company was people that had, very strong passions, no matter what they were.
Ander: Awesome.
JD: That's a very generalist answer. I think if you want to get into specific roles, again, you're going to test different channels, maybe you already know something for your brand and you've kind of identified a need.
But all other things being equal, I think in your early team… You're going to need a content person of some sort, right? Somebody who can write, somebody who can create pieces of content, generate interest in stuff. Might be things like we're doing here. Might be audio or verbal. Might be pure written work. And I think journalist backgrounds is definitely something I always look for there.
Ander: Well, I came from a broadcasting background. That's how I got into marketing.
JD: Exactly. Perfect. And I think that's important because it's it's not just that. It's not just an ability to write. Why I like kind of that journalist, is that ability to ask good questions and to also find the story within the story so you're not just regurgitating the same old stuff because I think it's important in content to always find your unique angle.
In today's world, you're going to need to produce a lot of stuff, a lot of content, and I think somebody that can do that and do that well is definitely an early hire. I think in today's world, as well, with marketing becoming much more data driven, much more scientific and analytical, having a marketing ops person, or at least somebody who's very good and comfortable with numbers and testing and information and analyzing and pulling insights from information is critically important too. Somebody who is very tech savvy and can help you do everything from reporting to running experiments and tests with your website or with various channels, a very versatile data driven, operational type of person.
Maybe the third would be the classic demand generation kind of thing. Again, someone who is for a generalist there because, especially in the early days of a company, I think you're likely not going to know exactly what channels are going to work or what you're going to need. So you need somebody who has some experience in generating leads and running different programs. Those are probably at least the starting points on a team but, yeah, generalists above all else.
Ander: Gotcha. That's awesome. Super useful.
At this point, I'd actually like to move to Trello and what you've been doing most recently there. You joined in June, 2016.
JD: Yep.
Ander: And then there was this major exit. You got acquired by Atlassian. When you joined, what was the goal? Were you just looking? Was there an exit in mind? Was that primarily why you were hired? Was it broader than that? And what was the strategy behind that goal at a high level?
JD: When I got hired, no, I did not know that this event was going to come and I don't think, or it wasn't necessarily a plan. I think the company's objectives and my main objectives coming in were to grow the business. Everything from employee size to revenue. I think we roughly doubled the employee size over the time that I was there. More importantly, growing revenue, active users, and all the key growth metrics that we cared about as a business. It was scaling and preparing for big growth over the future and trying to scale what we were doing now, but also find new channels and new ways to acquire customers.
That was kind of the bulk of why I was brought in and what the company was focused on. We expected to, or at least had conversations and definitely was in our sights, was to have a fundraising event of some sort. In many ways, that's what an acquisition is – it's just a different type of fundraiser.
Ander: Right, right.
JD: One part of it, at least, is a way to infuse capital into a business. Trello was very conservative financially. We ran the company very close to breakeven. It could have been profitable had we chosen to. But I think we saw the opportunity now to really seize this market that we were in and to capitalize on the extremely awesome, organic, huge user growth mostly from the freemium aspect of us.
JD: But to capitalize on that and hit the gas pedal and really take thing to the next level quickly before competition might have caught up or market factors changed. I think there was definitely a mindset of: let's get aggressive. Let's grow this business. And we might need an infusion of capital to do that.
I think in the process of weighing all options and looking out there, this came up. I think from the financial side, but also from a team culture, a product vision and mission fit, I think it made a lot of sense.
Ander: Awesome. Yeah, absolutely. It certainly sounds like it and it's interesting joining a company when it is past the product market fit stage, you know? It's really working.
JD: Yeah.
Ander: I don't know off the top of my head how many users there were, but I imagine it's in the numbers of millions. The many millions.
Ander: When you join a company like that, how does that inform your strategy as a CMO, shaping the marketing of an organization that has already seen quite a lot of success?
JD: Maybe even going back to the earlier question, maybe my number one objective was: don't screw this up!
Ander: Yeah, that's a totally different kind of pressure.
JD: But, as funny as that sounds, I think that's absolutely a real thing. And there is a lot of pressure, as you point out, as well. There's been all this goodness so far. How do we start doing new things and continue to accelerate and add additional growth but not mess up what we have, not tarnish this brand, and not anger customers in any way or change their perception or the way they think about Trello? How do we grow? How do we add a lot of people to this company? How do we add a lot more customers and do a lot more things without screwing up the vibe and the mojo that we have?
Ander: How does that affect the ability to experiment? Does that affect the ability to innovate?
JD: I think it does. It doesn't stop you by any stretch but I think it affects it, sure. I think you've got to be careful. We always had to, as cliché as it might sound, truly had to put our customers first and really think about them and how they were going to react to something, in everything that we did because we had this really amazing customer base, which, by the way, going back to why I joined the company and feeding into the strategy question here, other than a great product itself, there's no greater asset you can have as a marketer than a lot of super happy customers.
Ander: Oh, that is absolutely true!
JD: Again, it sounds pretty obvious but it's a truly amazing thing. And I think as far as how that shaped our strategy, it shaped it in a big way. How can we leverage that? How can we have these customers do the marketing for us? Word of mouth, telling their stories, everything from trying to inject more formal case studies into just showing off inspiring use cases of our customers.
And, building a community whether it's through social media or other online communities. We started to dabble in events bringing our customers together. A lot of the value we saw out of that was just customers talking to customers and really sharing the word. It's amazing to go to one of those events. What you see all over the place was people showing each other their boards.
Ander: That's really cool.
JD: 'Wait, you're doing it for what? Editorial calendar? Can I see that board? Can I look at it?'
I think that was a huge part of our strategy too, and a lot of our thinking the last six months was finding new ways to leverage that love that we had from our customers and have them help tell our story.
Ander: Awesome. That's an interesting thing with Trello. As you mentioned with the Editorial Calendar, that's one use case. Planning out your marketing campaigns.
JD: A use case, by the way, that me as a marketer never thought to use Trello until I actually joined Trello and figured that out!
Ander: Yeah, it's incredibly powerful. But you see so many different types of people using the product for different types of things, whether it's managing your marketing campaigns, managing a launch, maybe it's planning your wedding, or maybe it's planning a trip with a group of your friends.
Ander: We talk a lot here at Instapage about personalization, specifically advertising personalization. But the concept of marketing personalization is just very important in general.
The one-to-many approach, the one size fits all approach, just doesn't work that well anymore for a lot of different types of products. When you have a product that works for everyone, that has a universal application one way or another, how do you achieve that kind of personalization that is able to articulate the unique value proposition of such an awesome product in a specific way for a specific audience?
JD: Yeah, it's extremely challenging. I think the reality is, because of the horizontal nature and because we saw our target market as basically everybody, we couldn't really get super personalized with a lot of our marketing messaging or a lot of the things we did. We would certainly create content and execute certain campaigns at various times where we'd focus on particular use cases or on particular departments and how they use it.
But we couldn't get super, super personalized. And, I think it was part of fundamentally how we saw ourselves – we truly saw Trello as a product you could use for just about anything. And that was really what we wanted to market to people. We certainly, and especially over the time that I was there, shifted that. We love the wedding use cases and we want people to do that. We want people to use it for those things in their personal life, anything where they're planning something, organizing something, collaborating with others on a thing, no matter what that thing is. We want people using Trello using the free one. That'll always be there for them. We did start to shift a lot of our focus, a lot of our messaging, and a lot of positioning, though, to work and professional use cases. .
Ander: Right.
JD: At least having people think about that we believed the sweet spot and the absolute best use of Trello was for work and working with other people, no matter what kind of work that would be. So we started to make shifts in the positioning and the messaging along those lines.
Again, while we serve just about anyone in the smallest businesses and individual users, we also some very interesting and sophisticated large enterprises. I think it's something in the ballpark of a high percentage of the Fortune 500 companies had hundreds or thousands of users of Trello.
Ander: Yeah. Google's on that list. There are a number of companies.
JD: Absolutely.
Ander: Household names.
JD: Yeah. And many that aren't even in the tech world, right? Manufacturing companies and all sorts of railroad companies. Things like that. Really all over the map. So we did definitely shift sort of towards work. We started to do some things to speak more to some of those enterprise customers as well. But that's always a challenge. You don't want to alienate your small customers and make it feel like you're moving up enterprise. We just wanted to expand the overall picture and not really move from one market to another.
Ander: And that opens the door to this other conversation about moving from the free product to the premium product, getting people to start paying for a tool. On this podcast, Advertising Influencers, I've talked about this with Bitly, I've talked about it with Grammarly – both tools that have an awesome free product just like Trello.
But unfortunately – or fortunately, depending on how you look at it – in order to monetize that, you have to start moving people towards a paid plan. Obviously the most money is going to be in those enterprise plans.
JD: Yep. Yep.
Ander: How do you do that? How did Trello do that?
JD: Good question! I wish I knew! Haha.
No… So, it's funny. Backing up a little bit on the clock a few years, Trello from the beginning wanted this to be a free product. And the initial mindset at Trello from the earliest days was, 'If we can get a hundred million people using Trello, using this product, if we can then figure out how to even extract, say, $100 from 1% of that audience, that's a big business!'
Ander: It is!
JD: That's real revenue! I think that was kind of the mindset in the first few years. It was, 'Let's just get this in the hands of as many people as we can through the freemium model. We'll punt on monetization and we'll figure that out later and hopefully the way will become clear!'
The initial thing they started charging for really came because customers, quite frankly, begged to pay. Customers started asking, 'Hey, how can I give you guys money because I'm really relying on this thing and I don't want you guys to just go out of business one day and it disappear. I want to make sure Trello stays here and stays alive and so can I give you money?' I think the initial name of the feature or the plan that they first had was actually 'tip jar' or something like that.
Maybe that was the internal name. I don't remember. But it became something we had called 'Trello Gold,' which really was just you got a few bells and whistles, a few extra things, background images, stickers, things like that for your cards. Eventually some extra integrations and other things like that. We started charging a very minimal amount of money. I think it was $5 a month for Gold. But then, as we started seeing more and more that people were using this for business and real businesses were starting to have real usage of Trello, then the idea came to start figuring out some plans that make sense for businesses. For those who were extracting the most value from Trello, let's figure out a way that's fair that they can give us some value back, right? That we can charge them for that amazing value that they're getting. So, eventually we added our business class and enterprise plans.
The thinking at Trello may be different from a lot of other freemium services. The way you end up paying wasn't really necessarily as much about hitting a wall or hitting some limit. The easiest things we could have done to juice revenue or to goose up revenue would've been to limit the number of boards that someone can have or the number of users they can invite. And quite frankly, that probably would have got the company to a much higher revenue level faster than it is now.
But we thought that with the long term and the vision and getting to 100,000,000 people and all these things, that wasn't the right move. We wanted people to have the full experience of Trello and not be limited by having to pay. We wanted them to create more boards because ultimately that generally brought more people to Trello. The number one way people come to Trello and sign up for Trello is getting invited by someone else's board.
JD: So we didn't want to put limits on those things. We wanted this thing to continue to be extremely viral and grow like a weed. For us, the mindset was more about adding additional value, keeping the core product simple, keeping the core product free, and keeping it fairly unlimited. And then how do we create additional value, add features and functionality that businesses would be willing to pay for up top? Security-related features became the biggest…
Ander: Very important for enterprise.
JD: Absolutely. A lot of our sales models, especially initially, are go into an enterprise where we already see tons of usage of the free product and basically talk to them about security. Say, 'Hey, you know, if Ander leaves the company, his boards go with him.'
Ander: Haha.
JD: Right? Haha. And you don't want that. That's the kind of stuff that became in our paid plans. There was a little bit of limiting around integrations, because that's another thing that the paid plans, you get access to a lot more of what Trello refers to as 'Power Ups.' But advanced features or often times integrations, became part of those as well.
Ander: As expected.
Let's take a step back from Trello and speak about the marketing space as a whole, especially around advertising. To whatever degree Trello or Zendesk or Marketo or any other company, to whatever degree they were involved in that advertising, how important do you see advertising personalization being moving forward? How is it going to change?
JD: I mean, it's critically important. I will say, for most of the companies that I've been at, including Zendesk and Marketo, advertising in the sense of display ads or any kind of traditional advertising, those sorts of things came pretty late in the game. We got to a pretty substantial place in terms of size and revenue and customer base well before doing too much of that type of advertising. I think all the companies other than Trello that I've been at did at least AdWords and search marketing fairly early on to make sure we were there, to capture that very specific and directed demand that comes through search. But in terms of display and even retargeting, things like that came a little bit later.
Again, I think that just depends on your business and how good the organic growth is all those sorts of things that you're seeing, that determines how early you should get into it. I think once you do get into it – and we've certainly experienced this at Zendesk – the more personalized you can be, the better. There's just no question about it. If you're an enterprise-focused business and you're probably dabbling in the world of account-based marketing, having very targeted ads that speak directly to that company or to their specific use cases or needs can create huge returns on that.
I mean, it always tests better. It always shows better. So even if you can do something at a company or a use case or a segment level, maybe not even down to just the individual person level, but if you can personalize even to one of those broader things, you're going to get a lot better success than just the one size fits all with putting one message out there. But also, a lot of this really depends on your specific business and what your target market is when it comes to advertising and how effective you can be.
Ander: Yeah, absolutely. And where is marketing going in general? What are we going to see happening in a year from now? Five years from now? Ten years from now. Whatever it is? What is the direction that you see growth and marketing and breaking through the noise going?
JD: I'll pull the crystal ball here, but I think there's a couple of things come to mind. One is just the continuation of what I hit on earlier of marketing becoming this much more blend of art and science. And, in fact, I think actually the pendulum might already be or is probably going to swing a little bit back to the art side or the creative side.
Ander: I was just thinking that.
JD: A little bit. It's been amazing that we've been able to bring more data, sort of, more scientific, more mathematical-type thinking into marketing. And that was extremely necessary and certainly came out of us having this thing called the internet where we could actually get data and measure and better understand what people are doing.
JD: I think in some cases I've seen that pendulum has now swung so far that companies have sort of lost the human-ness of marketing. To me, the best marketing always comes down to being able to make true human connections and ultimately help people.
I think it's going to be interesting. There's going to be continued advancement on what we can do and what we can understand and analyze with data. There's going to be new technology we don't even know about today. The fact that we're sitting here doing a podcast, five years ago I would have never dreamed of it, right?
So there's going to be new channels, there's going to be new technology and we'll be embracing and figuring those out. But I think there's also going to be this pendulum swing. And again, we're already seeing it.
Instapage is a great example of putting a big emphasis on design and putting a big emphasis on the quality of content and that sort of thing. I think that's definitely going to come back. Creativity is what's going to help you stand out from the noise – creativity and helpfulness.
I always go back to the word 'helpfulness.' In everything we do in my marketing teams, that's the one thing I want to always emphasize with people. How does this help? And not us. How does this help our target customer? If you're going to write a piece of content, I don't honestly care about the clicks and the short-term value we're going to get of stuffing it with SEO keywords or what have you. Is that piece actually going to help somebody? Is it going to help them solve their problem? Is it going to help them do better at their job, talking in a B2B context? I think if you keep your sights there, and you continue to be as helpful as you can, and you do it in a creative and unique way, that's what's going to stand out from the noise. And that's what's going to get people paying attention to your brand.
Ander: Awesome. I completely agree with you and I think that all the personalization that we are engaging with right now, we're seeing kind of taking over marketing in some ways, is only going to get stronger, and is only going to get more important.
JD: Yeah, absolutely.
Ander: JD, it has been such a pleasure having you here. We're just about out of time but thank you so much for coming to our office. Is there anything that as the worldwide listening audience of this podcast, marketers in general, is there anything that we can do for you, for Trello, or for marketing as a whole?
JD: Haha. I don't know if there's anything you can do for me. I think myself, like all marketers, we we're looking for that the thing? The best art is stolen, right? It's inspiration.
The last few weeks I have been talking to lots of different companies and meeting lots of different people. It's just amazing, some of this stuff that you see out there and people really pushing the boundaries of what's possible. It's very inspiring.
That's the only thing I would ask, is for people to keep pushing the envelope of what's possible and keep inspiring others as well as myself. I guess anything we can do to keep that rain away. Let's keep that happening too.
Ander: Haha right. Well JD, once again it's been a pleasure having you here. Thank you so much, once again.
JD: Absolutely! Big fan of Instapage. Love what you guys are doing. And great to be here and be a part of this.
Ready to turn more ad clicks into conversions?
Try the worlds most advanced landing page platform today. Schedule a product demo to learn more.
AdMap®
For Google Ads
For Facebook Ads
For Display Ads
For Retargeting
For Leads
What is a Landing Page?
Landing Page Examples
Landing Page Software
Jounce
Instapage Reviews
© 2022 Postclick, Inc. All Rights Reserved.
We use cookies to give you the best experience on our website, deliver our services, personalize content, and to analyze traffic. By continuing to use our website you agree to allow our use of cookies. To know more please refer to our Cookie Policy.
Got it close


When an event participant attempts to log into their Participant HQ, they have the option to click a link if they have forgotten their password. There are three retrieval options. The third option is to contact the organization for help resetting your password. This solution outlines how to change the email that will receive notifications from this contact form.


Grudziądz Dairy was established in 1898. Since 1995 the company operates under the name "Grudziądzka Spółdzielnia Mleczarska".
The production is based in over 95% on milk delivered from the Kujawsko-Pomorskie Voivodeship (Grudziądz, Chełmno and Brodnica districts). The rest of the raw material comes from Pomorskie Voivodeship, Kwidzyn district.
Butter is made with traditional methods, just like over one hundred years ago. At the same time a modern HACCP food safety system and production based on clear bacterial cultures guarantees high quality of products.


Every woodworker wants to find the best table saw blade for ripping hardwood. There are enough varieties in the market to confuse even the most experienced of us; there is a blade for every conceivable need, level and scope of usage.
An aggressive ripping blade is a must for efficient cutting of thick hardwood. Experienced professionals mostly use glue line rip and fine tooth blades, depending on the material they are dealing with.
We have selected the top five best table blades for ripping hardwood.
CMT 201.024.10 Industrial Ripping Saw Blade, 10-Inch.
This combo blade is perfect for soft and hardwood. Though it takes more horsepower than thinner blades, the cuts are both pristine and accurate. The blade is an ideal choice especially if you are dealing with plywood.
This blade is an ideal selection for anyone working with a 10 inch table saw. It works great with miter, radial, table and special saws.
The blade comes with micro-grain carbide teeth that reduce pitch build up as well keep the blade from heating up.
The carbide construct protects the blade from corrosion as well.
The blade offers accuracy and cleaner cuts.
The protective coating assures the longevity of the blade.
This blade needs more horsepower than other thinner varieties.
Since the price range is not exactly low, the cut quality doesn't quite match it.
The engineering on this Freud blade does EXACTLY as promised; it is a near perfect combination of fused tooth grind geometry and blade body firmness. This blade is multipurpose and ideal for ripping and crosscutting. This blade is great for all kinds of project needs.
The non-stick perma SHIELD coating prevents the blade from corrosion over time.
Thanks to the anti-vibration slot feature of the blade, cuts will come out steady and precise.
The amalgamation of the Hi-ATB teeth with a side-grind geometry feature allows for smoothing of the work piece as well as cutting it.
The blade crosscuts better than it rips.
The blade causes burning when ripping hard boards.
Some types are better suited to the cutting capacity of the blade like Pine. However, the harder the wood (Oak for example), the rougher the cut.
Infinity blades are easily some of the best combination, all-purpose blades on the market. Not everyone has a budget to accommodate a dedicated ripping blade. Beyond the specialized blades and fancy saws, this blade is an obvious choice.
This "all-rounder" saw blade gives a superior combination product that is the perfect blend of technology and performance.
The nickel armor coating of the blade prevents rust and resin build-up from aggressive cutting.
The blade tips are long lasting and have a quiet operation.
The infinity blade works fine with underpowered saws as well.
The blade rips without burning and crosscuts to perfection.
Reasonably priced, considering the performance standards.
The expansion slots on this blade allows for stability and precision during ripping.
At the end of the day, this blade is still a combination model and should not be expected to perform on par with a dedicated ripping blade.
The harder the material, the more difficult the ripping becomes.
This is a larger, more reliable saw blade by CMT. Most CMT blades give great results when dealing with plywood. Most heavy-duty rip cuts are clean, smooth whether on soft or hardwood.
This CMT blade can be used on radial arm, miter, table and special saws with great ease.
The carbide teeth allow the blade to offer precise and clean cuts.
The protective coating prevents rusting, pitch build-up and overheating of the blade.
Not that effective on harder wood varieties like oak.
This blade by CMT is a dedicated ripping option. Any woodworker that uses this saw blade can swear by the ripping prowess of the blade. If you are in a business that requires frequent ripping this blade will produce "glue-ready" pieces for any project.
This blade offers great finish on soft and hardwood; glue ready pieces are a guarantee.
The blade offers a tight tolerance and reduced noise during operation.
The blade has an anti-vibration design that increases stability.
Industrial grade equipment, not for every woodworker.
It all really comes down to your needs. A good table saw is incomplete without a blade for ripping hardwood. On average, the best table saw blade should have two key features; aggressive cutting ability and longevity. It is easy to determine whether a blade is worth your investment if you know the exact scope of your utility.


text:
London Sex Shops
A Guide to X-Rated Shopping in the Capital
Best Sex Parties
London's Best Sex Parties: A Hedonist's Guide
Special savings this month for UK sex shop customers:
Looking to pick up a bargain on sexy toys, accessories and outfits? Check out LoveHoney -- the UK's largest adult store -- and apply our special code NEWUK1010 for 10% off your order. Happy hunting. ;)
Want to know which sex parties are the best in London?
Sex parties have been popular across the Channel with couples in France enjoying the lifestyle of Libertine clubs for many years. Brits may have enjoyed a liberated approach to sex with private swinging parties but many UK events have failed to live up to the decadence and sophistication of their Gaelic neighbours. Until now….
In recent years, the face of sex parties (particularly in the capital) have evolved from being staged in the homes of its members to full-scale clubs dedicated to providing purpose-built and elegant environments. Many have a strict policy on members and this can be based on age, weight or looks. Some clubs aim to offer an elite experience for the young and the beautiful as they try to boost the appeal of sex parties to a new audience.
We've selected the best sex parties in London to suite all tastes, penchants and styles. For those people who fail to secure membership to the more selective clubs, we've covered all the bases, so read on…
1 Le Boudoir
2 Club Pedestal
3 Killing Kittens
4 The Velvet Society
5 Club Subversion
6 Torture Garden
7 Skirt Club
8 Rubber Cult
9 Sparkle Hard
10 Club Antichrist
11 Pleasure Island Parties
12 Our Place 4 Fun
www.leboudoir.club
Le Boudoir is a private members club running swinging parties for anyone into the lifestyle as well as members of the LGBTQ community. Only heterosexuals or homosexuals with a valid marriage certificate (or civil partnership( are granted couples membership. The club has had plenty of astute heterosexual men who claim to be a gay couple so that they can attend couples only nights.
Le Boudoir hosts a variety of themed nights throughout the year. Image via website.
The club is located in the City of London, just a few minutes walk between Liverpool Street and Aldgate Underground stations.
The venue has plenty of play areas but no jacuzzis or hot tubs. It is a bring your own alcohol event as the club has no license to serve.
Only pre-approved members can attend any of their events so you will need to submit an online application before you plan to visit the club. Waist up photographs are required for all membership submissions. No guests are allowed and you must bring photo ID with you every time you attend.
Annual membership fees are £10 for single ladies, £25 for couples and single men. Event fees vary by night but are generally around £45-70 for couples, £10-20 for single women and £70 for single guys.
Events are run every Friday and Saturday between 9.30pm and 3.00am and the first Wednesday of the month from 8.00pm to midnight. Some nights are couples only so do check in advance before attending.
Club Pedestal
www.clubpedestal.com
This club is 'a playground for the dominant woman and those who worship her'. It attracts a mix of people, from dominant women to submissive men and woman as well as TV/TS. However, events are strictly femdom only and males may not attempt to dominate any women.
Women are at the heart of all play times at the Pedestal. Image via ClubPedestal.
There is a dress code and all guests should dress to impress in fetish clothing, black clothing or bondage gear. The club has changing rooms on site so you don't have to ride the tube in your kinkiest outfit. It is recommended that first time visitors wear a collar. Full nudity is not allowed.
The club runs entertainment on their themed nights which can include performance artists, strippers, fire-eating or other erotic and kinky acts.
There are multiple rooms at the venue including a fully equipped dungeon.
Submissives are invited to place themselves on 'the menu' with details of their services so that dominas can help themselves to something 'a la carte'.
Events are usually held once a month with full details of the next meeting being published on their website. Tickets are priced at £20 for singles (£25 on the door) and £35 for couples (£40 on the door).
Killing Kittens
www.killingkittens.com
Established in 2005 as a female-focused, elite sex club, Killing Kittens holds regular sex parties at different locations in and around London. The club has a strict vetting policy on all new members to ensure that guests are young and attractive; over-45s can attend Silver Kitten events.
The ethos of the club is centred around women being in control and are sophisticated and elegant soirees. Members must dress to impress and wear masks for the entire evening. The result is a decadent and erotic atmosphere that is heightened by the use of candlelight, champagne and oysters coupled with an exquisitely styled and well-prepared venue.
Events usually incorporate sensual entertainment to allow guests to acclimatise to the hedonistic environment. Plenty of play spaces are set-up and there is ample time to enjoy meeting other singles and couples. As a female-dominated group, women usually outnumber the men by at least 6:4.
Killing Kittens also holds events internationally as well as in other UK locations. All guests must be members with annual costs starting at £90 plus event fees on top. Admission prices to parties does vary but single women are often free with couples paying around £100. Single men are able to attend some parties.
You can read more on Killing Kittens in our full guide, here.
The Velvet Society
www.1764vip.com
The 'exclusive, esoteric society for the liberated beau monde', the Velvet Society is a secret club for pre-invited ladies and their partners. It is a very elite group which guards its practices very highly. As a result, we can only tell you a certain amount of information about what goes on at their parties.
This secret society is about as far away as you are likely to get from a Masonic lodge. Image via website.
The society is reportedly over 250 years old and is rumoured to have been established by the Duchess of Wharton and Lady Dashwood. These two ladies were the wives of the founders of the notoriously hedonistic Hellfire Clubs in 18th century London. The clubs were dens of immorality for important men of the time with womanising, gambling and debauched sexual behaviour being common. The two women simply set the gender balance right by creating their own libertine environment with the heart of the social set being the right sort of ladies.
The Velvet Society has a complex inner hierarchy of women with important roles and responsibilities passed on over decades of membership and service. The current membership includes many women of note including celebrities, politicians and aristocracy.
Membership is either by invitation or by recommendation with new recruits being subjected to intense scrutiny before being afforded the privileges of membership. Women must be intellectually, as well as physically, gifted and of sufficient good standing. In keeping with the society's secrecy, they must also be highly discreet.
Notoriously hard to get invited to, if you ever have the chance to attend an event held by the Velvet Society then do not pass it up; it could be the only opportunity you ever get!
Club Subversion
23 Lewisham Way, London SE14 6PP
www.clubsubversion.com
A fetish club in south-east London just a few minutes' walk from the Goldsmiths University, Club Subversion runs its events at the Crystals Nightclub.
Run by a fetish scene Queen and Mistress Absolute, the club was founded 15 years ago to provide a modern, fun and friendly venue for SM events.
There are three types of events run by the club:
Club Subversion nights – run bi-monthly for fetish fans looking to dress up, dance, play and socialise. Suitable for newbies and seasoned players.
Subversion Noir – darker SM events where the play is more extreme. More suited for experienced players.
One Off Events such as London Fetish Weekend of Subversion Mansion Parties.
Events give guests access to a large dungeon playroom as well as having several house Mistresses, Masters and subs to provide advice and guidance for newcomers.
The 'Noir' events are a little darker and more edgy. Image via website.
Resident and guest DJs create a clubbing vibe and there is a strict dress code for high-fetish fashion; strictly no casual clothes or fancy dress allowed.
Guests are a mix of fetishists, genders, sexualities, ages and backgrounds.
Tickets are priced at £20 or £25 on the door; check the website for the dates of the next events.
www.torturegarden.com
Founded in 1990, the Torture Garden is the world's largest body art and extreme fetish club. Each month, between 800 and 2500 members attend their events.
Members are diverse in every way, from their age, kinks and sexuality to gender identity, dress sense and style. It is an open-minded establishment where (almost) anything goes and has attracted famous names such as Jean Paul Gaultier, Katie Price, Dita Von Tease and Marc Almond.
A modern club that embraces the fantastical, there are no real limits to dress codes except for full nudity or boring and cheap outfits; the only rule is that if your outfit wouldn't turn heads in the street then don't bother wearing it to the Torture Garden. If you intend visiting one of their events then you should take the time to read their disclaimer on dress codes;guests will be turned away at the door if their outfit isn't extreme enough.
Outfits can be risque and daring but they cannot be ordinary. Image via website.
The venue has a principle reputation as an alternative club with performance art too daring, risqué and extreme for other venues. The music is spread into 3-6 rooms each showcasing a different aspect of music from Burlesque Exotica and Glamour Trash to Electro Swing, Disco Punk and Sleazy Rock n Roll.
Events are wide and varied but each takes place in a venue which includes play rooms and a well-equipped dungeon space. The address for each event is given on confirmation of your booking and ticket payment.
Events are usually held on a Saturday night with tickets costing £29-£39 plus booking fees.
Skirt Club
www.skirtclub.co.uk
Established in 2014, the Skirt Club is an all-girls sex club where homosexual and bisexual women or just the curious kind of lady can explore girl-on-girl action. The etyhos of the club is very much one of experimentation with no questions and no consequences.
All events are run without any men in attendance and the events have proved very popular. Evenings are held in private venues across a range of international hubs, including London. Locations are chosen for their sumptuous surroundings and prestige position and are always completely closed-door.
Most events start with champagne and cocktails with some form of erotic entertainment such as a burlesque dancer or bondage rope performer followed by a guest speaker.
No skirting around these introductions….Image via Skirt Club.
Members are usually professional women, under the age of 50, who are beautiful, athletic and intelligent. Usually high-achievers, many are drawn to the club because of the safe way to explore and experiment.
The club also holds 'Mini Skirt' events which are a prelude and taster for their closed-door evenings. Usually held in a public space, these nights are just for socialising.
Interested applicants must apply to the committee for membership.
Full listings of all events are available via the website.
Rubber Cult
www.rubbercult.com
As the name would suggest, the Rubber Cult is a strictly rubber only event and is the UKs only club of this kind. Basically, the bulk of the items worn on your body must be made of rubber, gummi or latex (does not include accessories).
The club holds regular events which can include dungeon and medical play zones, rubber fashion shows, a shine corner and latex play.
A niche fetish event, guests can enjoy a range of toys including vacbeds, vaccubes, sleep sacks and rubber straight jackets.
A celebration of all things rubber, choose your outfit wisely. Image via website.
Often referred to as a 'cabaret of rubber', a Rubber Cult event usually starts at 8.00pm and goes on until 3.00am. The current venue is in Houndsditch at The Alice.
Ticket prices vary by event but are usually in the order of £30.
Sparkle Hard
www.sparklehard.co.uk
An inclusive queer oasis, the Sparkle Hard club is a combo of a good old fashioned rainbow dance club with a play party. The guests at these events are more gender fluid than gender binary and are largely made up of those people who associate with the LGBTQ scene. However, everyone is welcome so long as they play by the rules.
The dress code is fancy dress with anything fun, sexy, interesting and/or silly being welcome.
A private party that is attended by some fetishists, guests are reminded that play is not monitored and hard or edge play is not permitted.
The club does not sell tickets on the door so you will need to book in advance and only registered members can purchase online.
Guests come in all shapes, sizes, ages, gender identity and sexual orientation. If you want to experience a body positive, diverse mix of play partners then Sparkle Hard is an ideal party…if you love flamboyant characters, glitter and unicorns.
Club Antichrist
www.clubantichrist.com
A club that celebrates a mix of industrial gothic, fetish and mayhem, Club Antichrist is Europe's largest crossover event.
It is run six times a year and attracts around 1500 people. 2018 will be the clubs 14th year in operation.
Guests come from all kinds of fetish backgrounds and the dress code reflects this. The general rule of thumb is if you would look out of the ordinary in a high street pub then you would probably fit right in. Alternative dress includes vampires, goths, rockabillys, punks, Lolitas, uniforms (no Nazi insignia), cybergoths, steampunks. It's worth getting this right as management have been known to turn people away at the door if they don't look the part.
Events are held at different venues but each is well-chosen and staged to provide a fully equipped dungeon, multiple dancefloors (post-punk, goth, industrial and metal) and live performance spaces. The two current venues in use are Electrowerkz in Islington and Fire in Vauxhall.
Mutual and consensual play and fetish activity is permitted but solo play is not. Guests caught playing with themselves will be ejected.
Events kick off at 8.00pm and run through until 6.00am with last entry being 2.30am.
Tickets cost around £25-£30 or £40-£45 for couples.
Pleasure Island Parties
www.pleasureislandparties.com
Pleasure Island Parties organise intimate, couples only sex parties in five-star venues. Groups are usually limited to around 20 people and usually take place in luxury hotels or elegant private residences.
Whilst you can only book in pairs, intimate friends can come together even if they are not a couple.
Events are organised sporadically but seem to be every 4-6 weeks
Play at Pleasure Island Parties is more sensual and erotic and more about exploring other people in a gentle way rather than a hardcore orgy. Whilst consensual sex is not only encourage but very common, it is certainly more focused on playfulness and erotic pleasure.
Seductive and erotic, the mood at Pleasure Island parties is more gentle. Image via website.
Ticket prices are £100 (early bird) or £120 per couple. Details of the venue will be supplied to ticketholders on the morning of the event.
Arrival times are generally between 8.00pm and 8.30pm with the evening finishing at 1.30pm.
Our Place 4 Fun
www.ourplace4fun.com
A more traditional swingers club, Our Place 4 Fun offers a friendly and all-inclusive party for couples and singles looking to try London's lifestyle.
They are a private members club and all guests must be registered users through the website. Creating an account is free but may not be done on the night. Bookings are required for Saturday events.
A good mix of guests are in attendance at their events but membership is not exclusive or elitist so expect all ages, sizes, shapes and backgrounds.
Different dress codes apply on different nights so do check the website in advance for full details.
Events are run as follows:
Tuesday night: Greedy Girls Nights – 10.00pm to 3.00am
Thursday night: Couples and Ladies only – 10.00pm to 3.00am
Friday night: Frisky Friday, Mixed Event– 10.00pm to 3.00am
Saturday night: Cloud 9, Mixed Event – 10.00pm to 5.00am.
Saturday night: Sexy Sunday, Kinky Mixed Event – 10.00pm to 3.00am
Featured image via Pexels.
Sex in London
best sex parties in london, london sex parties, london swinger parties
The UK's Best Online Sex Shops
Copyright © - LondonSexShops.co.uk