I have loved the Lord, since my youth, for one singular reason – HE IS GOOD! He showed up when my family did not expect it. It was supernatural…interventive. He found a broken and lonely immigrant Korean woman, and healed her of all her issues.
God miraculously transformed and restored our lives!
We were nobody in particular; only a mother and her two boys. But the Lord in His immeasurable love, looked upon us with compassion, and appeared to my mother and saved her out of her despair. In one day, everything changed! Alcohol lost its power. Cigarettes no longer held their sway. Mental anguish and the supporting drugs were cast-off. God's love met my mother's helplessness, and we were all are ruined…forever.
You need to know this though, it wasn't simply for the testimony of healing that God delivered us; it was for the sake of the call to bring His gospel in the earth.
I pray the same for you, today. That in one day, whatever issue you are facing would be transformed…that you would see differently…and feel differently about your situation. I am believing today you would find a different kind of healing; and a release that leads to a renewed purpose. I pray you would know that you are loved beyond measure.
May you see the cross of Christ, today, like never have before.
Thank you, Joelene! May your eyes see something beyond your imagination.


Broken UI, the padding and settings buttons that appear when you click on an element have disappeared. HELP!
I am unable to replicate this issue on my own test site as well as on your site (see screenshot).
Please note that, we have improved the UI in latest version of Upfront and Upfront Builder. So after update, make sure you clear your browser cache and also clear Upfront Cache from Dashboard -> Upfront -> General -> Debug Options -> RESET UPFRONT CACHE.
If still no luck then please make a plugin conflict test as described in our getting support manual to make sure its not a conflict.
Thanks Sajid. I can't see any Debug Options when I go to Dashboard -> Upfront ...?
Hello again. I've just changed the Experimental Performance options in Upfront, I had them on "Aggressive", and changed it just "On". I also cleared my cache and domain cookies - this seems to have fixed the issue.


Stamps, Arkansas is the 8,675th largest city in the United States as of 2017.
Stamps, Arkansas is a city.
Stamps, Arkansas is currently 39.6% smaller than it was in 1990, the year of its peak recorded population.
Stamps, Arkansas's growth is extremely below average. 99% of similarly sized cities are growing faster since 2000.


Have you ever seen a 10,000-pound monster truck fly? Well, get ready Southeast Texas! A new breed of motor sports experience is coming to Nutty Jerry's. Saturday and Sunday, Oct. 12-13, Monster Mayhem will take over Nutty Jerry's new outdoor arena with the country's best monster trucks, monster pulling tractors, monster mud bog machines and an appearance by the nation's top stunt-car daredevil, Spanky Spangler!
In an arena that is over 500 feet long, these monsters will be hitting jumps and obstacles at top speed. Every bit of each monster's 2,000 horsepower will be used at Nutty Jerry's Monster Mayhem!
Six trucks will compete in racing and freestyle, including two-time World Freestyle Champion Jim "Mr. Excellent" Koehler and Avenger. Koehler will have his work cut out for him at Monster Mayhem with a crowded field of the country's best monster trucks including Razin Kane, Ice Cream Man, Barbarian, Wrecking Crew and Straight Jacket!
The monster tractors may look like standard-issue farm equipment, but the similarities stop at the basic body and tires. Engines include drag racing automotive type, jet turbines, aircraft and industrial engines in various configurations.
But why should tractors get to have all the pulling fun? Monster Mayhem will also feature super two-wheel drive pulling trucks! What happens when you combine a 2,000 horsepower dragster truck with sled pulling? Sheer power! These trucks have blown alcohol motors similar to funny cars in drag racing!
Get ready to get down and dirty with mega truck mud bogging as seen in the "Trucks Gone Wild" series! Nothing gets your adrenaline going like seeing mud trucks fly through the air. And this isn't your daddy's mud racing – the Monster Mayhem mega mud truck are is hybrid of 4x4 and monster truck that has tires capable of taking on any mud pit – unless the track builders at Nutty Jerry's have something to say about it!
Spanky Spangler Jr. will amaze the crowd with his daredevil stunts. Following in his famous father's footsteps, Spanky Spangler Jr. represents the new breed of daredevil stuntmen. Spanky Jr. has been performing death-defying stunts all over the world since he was 12 years old with hundreds of stunts to his credit.
Find out what a monster truck driver experiences in competition with a ride in the famous Sgt. Smash Monster Ride Truck! Feel what it's like being whipped back and forth and kicking up clouds of dust in the ride truck arena! Nothing come closer to driving your own monster truck than taking a ride in Sgt. Smash!
The stars of Monster Mayhem will get up close and personal with fans before each event during the free Monster Mayhem Pit Party. Fans holding an event ticket will be allowed into the Monster Nation pits 90 minutes before each event to see the Monster Mayhem trucks up close, take photos, get autographs and meet the stars of Monster Mayhem.
Showtime is 6 p.m. on Saturday and 3 p.m. on Sunday. Advance VIP Seats are $30, general admission covered grandstands tickets are $22 for adults or $12 for kids, and GA lawn tickets are $17 and $12.
Nutty Jerry's Winnie Arena is at 18291 Englin Road in Winnie. Call (877) 643-7508 or visit http://www.nuttyjerrys.com.


A University of Wisconsin-Milwaukee Police officer shot a man with a weapon following an altercation on campus early Tuesday morning.
A Dane County judge could rule soon in a lawsuit that aims to strike down the laws and appointments that Republican lawmakers passed in December's lame-duck session of the Legislature, many of which limited the power of Democratic Gov. Tony Evers.
The Kohler Co.'s plan to build a golf course on land containing rare wetlands has been blocked by an administrative law judge.
Domestic violence and sexual assault victims and their advocates will ask Wisconsin lawmakers for more than double the money in the current state budget for the Sexual Assault Victim Services program after a recent increase in the need for services.
State Rep. Joe Sanfelippo, R-New Berlin, plans to reintroduce a bill in the next two weeks that will give local municipalities greater ability to close massage parlors they believe are breaking the law.


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Want to know the Tory election plan? The answer lies in Facebook
Boris Johnson has introduced People's PMQs on Facebook and the party has traditionally spent more on adverts than its rivals. It's just the tip of the iceberg
By Laurie Clarke
The Conservative Party is not known for its fluency with social media – an impression that was strengthened by a recent Twitter escapade involving the official @Conservatives account sharing a doctored image of Jeremy Corbyn wearing a chicken suit.
The surrealism slid up a notch when the account tagged @KFC_UKI with the caption "We've found a bigger chicken than you", prompting confusion over whether the Conservative party was unaware that KFC was not, in fact, one giant chicken. The tweet provoked a retort from the fast food chain, as well as unleashing a Twitter-wide tidal wave of scorn. However, the tweet did make an impact – it was widely discussed and reported on.
Navigating meme culture might not be the Conservatives' strong suit, but in the last two general elections, the party's spending on social media advertising far outstripped other parties. In 2017, the party spent roughly £2.3 million on Facebook advertising, with the closest behind, Labour, spending just over £500,000. With the prospect of a general election looming ever larger, the social media spend of all political parties has ramped up in recent months – totalling a collective £1m as of mid-June.
Since Boris Johnson has taken the helm, a reshuffling of the Conservative Party has placed a cadre of media savvy advisors front and centre. How can we expect the Conservatives to ramp up their social media offensive in the run-up to any potential election?
The strange, violent death of Parler
By James Temperton
Because of its smaller and older membership base, the Conservatives have historically suffered from a less active canvassing operation compared to other parties, making social media an appealing strategic tool. "When digital campaigning came along, for the Conservative Party it seemed to be this real breakthrough moment – it provided a way they could communicate their message more broadly, without needing that activist base," says Kate Dommett, director of the Crick Centre for the Public Understanding of Politics at the University of Sheffield.
The Cummings effect
With Dominic Cummings positioned as senior advisor to Johnson, the party's social media campaigning could be set to shift up another gear. Cummings was formerly campaign director of the Vote Leave group – the Brexit campaign Johnson became a figurehead for – which was known for its sprawling and hyper-targeted social media campaign. The group spent more than £2.7m on Facebook ads, many of which contained the claim that £350m a week sent to the EU could be spent on the NHS instead.
Stoking the idea of a Cummings-led social media blitz, Johnson's arrival in Number 10 triggered a flurry of Facebook ads. These were mainly variations on the same advert, featuring images of Johnson alongside text stressing a commitment to Brexit on October 31 and investment in public services. Data from Facebook's transparency register shows they were targeted mostly at older voters in England.
Martin Moore, director of the Centre for the Study of Media, Communication and Power at King's College London, says trialling different versions of the same ad is common practice among political parties. "They can start to map potential supporters across the country, and start to get an idea of what types of issues and messages those people respond to," he says. "Even more nuanced, they can start to get an idea of the types of formats that people respond to – the types of music and images."
Although that initial ad campaign was small-scale, the reactions may go on to shape a wider online campaigning strategy in the run-up to a general election. Moore suggests that the Conservatives have been more strategic than other parties, who appear to be going about business as usual on social media.
Deplatforming works, but it's not enough to fix Facebook and Twitter
By Will Bedingfield
Another important outcome of Cummings' appointment could an increasingly data-driven campaign strategy. Cummings' camp has a history of engaging data analytics services. The Vote Leave campaign spent 40 per cent of its budget on the services of AggregateIQ, a relatively unknown digital marketing firm in British Columbia, Canada, that has links to Cambridge Analytica.
The privacy statement on the Conservative Party website says it uses a myriad of citizen data, including financial transaction data, opinions on topical issues, family connections and political opinions from sources that include information made public on social media, and from commercial organisations with whom the party has a contract guaranteeing data protection compliance. The latter can include commercially available consumer data and that obtained through commercial data brokers. All these data sources are collated to create the clearest picture of the voter possible.
This is common practice, but the new Johnson ministry contains elements that hint at the potential for a less than scrupulous approach to electioneering. During the Vote Leave campaign, Cummings earned a reputation for his ruthless attitude, coming under scrutiny for the group's self-professed "nasty" tactics; in 2018, the group was found guilty of breaking electoral law by overspending.
Johnson's links to CTF (the Crosby Textor Foundation) also signal this possibility. The political consultancy is headed up by Johnson's close ally, Lynton Crosby, and has worked with Johnson on numerous campaigns – most recently his bid for Conservative Party leadership. A recent Guardian investigation found that CTF exploited a loophole in Facebook to create a series of unbranded "news" pages that shared propaganda in service of clients ranging from the Saudi government to major coal and gas companies.
PM of the people
An influx of young, digitally minded staff has seen the Conservatives experimenting with new approaches to social media. Johnson announced in August that he would use Facebook Live – the platform's live streaming video function – to stage so-called 'People's PMQs'. The idea was reportedly masterminded by Chloe Westley, Downing Street's new digital adviser, a former Vote Leave campaigner who until recently was at right-wing think tank, the Taxpayers' Alliance and has been involved with Turning Point, the British arm of a pro-Donald Trump youth group.
Get ready for the internet to become less free than ever
By Nighat Dad
The first People's PMQs took place on September 11. The live audience for Johnson's initial Facebook broadcast attracted fewer than 50,000 viewers in the first half an hour.
In contrast, Labour has focused on growing its organic reach on social media by encouraging their supporters to share party materials. "I would be surprised, however, if that's the Conservatives' approach, because they don't have the presence and activists online," says Dommett. "Whereas Labour has a lot of left sympathisers that share and amplify message, the conservative don't have people who are willing to do that."
This is corroborated by data compiled by social media agency 89up, that showed in the first few weeks of the new Conservative government, Facebook posts by Jeremy Corbyn were shared three times as often as posts by Johnson.
The 'Boris unfiltered' approach might be construed as a pivot to a personality led campaigning approach. However, this strategy was also deployed, less effectively, with Theresa May. Dommett, who has interviewed widely within the Conservative Party for her research, says this was down to CTF, who placed a heavy emphasis on May's personality. "It was the consultants who were determining the messaging around her personality, rather than her and her advisors," she says. Dommett says that the feeling within the Conservative Party is that last time, the party was too reliant on outsourcing communications work, so this time it's hiring more people in-house.
Initiatives like the People's PMQs might seem like a gimmick, but disregard for mainstream media channels is an approach that's gained widespread traction among politicians in recent years. "It's not just Donald Trump; this is a strategy by many politicians to say, 'Listen to me, don't listen to them' – and 'them' can be anything from the opposition through to mainstream media," Moore says. This is something that chimes particularly well with Johnson's camp, who capitalised on this approach during the Brexit campaign, and continues to depict itself as championing the people's will (i.e. Brexit) in the face of opposition from the 'establishment'.
Conspiracy theories are about to go viral in new, murkier ways
By Yasmin Green
Betting big on Brexit
Brexit can't be ignored. Typically, in a general election the most intensely targeted voters are in marginal seats. But Moore suspects that the Conservatives will instead focus on targeting constituencies that weren't formerly considered marginal, but which voted strongly for Brexit.
"It's a strategy that goes against the traditional party lines, where Boris appears to be assuming that people will vote more along the lines of they feel around Brexit," he says. "Which is a huge gamble." A gamble that could pay off, given January 2019 research from UK in a Changing Europe, which shows that Brexit identities were more strongly-held than party identities among British voters.
This could see the Conservative Party run a general election campaign dominated by Brexit. "Trying to make it almost like a second referendum – except it's an election," says Moore. "The Tories have this theory that they're going to have to let remain supporting seats go in order to win a whole bunch of leave supporting ones," says Sam Jeffers, co-founder of WhoTargetsMe, a group that tracks political messaging on Facebook.
No approach has been confirmed, but the likelihood of a Brexit-first strategy is bolstered by the language Johnson has used when talking about the subject (such as 'capitulation' and 'surrender'). "If you look at the pro-Brexit discourse, the whole modus operandi is hawking back to the days of British Empire or the Second World War, where Britain was this great power," says Marc Owen Jones, assistant professor in Middle East Studies at Hamad bin Khalifa University, Doha, and an independent Twitter researcher who has carried out a large scale analysis of Johnson's tweets.
"This is designed to evoke this idea of a Britain that no longer exists, but is somehow very appealing to a certain right-wing voter base, with this nationalistic, militant ideology and war-mongering, jingoistic language."
Covid-19 has made ending online abuse even more urgent
By Victoria Turk
If hammering this group is the approach it takes, the Conservatives may focus on encouraging people to go out and vote, rather than informing them on policies. In the referendum, pro-Brexit campaigning managed to galvanise an additional three million people who wouldn't have voted otherwise – meaning this same strategy could prove effective in a general election.
Facebook in focus
Although the Conservatives have spent more than other parties in the past few months, as of writing, the party's Facebook homepage hasn't run an ad since September 16 (although there is an ongoing ad campaign run by Johnson's page highlighting his work in his constituency). The party was found to have altered a BBC News headline in a Facebook ad at the start of September. The ad said an extra £14 billion was being spent on schools, while the article itself said the figure was £7bn.
Following the incident the party said it was reviewing its ad process, but a hiatus of this length of time is unusual, especially if the Conservatives anticipate an upcoming general election. "It means you're not building up a database of supporters; it means you're not asking for money from anyone on Facebook; it means you're not getting people to sign up to do canvassing or volunteering," Jeffers says.
Heavy reliance on Facebook is practically guaranteed going into a general election – it remains the platform that political parties spend the heaviest on. Mark Zuckerberg's firm has faced increased scrutiny since election interference was discovered around the 2016 US presidential election. Facebook has since increased its efforts to cull "inauthentic" behaviour on its platform, but could we see more disinformation if an election is called?
"Certainly, in terms of electoral law, almost nothing has changed since May 2015-16," Moore says. In addition, none of the parties have published a code of ethics around personal data usage – something that Moore says is due to their strategic reliance on personal data. "They'll just be more careful about how they collect that data, and they'll be more conscious about whether and how they share that data," he says.
How social media broke Britain
Jeffers says that on Facebook's ad registry, it's generally easy to recognise the top 40 or so organisations spending the most on these kind of ads, reducing the likelihood of shady organisations getting in on the act. However, Jones doesn't rule out the possibility of interference by third parties, of the kind we have seen more explicitly in American elections, where the likes of the UAE and Saudi Arabia have been tied to funding Trump's campaign, for example.
"They don't have to consult with the UK Government," he says. "The whole thing with these influence operations is that they're de-spatialised. I could create a network of bots from Calcutta in English against Brexit, say." Despite Facebook now requiring checks for individuals buying political ads in the UK, security analysts estimate that roughly 40 per cent of paid-for partisan content still falls through that net. That the announcement of a general election would unleash all-out social media warfare is pretty much assured, but just how "nasty" could it get?
🤕 No-deal Brexit would trigger a huge data problem
🔓 The iOS 13 privacy settings you should change right now
🔋 Tesla has created a battery that could last one million miles
🗓 Four-day working weeks aren't the utopia they seem
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The Facebook election fight is now between the Tories and Momentum
By Gian Volpicelli and Will Bedingfield
The answer to a more secure society lies in a South African nature reserve
In partnership with Cisco
The Tories are using Facebook to wipe out the Lib Dem vote
What is Libra? Facebook's cryptocurrency, explained

redpajama_set_name: RedPajamaCommonCrawl


text:
Рготско језеро је смештено југоисточно од села Рготина, општина Зајечар. Од Зајечара је удаљено око 11 километра. Језеро је настало 1978. године када је вода почела да пуни површински коп рудника песка. Иако вода из језера отиче преко малих потока, оно има релативно стабилан ниво воде, с обзиром да извор на дну копа и данас избацује воду. Језеро је порибљено, а његове обале пошумљене. Данас заузима површину од око 3 хектара, а максимална дубина језера износи око 40 метара. Због присуства кварцног песка, вода је прилично бистра и веома лако се загрева, па је Рготско језеро једно од најчистијих језера у Европи и са оптималном температуром воде.

Види још
 Списак језера у Србији

Референце

Спољашње везе
 Рготско језеро на сајту -{penzin.rs}-

Језера у Србији
Вештачка језера
Зајечарски управни округ
Град Зајечар

redpajama_set_name: RedPajamaWikipedia


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Know Your Bureaucrat: New Information and Broadcasting secretary Ajay Mittal
1982 BATCH Himachal Pradesh cadre IAS Ajay Mittal has taken charge as the information and broadcasting secretary replacing Sunil Arora who retired on April 30. Usually, information and broadcasting secretary is someone who has been working in government of India or the one already known in Delhi. So naturally, when Mittal's name was announced after the approval of the appointments committee of the cabinet, many in the corridors wanted to know who this officer is. And here it goes:
Yes, this secretary-empanelled officer did not work in Delhi on deputation and was serving in Himachal Pradesh only. Before moving to New Delhi, he was serving as additional chief secretary in Himachal Pradesh.
Secondly, Mittal will get a much longer tenure than his predecessor Arora. Mittal, 58, will retire only in February, 2018.
Thirdly, the new secretary has joined the Shastri Bhawan when the ministry was planning to conduct next rounds of radio auctions and digitization of cable sector, and also to streamline the film certification processes. The ministry is considered important as a very senior minister of the Modi government, Arun Jaitley is at its helm.
During a career spanning more than 33 years, Mittal served in various capacities including departments such as information and public relations, finance, vigilance, coordination and public grievances etc. He was also the chairman of Himachal Pradesh State Electricity Board.
An economics graduate and LLB, Mittal is a post-graduate in rural development. Originally hailing from Himachal Pradesh only (Ponta town of Sirmaur district), he is proficient not just in Hindi, English and Punjabi, but in Urdu too.
According to local news reports, Mittal played a key role in unearthing the use of forged bank guarantees by an MNC to get a power project in Kinnaur district, the case which is currently being heard in the Supreme court.
Posted by BoI Team at 12:09 PM
Labels: 1982 batch, Ajay Mittal, Himachal Pradesh cadre, Know Your Babu
Why do we, in today's world, need a super size Information and Broadcasting Ministry. This ministry sounds like a wing of a totalitarian government iike the erstwhile communist regimes of Eastern Europe. Abolishing or at least reducing size of this ministry will facilitate availability of funds for more important programmes/activities of the Government.
Who cares about it. How does it matter what he does in personal life.


text:
Home | Most trending questions | How do you pronounce Akio?
How do you pronounce Akio?
How do you say Lexus in Japanese?
What does Subaru mean in Japanese? "SUBARU" signifies a Japanese word meaning "unite," as well as a term identifying a cluster of six stars, which the Greeks called the Pleiades – part of the Taurus constellation. According to Greek mythology, Atlas' daughters turned into this group of stars.
Does Akari mean light? He adopted the term Akari, a Japanese word meaning 'light,' with associations to both illumination and weightlessness.
How do you pronounce Akio? – Related Questions
Is Akari male or female?
The name Akari is both a boy's name and a girl's name meaning "light; vermillion". Akari is a feminine name in Japan but gender-neutral in the US, with a slight edge as a masculine name.
How do you pronounce Arika?
Phonetic spelling of Arika. ari-ka. aa-r-ee-k-aa.
Meanings for Arika. Arika is a female name which represents Goddess Lakshmi. It means Beautiful.
Examples of in a sentence. Interview: Arika Wolly. 7 Arika Avenue Ocean Shores NSW 2483. …
Translations of Arika. Arabic : اريكا Chinese : 香
How do you write Akira in Japanese kanji?
Akira (あきら, アキラ) is a given name present in a few languages. It is a unisex Japanese given name that is predominantly used for males. There are several kanji for Akira.
Is Akira a boy or girl name?
Akira is a gender-neutral name of Japanese origin. This name has grown in popularity throughout the US in the 21st century and is sometimes used as a variation of "Kira".
How do Japanese say Acura?
How do you pronounce Akari in Japanese?
How do you pronounce Akira in Spanish?
How do you pronounce the Japanese name Akira?
Does Akira mean killer?
As with his predecessors, the Persona 5 protagonist received an initial name via the game's manga adaptation where he was designated as Akira Kurusu. The manga name meant "a killer kill" with Kira meaning "killer" and Kurusu meaning "kill." The initial name also had kanji that could be read as "vessel of dawn."
See Also: Is How Not to Summon a Demon Lord PG 13?
What anime character is INTP?
Is it spelled Beserk or berserk?


text:
Kerry: 'I have not met with any Iranians' since Trump pulled out of Iran deal
Former Secretary of State John Kerry said he has not met with any Iranians since President Donald Trump pull...
Posted: Oct 7, 2018 2:08 PM
Updated: Oct 7, 2018 2:08 PM
Former Secretary of State John Kerry said he has not met with any Iranians since President Donald Trump pulled out of the Iran nuclear deal, despite vocalizing his disagreement with the administration's decision.
"I'm speaking out as a citizen in America," Kerry said in an interview with CNN's Michael Smerconish that aired Saturday morning. "If they don't want me to speak out, that's a different issue. But I'm telling you, I have not met with any Iranians since the President pulled out of the agreement, period."
Iran nuclear development
Government bodies and offices
Current Secretary of State Mike Pompeo said last month that Kerry's behavior was "unseemly and unprecedented" after Kerry said he had met with Iranian Foreign Minister Javad Zarif a few times since leaving office.
"This is a former secretary of state engaged with the world's largest state sponsor of terror, and according to him, he was talking to them, he was telling them to wait out this administration,' Pompeo added.
During his tenure as secretary of state, Kerry was critical in constructing the Obama administration's 2015 deal, which aimed to restrict Iran's nuclear program in exchange for the lifting of sanctions.
Trump announced he would pull out of the deal earlier this year, and Kerry has since been vocal about his opposition to Trump's Iran strategy.
In Kerry's interview on "Smerconish," he said he thinks pulling out of the deal "loses the best option of all," which he goes on to explain would have been to stay in the deal in order to leverage other countries to work with the United States "to hold Iran accountable on the missiles, to do a better job in Yemen, to work on the issue of Hezbollah, which we don't like them supporting, which is a terrorist organization."
Kerry added that Trump's move to pull out of the agreement did not serve the "best interests" of the United States.
"So we could have leveraged better outcomes, I think," he said. "But by just pulling out and angering everybody, I don't think it serves the best interests of our country and I'm free to speak my mind with respect to that."
John Kerry urges Trump not to ditch Iran nuclear deal
Trump slams Kerry over 'shadow diplomacy' to save Iran deal
Kerry: Trump proved Iran hardliners right
John Kerry tweets defense of Iran nuclear deal
Pompeo threatens Iran, slams John Kerry
Kerry says Trump's Iran strategy 'very dangerous and ill-advised'
John Kerry Fast Facts
John Kerry engaging in shadow diplomacy to salvage Iran deal: The Boston Globe
Pompeo blasts Kerry's Iran meetings as 'beyond inappropriate'


text:
Donate Toro Coast
Honor Someone Special
Ruddell's Smokehouse
Since 2001, Jim Ruddell was fascinated by the process of smoked foods and its origins for many years. With the help of his wife, Kathy, he spent a lot of time researching and tracking down the purest of ingredients for the seasoning in his recipes. They also visited as many smokehouse restaurants as they could find. After taste-testing dozens of smoked food items and dishes, and comparing them to his own recipes to determine how they measured up, they never found anything better!
Jim decided this California coast location was the perfect spot for establishing his business, primarily because he had such ready access to an abundance of fresh fish, caught right here in local waters. As word spread about his talent, he became known locally as "Smoker" Jim.
As his reputation grew, along with the demand for his fine smoked foods, it became apparent they needed to open their own smokehouse. It's success continues to satisfy all those who visit.
© 2023 Cayucos Land Conservancy.


text:
Error and performance tracking with JD Trask from Raygun
How can we track errors in production in real time and how can we implement performance tracking to find and fix bottlenecks? In this episode we focus on how Raygun, a platform that provides an answer to the previous question, is built from a technical point of view, but I also turn to JD for business advice. Whether you are technically oriented or have business aspirations, we can learn from someone who started from a technical background, co-founded multiple companies, and is now the CEO of Raygun.
Let Hired find your dream job for you, and get a $2,000 hiring bonus in the process by signing up here. Need to brush up on your skills first? Linux Academy now has a free trial which includes hands-on labs!
Download JD Trask's interview
John-Daniel related links
@traskjd
JD Trask's blog
Other mentioned links
Raygun crash reporting
Raygun Pulse
Freemium model
Vanity metrics
Don't Just Roll the Dice: A usefully short guide to software pricing
a16z Andreessen Horowitz: Software is Eating the World
Scaling Up: How a Few Companies Make It ... and Why the Rest Don't
SDK (software development kit)
Penetration tests
Data scrubbers
EC2 instances
Elastic Load Balancers
Proxy Instances
S3 storage
Go language
Data striping
StatsD
Librato
Backbone vs React
Ilya Grigorik SYC episode
What is Raygun and what do you offer?
The way I describe it is: a software diagnostics and performance tracking platform. We have two products under the Raygun brand:
Raygun crash reporting is sort of like your black box flight recorder. It's tracking everything that breaks. It's aggregating data providing insight into patterns. It's making sure it doesn't kill your inbox by smartly grouping things together, and then sending you things as rates change and things like that.
Raygun Pulse allows you to measure the way users are using your software. That might be the time that it takes them to transition through a workflow on your website, how long pages are taking to load, what's slowing down the pages, and things like that.
We do support mobile, web, desktop, backend and everything. We are a full stack provider of tools to provide software teams with insights into what's going on with their software.
How did you get started with computers and how did you end up becoming CEO of this company?
I started programming computers when I was nine years old. My family got a computer and we had DOS with Windows 3.11 on it, and I was literally going through every DOS command I could find. I got to the letter Q and stumbled onto QBASIC. To me, it was like finding a Lego kit with unlimited pieces. The only limiting factor was basically my own brain, on how I could achieve whatever I wanted. I could build anything in there.
That captured my imagination from that point, and I started buying the time off my siblings for time on the computer for a dollar an hour to make sure I got more programming time. The passion blossomed from there.
Christophe: That's hilarious. I remember having time slots. I don't think I ever bribed my brother. That's brilliant! I definitely should have done that! I wasn't programming when I was nine years old. I was probably playing video games instead and eventually moved onto programming and playing around with hardware and things like that. It's always interesting to hear how you got started, where you got the passion from and how that got you to where you are today.
When you look back on businesses, you can say, "Hey, this is a really good idea. I can definitely see something like Raygun being a big success in the market." It's always easier to look back to successful companies than it is to find those ideas in the future. Did you always know that Raygun was going to be a big success? How did you even stumble on the idea for this product?
The idea was something I had been "kicking around" ever since we started the company. It really went back to the three years I worked in the industry, where software would break, and you would write your own code to send yourself an email, and that was useful that you could debug things a little quicker with the downside being that there was no sort of grouping.
You'd get overwhelmed with emails. There was no smarts to it, no work flow, no integration with the other tools, and largely, you'd move off onto other projects and not want those emails anymore. Once you de sensitize yourself to them, you'd actually miss when something severe turned up.
We had been talking about how there must be a better way of handling that scenario and that other developers must have that same problems. Having said that, we've bootstrapped our business, and we've done a bunch of services for other people and we've built a range of other businesses.
We built a website to help New Zealanders donate money online. We sold that. We did all sorts of different things. We built other products that didn't sell nearly as well, and we eventually got to Raygun. Even though it was something we wanted to build since the very start, it took us a while to get around to building it.
It turned out to be a really great product and a lot of people really like it.
When did you realize that you were very interested in building these kinds of businesses and working around business and not just working on products themselves and writing code, but actually trying to sell the products themselves?
I've sold commercial software for quite some time. I started selling software when I was about fourteen at my high school, and I always think I've been into business and technology. I love what technology can do. I think it's mankind's sort of superpower, but, at the same time, business allows you to get more people involved and get more achieved.
Business and technology are all about amplifying human capability. So, when I was younger and started writing code, I started thinking about what the opportunities were out there. It became fairly evident when you looked at the market that software was exploding in the mid nineties.
So it was like, "This is great! What I'm passionate about can equally be coupled to a way to make money."
In the nineties you saw software as exploding. Obviously, it's still exploding today and has been for quite a while now. We hear a lot of talk about AI(Artificial Intelligence) and Augmented Reality. Do you see that as also something that's going to explode in the future? If so, going back to when you were younger and trying to find the opportunities, do you have tips for people who are trying to find opportunities in that ... how to "wrap their head around" the possibilities?
I think it's a mistake to try to think up something and expect that you're going to nail it. We built other products. They sold, but not as well. We learned a lot about that process about what works and what doesn't. I think that's the important thing.
If you are having your first "dipping your toe" into your own business, one of the things you need to realize is that what you're actually getting out of it is an education. You're learning about how to run a business, how to operate, and what marketing looks like.
As engineers, we typically have that belief that if we build it, they will come. Every engineer I've talked to kind of thinks that, but you have to do marketing. It's like, "Umm, yeah," but everybody still thinks, "Maybe I'll just be the one that makes it so damn good that everybody will just fall in love with it."
I've had some friends that have built businesses that haven't succeeded, and usually, once that initial pain goes away, they appreciate everything they've learned from it.
"It's much more than just trying to make a pile of money."
Is it just a matter of trying until you find something that sticks to the wall and then you just run with that?
I think so. The saying is, "Failing is fine as long as it's not fatal." You don't want to kill your business or jeopardize your own life in any way by being held to make the first or second idea work. We were fortunate that we had built up the products. We were fairly well respected in the New Zealand development ecosystem, so we got various service contracts that we were working on while we were building up products.
One thing I'd say was really valuable was, by building the other products that didn't resonate as much with the market, it really emphasized to us that when Raygun was meeting the market, how different it was.
For example, we launched our product in 2013 and within about two months, we had people emailing us saying, "Hey, we really like your product. Can I do a case study for you?"
It was like, "Wow! That's quite different. People that normally reach back to their provider and say, "Hey, can I do this for you?" That was the first time that we were onto something.
Then the actual growth of the product in terms of people signing up and talking about it has been phenomenal.
What about pricing? A lot of times when you talk to technical founders or co- founders, they have a problem with trying to charge for their product, where they think that by using the freemium model, they will get that bigger traction in the beginning. Or maybe they start charging initially and they want more growth, so they cut the costs, or they introduce a freemium model with upgrades or ads. What do you think? Did you charge from the beginning. Do you think that's the way to go?
We charged from the beginning. I believe that if you're providing value, you should charge for it. That's the way to make it sustainable. It still blows my mind how often(particularly endemic with software engineers) they say, " We put something out that was free." We're like, "That won't be around long."
I can't count the Hacker news threads where people are "boohooing" over some company that's going out of business. Nobody was paying them. Of course they're going out of business!
My favorite thing is when I lack a service and I discover they have a sensible pricing model, I have a lot more confidence that they'll be around the next day.
You mentioned that someone might go freemium to try to get their growth going. You certainly won't accelerate your revenues. You'll have a really great vanity metric. I've talked to a lot of other business owners and it's interesting how many people (when they talk about their customer count) have a definition of customer that doesn't include them giving you money, which is always weird to me.
They'll say, "I have a (this many) thousand customers." "How many of them give you money?" Not that many. I think Freemium can work, but you've got to be honest with yourself that you're not doing it for vanity metrics to make yourself feel good.
You've got to have a really big market. You don't really want to do Freemium unless you honestly believe you can still get a hundred thousand paying customers. That probably means you have about ten million free users.
It's a hard place to be. I think we engineers sort of shy away from billing the things. We say, "I'll do that once the product is really great." Truth be told, you can't really trust someone when they say they really like your product until they part with their money. If you say, "You give me some money for it and they say Well, actually.....," that's the test. You don't have any product market.
"Money is a great decider."
Where do you start with the pricing. You say, "Let's launch this product and try this price," and if a lot of people buy it, we'll raise the price. If we don't have that many customers, maybe we'll lower the price. What do you think?
You have to start somewhere. There's a great book written by the cofounders of Red gate software called Don't Just Roll the Dice: A usefully short guide to software pricing (Neil Davidson). It's a free ebook. If you're charging anything and thinking, "I'm not getting enough customers. Maybe I should lower the price." That's very rarely, in my experience, the right approach.
It's better to think, "How can I improve the value that I'm providing for those dollars?"
That's really how people at least subconsciously think. "Am I getting enough value out of this?"
I see people tweeting about how people should increase their prices because they get afraid. We're all quite emotional. We don't like to feel rejected, so we think we're taking away barriers by charging a very small amount.
You really have to look at your cost to serve.
Go back to the Freemium model. If I have a million people that are not paying me and they seek support, as much as you want to say, "We don't provide support free," you're not going to commit them to pay if you don't support them in the first place. It's a bit of a "catch 22." That can really increase your costs of operating.
This is a really tricky question, so I appreciate your feedback. The question actually comes from a podcast that I've been listening to recently, called a16z Andreessen Horowitz: Software is Eating the World.
They talk about Freemium and charging. If you don't know where to start, that might be a good place to start and hopefully, this discussion also helped a little as well.
Christophe: A few more business questions and then we'll talk about technical details.
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You guys have had a lot of growth. Can you share some of the stats of growth that you have had over the years?
We're not massive in terms of head count. There are about thirty on staff at the moment. We're probably going to be fifty or sixty by the end of the year. We are a New Zealand headquartered business, so we haven't run the company like a Silicon Valley startup. We're not burning a whole lot of money to have that growth.
It's driven entirely off of revenue expansion, which is good. We talked about this a bit before kicking off the podcast. It's about the culture and handling increase count. When you start off with maybe 3 to 5 people, you've got high bandwidth communication going on. Everybody knows everything. Everybody is probably involved to some degree with every decision.
Somewhere in the mid teens headcount size, you start not wanting to bog everybody down with every decision. At the same time, you have to sort of manage the fact that folks will feel that they're perhaps being cut out of the conversation, which is not the case, you're just trying to maintain agility and be shipping fast.
That's when you have to start looking seriously at the culture. We've done a lot of work to partly improve the culture by getting everybody on the same page and talking about it. So we established our company values. They're up on the wall. It took a lot of work shopping around there. A book I've found really useful for this was called, Scaling Up: How a Few Companies Make It ... and Why the Rest Don't.
To be honest, it's a bit of a dry book and kind of "referency" but it talks about some of the processes you can put in place as a company is growing. It's reasonably prescriptive, but at the same time they qualify that you shouldn't try to roll out everything they say in the book. We found that useful for developing out the initial values and the core mission and how we communicate that with everybody on the team. We put in place other things to make sure everybody still feels like they are "heard." That's been really helpful.
That sounds like it's coming a little bit more from the side of management where you're trying to keep agility and trying to keep people involved and things like that. What about from the other side of an employee who is more technical oriented and who works on the code base and infrastructure, for example, but they also have aspirations to help set some of the strategy? Do you have recommendations for people who are in that position?
The view I take on that is that sort of position is earned, not "given" and there are certainly folks that would say, not necessarily in acrimony, "If I were just given the chance to have input on this ...." I'm a big believer in just sort of jumping in and providing written suggestions even if it's semi "above your station" if you will.
I remember in the company I worked for (before starting Raygun) writing this big write up because the company was growing quite rapidly and there were a lot of challenges going on as it was growing. I wrote out my theories on ways we could approach things, and then provided that to my manager at the time.
It obviously wasn't part of my job description to suggest how to change things, but you just go ahead and do it. Once you are behaving that way, people will respect it and appreciate it. There may be some push back on it, but usually it will be constructive push back unless they are a terrible manager. I'm a believer in "Just do it."
Let's say we were planning another product, and somebody on the team was particularly passionate about it, but they weren't the director of product. If they came in and said, "I've spent some time thinking about this. Here's how I think we could structure things, and here's what I've seen in the computer landscape." It would be lapped up, appreciated and reflected positively in any performance review.
I really, sincerely hope this helps other people listening to this if they're ever in that kind of situation ... where if they're in a growing startup where you have some cultural changes that many of us have seen, hopefully, this advice really helps you out. If it does, please leave a comment and thank JD for these business answers.
If you're working in an organization where you think, "There's no way I could do that," I'd find another organization. People should appreciate people going above and beyond, but if they get offended or upset about it, that would be a worry to me.
Christophe: Going back to where you're saying that could be a bad manager, in the case of if you do have some data and real evidence to back up your claim or say, "I think we should go this direction because of x,y,z," and your idea is just brushed aside for no reason at all, maybe it's time to look at a different job or company where the managers are more receptive to that kind of thing.
Christophe: Before we move on, there are a lot of first time founders and it's not necessarily that they are not listening to your input, or that they don't value your input. It might be that they are just learning as they go and they are going to make mistakes. Nobody is perfect, as we all know. So, sometimes it might be a matter of working with the founders and trying to figure out where the friction is.
I can assure you that first time founders are sitting there hoping that maybe we're just a chapter ahead in the book from where "we're there." Usually, any kind of input is appreciated. Again, it's about being collaborative and sharing information.
I have questions about how we can implement something like Raygun in any kind of application. You can plug this in in most languages and apps, I assume. How does that work? How do you plug it into your application and where does the data or errors go?
We integrate at the code level. It's not like we install an agent on a box. You are actually baking in a library or SDK (software development kit) with your codebase
For example, if you are using .net, you grab the NuGet package. If you're using Java, there's a Java file; whatever is the native implementation for any given language or platform, and then, usually, it's one or two lines to get about 80 percent of the capability up and running.
The crash reporting side operates like a blackbox flight recorder. So it sits there quietly doing nothing, not consuming any resources until something blows up. Then, it springs into life, grabs all the data, sends it off to our servers. We are a cloud based offering. That's all encrypted over the wire, so we can support customers who are in the healthcare industry and finance based. We take security very seriously. Then, we do analysis of that, and send off those notifications to give you a beautiful dashboard where you can login and see everything.
The Pulse side is very similar because it's tracking real user information like the timing. There is a mobile SDK and Web SDK. The Web SDK is just a JavaScript file so how we see the part that impacts the user, and very similar approach where it's really setting up your API key and it automatically does the rest.
Are you using Amazon Web Services?
We are presently entirely hosted on Amazon Web Services. We use a range of their capabilities.
This is a question I saw someone asking recently. How can the cloud be more secure than on premises data centers where you have more control over how things go. With Amazon services you may not have as much control, but you are saying that we do have that ability to have encryption from end to end (from the client all the way to our internal resources so we can have all that protected. Is that correct?
Yes, I feel more confident using a cloud provider. At the end of the day, AWS is going to be employing a whole bunch of people that take this stuff super seriously. We are fortunate that my cofounder and our CTO is very security minded, but we also pay for things like quarterly penetration tests to be run against the servers. We have a bounty program. There are all sorts of things in place to try to make sure security is taken seriously.
We do internal audits of the security setup we actually have inside of AWS.
You might be getting some sensitive information like maybe users' information, payment information, healthcare information, and things like that. If you have an error or anything being tracked, than it might pull that out and send it to your services. I'm sure you have some kinds of Scrubbers that go through data that can hide that kind of information, Right?
Yes, absolutely. All of those providers that you can integrate with your code, you can actually do filtering at that level, and any of the identifiable information can be removed. We do have a really cool feature, where we can handle it with an anonymous id, that's fine, but of you can share an email address and name, you actually get a full view of all of your users, their sessions, what they did in those sessions, what errors they've been impacted by.
You can run into scenarios with that, for example, where you might want to contact the users that were impacted by an error. You can do that directly within Raygun, and say, "Hey, we're really sorry about this. We've resolved this problem."
That kind of blows users' minds these days because they're not used to a software company really caring that much that something broke. It's a great way to turn at risk users into huge advocates.
There are benefits with the more you can provide. We have a good privacy policy. We don't sell it out or do anything with it, but it really is up to our customers as to what they're comfortable sharing and what their privacy policy is.
We also do a lot of work with customers who have sensitive data to make sure they eventually get paired up with one of our engineers to make sure that when they are setting things up in the first place, that they are scrubbing things correctly.
What kind of services in Amazon Web Services are you using, for example, for load balancers, web servers, queues, databases?
We use just ordinary EC2 instances. We use the Elastic Load Balancers. We do have some Proxy Instances running in the mix that we manage for some load balancing.
We use their Auto Scaling around the API side of things. We have peaked at hundreds of thousands of requests per second being processed through the platforms, so having Auto Scaling is brilliant.
We run RabbitMQ internally for our queuing. We have several different types of RDS instances across MySQL and Postgres.
We have Elasticsearch in the mix. We use S3 storage a fair bit. We've written our own storage engine that sits over the top of that as well to help minimize the cost associated with that as well as improve performance.
We have some Redis in there. Part of the system is written in .Net. Part of it is written in GO. Part is written in Node.js.
I'm curious to hear more about your usage of Elasticsearch. You said you use databases in RDS like MySQL, etc, when does Elasticsearch become useful and what kinds of data do you deal with when it comes to Elasticsearch?
We use Elasticsearch with error data. That allows customers to search through their own data. Put in context, nearly every customer thinks they won't have that many errors when they sign up for a trial. Then they are usually blown away with, "Wait, what? 400,000 errors a month? I had no idea!" But, we collect a lot of information on every error. They might be looking for:
a particular method name that's appeared in the stack trace.
a particular user.
a message on a string.
a URL.
So, we index all that data, and they can actually do very sophisticated filtering and searching to understand what's going on with their software faults. We are using Elasticsearch for that searching.
You are able to do this in near real time, right, where an error triggers and gets sent via your API, through, I assume, the Elastic load balancer, your Web servers and things like that? Some kind of processing happens, you store the data and some of the databases, you index it with Elasticsearch ... How do you do that in near Real time?
Normally, we will have processed an error once it hits the API. From the Api to the point of notifying the customer is usually about a hundred twenty milliseconds. So it's pretty quick. There are people who joke that they get the Raygun notification before the error page is loaded in their app.
We have done a fair bit of work to make sure our processing speeds are as quick as possible. That includes things like the storage engine that we've written ourselves.
We've optimized that inbound processing. We've done a lot of work to make sure it's very very scalable. Knock on wood, but we haven't had an API outage basically at all. We've worked really hard to make sure that's very resilient because customers depend on that..
That means that if the load does go up, things just scale out. We have done a bit of work to insure that if we had, say, one customer going absolutely berserk(for example, someone generated 200,000 exceptions per second), to make sure we don't have a noisy neighbor type scenario arise where it slows down your error processing. So, the way the queuing works with the way the striping works across those queues means that while the queue could go up, it won't slow the processing on your queue.
If somebody is in a similar situation; maybe they have some kind of API they want to build out and they want to make sure it scales, and it has an amazing up-time like you just said, what are some recommendations? You mentioned queues, and things like autoscaling. Are there any other ways to test your infrastructure while it's in production to see if you have any bottlenecks, weak points, etc?
We do load testing for various things. We also do a lot of performance work on various components at development time. I love when I see developers running a profile. I like for code to be efficient. When something is going slow, it's fairly evident to ask to track all the metrics on our platform. Once something needs too much processing time, that's a candidate to pull down and simulate.
For example, right now we're doing some work with some of the Pulse data. One customer's data is about 300 gigabytes worth of database space, and so that's useful for us to do some performance testing and actually sit down on a machine, run the profile, and see where the time is going.
Are there any specific tools you use for performance tracking or how can you tell how long something takes and then trace back to the culprit; this is why it's taking longer than usual, etc?
We use a mixture of tools around our operations. Obviously, we use Raygun tracking big parts of Raygun. We also have our home built monitoring system that we have our own custom app for the iPhone so the team knows what's going wrong and when. It tracks things like queue lengths and worker timings, etc.
We also make a lot of use of StatsD for time various operations and counters. We pump all that into Librato and Datadog. We've found Datadog to be very handy for that. That allows us to understand what the health of the platform is. Generally, we can build out dashboards and monitor what's going on.
I like how in tune you are with the technical aspect of it. Sometimes I talk to CEOs and they sort of know what's going on with the technical details, but not so much. They are focused more on the operations and don't necessarily come from a technical background. You seem to know a lot about the nitty gritty details of the actual technical side of it. Do you do something to stay in touch with that side of the business? Do you still do technical work? Do you still write code or do you just keep in touch with all the engineers?
I think it goes back to the start of the conversation with my overall passion for technology, so I still write a little bit of code; usually more on the weekends. I like to hack around with things. I've got all sorts of Oculus Rift (virtual reality), and I like to write some code to make that render up. I like to play with the database tools. I've been playing with .NET Core on Linux. I'm passionate about the tech side of things. Usually, even if I overhear a remark, it goes in there and gets filed away.
I'm also very fortunate that last year we hired an excellent general manager. She has taken a lot of the administrative burden off of me. Obviously, as we've been growing, I used to do a lot more broad work. She's taken that off me which has given me more time to look at the technical aspects of what's going on.
I also work closely with our director of product around where we're taking the product based on things I think we should be putting in there, what I hear from customers, and that sort of thing.
I'm spread pretty thin, but they'll pry my keyboard from my cold, dead hands one day.
Going back to some of the performance testing we were talking about earlier, you have a lot of data going through your platform for both error tracking but also performance tracking. Are there any specific performance bottlenecks that you see a lot of applications running into that need a little bit of tweaking?
We do see that a lot. With the posts for the Web story, all of us devs talk about "I'm using Angular or I'm using Backbone or React." The amount of time that's going into the front-end around rendering and the DOM manipulation stuff get all that timing. It has been semi alarming to see how consistently across the board with modern web apps, the amount of time being wasted on that rendering part is a consistent thing.
The other one is how undependable a lot of third-party script files are. Whether it is that they are incredibly slow to respond or they don't have any cache headers or how often they actually go down. So, we see the time outs that occur trying to load certain resources, so you go, "Such and such a company (without naming names, a hundred billion dollar plus tech company), should be serving those script files a lot more reliably than we are seeing."
Those are big ones we see consistently.
I don't know when this is going to air, but we are just about to drop a capability into Pulse for the Web story where we automatically run page speed tests on every asset we see or every page that we see coming through Raygun Pulse so we can then say to people, "This asset is missing ETags, this one's doing this," and you can watch the changes over time and how they impact performance.
That's an exciting addition that's about to come out to highlight to our customers exactly what their common performance problems are.
As an example, you've probably had a web page that's been slow in the past. You go and feed it through YSlow or PageSpeed and you see what's wrong and fix them up. Because it's automatically running over all of the pages in your system, we could actually say, "This resource is missing." Maybe it's not even a page, it's a resource that's missing like an ETag, caching, or an attribute, but because it's referenced from every single page on your website, it's actually dragging down the performance of your entire site.
It allows people to better rank what they should be fixing. It allows people to rank what they should be fixing because they can have the biggest impact.
It almost sounds like a large part of the issues come from caching or the small tweaks you were just mentioning as well as the rendering time on the client side rather than maybe some back-end performance issues related to the database, web server, or the application itself. Does that sound right?
Yeah. We do track the amount of time the server spends generating the pages, but if it has just been a case where we've been looking at the data we've been receiving, and we've been able to say that it's fairly frequently well optimized, and that just might be a function of the fact that server hardware is pretty good these days.
Or developers are more likely to notice that the server response time is slow and they're running things on a Dev Machine, but they might not notice latency problems because local host is pretty low latency.
We don't see too many problems with the server side.
The other thing with performance that can be really tricky is that you could be testing it from your computer, even if it's not the local host, and you may be getting very fast performance, but that could be because you are very close to a CDN (Content Delivery Network) or the main server data center where the application is hosted; whereas, if you cross the Atlantic Ocean or go somewhere that's far geographically, that may not be the case. So how do you test for those differences in geography and other devices like mobile devices that have slower CPUs and can't handle some of the same rendering and things like that?
Christophe: I assume that the answer to that is using some of those tools that give you the visibility as to what's going on at what time, from which clients, and from what part of the world.
Raygun Pulse does exactly that. It breaks down the performance by geo, by browser, by operating system, and that's part of the value proper of haw we sell that to customers, and we use it ourselves. We also have the dubious benefit of having our headquarters in Wellington, New Zealand, so we're almost as far as we could be from our production hardware.
Therefore, if it's fast for us in New Zealand, then it's blindingly fast for almost everybody else.
Our headquarters are in Wellington, but I'm building the sales office up here in Seattle. We also go up to Denver, Portland, and San Mateo (between Palo Alto and San Francisco).
Christophe: Thank you, JD, for doing this episode. If people have curiosity or more questions about performance enhancements etc. for applications, I do have an episode with Ilya Grigorik from Google where he specializes in performance and things like that.
If someone wants to reach out and say, "Hi" or thank you for your time, how do you recommend that they do that?
I'm a big fan of Twitter, so they can reach me at @traskjd or they can email me directly at jdtrask at Raygun com.
About JD Trask
CEO & Co-founder of @Raygunio, a leading software diagnostics and performance monitoring platform. I tweet about business, technology and investing.
"Most of the important programming principles depend not on specific languages but on the way you use them." - Steve McConnell (Code Complete)


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text:
Q: Does the reduced Mapping cylinder have the same homotopy type of unreduced Mapping cylinder? Let $ f:X\to Y $ be a map in the pointed category of topological spaces $ Top_* $. And let $ U:Top_*\to Top $ be the "forgetful" functor (which "forgets" the basepoint). We can look at the reduced mapping cylinder $ M_f $ and at the unreduced mapping cylinder $ M_{U(f)} $ in the category $ Top $.
Until yesterday, I thought $ M_f $ has the same homotopy type of $ M_{U(f)} $. But, in May's Concise Course, he says "If $X, Y$ are well-pointed, then $ M_f $ has the same homotopy type of $ M_{U(f)} $."
Is this hypothesis necessary?
If it is truly necessary, I want to know where I'm wrong.
I thought this: Since $ M_{U(f)} $ is a pushout of a trivial cofibration, we have that $ Y\to M_{U(f)} $ is a trivial cofibration.
The same way (or only using a explicit homotopy), we have that $ Y\to M_f $ is a homotopy equivalence. So we have that $ M_{U(f)}\equiv Y\equiv M_f $.
I know that the first statement is right. If there is something wrong, it is in the second statement.
I believed that we can factor any function in $ Top _* $ in the same way as in $ Top $, id est,
$ f= R\circ j $, where $ j: X\to M_f $ is a cofibration and $ R: M_f\to Y $ is a strong retract. Is it wrong?

A: I don't trust anything with degenerate basepoints, but I do think you are right about the homotopy type via the parenthetical  "(or only using an explicit homotopy)''.  However, I was working in compactly generated spaces, denoted $\mathcal{U}$, including the weak Hausdorff property. I don't think you can prove that $Mf$, constructed as usual, is in $\mathcal{U}$ without assuming nondegenerate basepoints.   Also, without nondegenerate base points, you cannot be sure that $j$ is a cofibration (at least not in the unbased sense; see p. 56 of Concise).  In More Concise, Ponto and I take $\mathcal{T}$ to mean nondegenerately based spaces and $\mathcal{U}_*$ to mean based spaces in $\mathcal{U}$.  This is justified model theoretically by noting that $\mathcal{T}$ is the full subcategory of $h$-cofibrant objects in $\mathcal{U}_{*}$ (that is, cofibrant in the based Hurewicz model structure on $\mathcal{U}_{*}$).  Incidentally, one reason to start work in $\mathcal{U}_{*}$ and not
$Top_{\ast}$ is that the smash product in $Top_{\ast}$ is not associative (a published source for a very old counterexample is Parametrized homotopy theory, by Sigurdsson and myself).

A: I'm lousy at point-set topology, always was, but I don't see that $X$ is closed in $X\wedge I_+$.   This is the sort of question a working algebraic topologist does not want to think about.  Cofibrant
approximation in the $h$-model structure on $\mathcal{U}_{*}$ takes $X$ to the whiskered space $X\vee I$ with new basepoint at $1$ if the basepoint of $I$ is taken to be $0$.  If $X$ has a nasty degenerate basepoint, take the nasty thing away: I do not want to think about it.

redpajama_set_name: RedPajamaStackExchange


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text:
Countryside Business Association
Business and Finance News
10 U.S. Cities With the Worst Pest Problems
Rebecca Swanson December 3, 2021 3 min read
Information about 10 U.S. Cities With the Worst Pest Problems
10. New Orleans-Metairie, LA
9. Boston-Cambridge-Newton, MA-NH
8. Chicago-Naperville-Elgin, IL-IN-WI
7. Raleigh, NC
6. Kansas City, MO-KS MSA
5. New York-Newark-Jersey City, NY-NJ-PA
4. Houston-The Woodlands-Sugar Land, TX
3. Memphis, TN-MS-AR
2. Philadelphia-Camden-Wilmington, PA-NJ-DE-MD
1. Washington-Arlington-Alexandria, DC-VA-MD-WV
Breaking Story – 10 U.S. Cities With the Worst Pest Problems
Andrey_Popov / Shutterstock.com
Editor's Note: This story originally appeared on Construction Coverage.
No household wants to face a pest problem, but over 14 million U.S. households encounter rodents, roaches, or other pests each year, according to the Census Bureau.
These pests can trigger a variety of health concerns including asthma and may bring disease into the home. Once they establish themselves, pests can also damage the home itself and property inside.
To determine the locations with the worst pest problem, researchers at Construction Coverage calculated a composite index equally weighing the percentage of households with rodents and percentage of households with cockroaches for each location. The data used in this analysis is from the U.S. Census Bureau's American Housing Survey.
Here are the major metropolitan areas with the worst pest problems.
Michael Rosebrock / Shutterstock.com
Composite index: 58.3
Percentage of households with rodents: 5.8%
Percentage of households with cockroaches: 29.8%
Percentage of homes built before 1940: 13.0%
ESB Professional / Shutterstock.com
Percentage of households with rodents: 18.4%
Percentage of households with cockroaches: 2.9%
f11photo / Shutterstock.com
Sean Pavone / Shutterstock.com
Percentage of homes built before 1940: 2.9%
wallace-weeks / Shutterstock.com
Songquan Deng / Shutterstock.com
Atomazul / Shutterstock.com
fizkes / Shutterstock.com
The data used in this analysis is from the U.S. Census Bureau's American Housing Survey for the year 2019, the most recent data available.
To determine the locations with the worst pest problem, researchers calculated a composite index equally weighing the percentage of households with rodents and the percentage of households with cockroaches for each location.
In the event of a tie, the location with the higher percentage of households with rodents was ranked higher. Only select metropolitan areas and states with data available from the American Housing Survey were considered in the analysis.
Disclosure: The information you read here is always objective. However, we sometimes receive compensation when you click links within our stories.
The Latest News on 10 U.S. Cities With the Worst Pest Problems
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Seasonal flu levels have continued to increase in the last week across the UK, according to The latest Public health England (PHE) statistics.
The statistics show over the last week there has been a 78% increase in the GP consultation rate with flu like illness, a 50% increase in the flu hospitalisation rate, and a 65% increase in the flu intensive care admission rate.
The main strains circulating continue to be flu A(H3N2), A(H1N1) and Flu B.
PHE and the Department for Health has launched the 'Catch It, Bin It, Kill It' campaign.
The campaign includes radio, press and digital advertising to inform the public about the steps they can take to protect themselves and reduce spread of the virus by practising good respiratory hand hygiene.
Dr Paul Cosford, Medical Director of PHE, Sir Bruce Keogh, Medical Director of NHS England and the Chief Medical Officer Dame Sally Davies have also written to all frontline healthcare workers to encourage them to take up the offer of the vaccine if they haven't already.
The flu virus can live for many hours on hard surfaces and therefore practising good hand hygiene can limit the spread of germs and transmission of flu.
People are advised to catch coughs and sneezes in a tissue, bin it, and then wash their hands afterwards to kill the germs.
Practising good hand hygiene and giving eligible people the flu vaccine is the best defence against the virus.
Professor Paul Cosford, Medical Director, Public Health England said: Our data shows that more people are visiting GPs with flu symptoms and we are seeing more people admitted to hospital with flu.
"We are currently seeing a mix of flu types, including the A(H3N2) strain that circulated last winter in the UK and then in Australia. The A(H3N2) strain particularly affects older, more vulnerable age groups.
"We encourage anyone who is eligible to take up their offer of the flu vaccine – it is not too late.
"People suffering with flu-like symptoms should catch coughs or sneezes in tissues and bin them immediately, wash their hands regularly with soap and warm water and frequently clean regularly used surfaces to stop the spread of flu. Avoid having unnecessary contact with other people if you or they have symptoms of flu.
Among other diseases, such as norovirus that normally increases during winter, seasonal flu puts extra pressure on the NHS every year.
Currently, 71.3% of adults over 65, 46.9% of adults with a long-term health condition, 45.5% of pregnant women, 40.8% of 3-year-olds and 42% of 2-year-olds have received the vaccine.


Panorama Point is a strenuous, 5 mile round-trip snowshoe with 1,300 ft in elevation gain. The trail starts from the Paradise parking lot through meadows and sparse trees, all the while with excellent views of Mount Rainier and the South Cascades.
Head north out of Paradise Parking Lot, passing west of Alta Vista, east of the Glacier Vista area, and up the non-avalanche chute to Panorama Point. An ice axe can be handy if glissading down from Panorama Point.


text:
Reading privacy policies sucks. We all hate it, probably even the lawyers. But privacy itself is a tremendously important thing, so we have put together this short and sweet document to cover how we handle it. At Diamond Mind Web Design, we put an extremely high value on our own privacy, and you can rest assured that we do the same for you. Read on to determine exactly what kind of information you're giving us when you visit our website, why we collect it, and how we use it and keep it secure. (P.S. It will only take about one minute!)
When you visit diamondmindwebdesign.com, our website sets various cookies in your browser or on your mobile device. To read more about the types of cookies, why they are set, and how long they last, please see our Cookie Policy below.
We use a third-party service, Google Analytics, to track visits to diamondmindwebdesign.com. This service provides us with the data necessary to make improvements to how our site functions, and is only used for this reason. The data collected may include browser type and version, country or region, pages visited while on our site and length of each page visit, and other standard internet log data. This information is anonymized and aggregated, and is not specifically identifiable to you. For more information regarding Google Analytics and your privacy, please visit: https://support.google.com/analytics/answer/6004245
The only personally identifiable information we collect from you is directly provided by you when you fill out a form on this website. We use your information solely to fulfill the purpose of that particular form. We do not create a mailing list from information we receive, and we do not and will never give, trade, or sell your personal information to any other party, for any purpose. Our site uses an industry-standard SSL certificate to encrypt all data sent between your browser and the Website.
This Website does contain links leading to other websites. Those sites are not governed by this Privacy Policy. Should you have questions about how another site uses your information, please refer to that site's privacy statement.
You are entitled to access, edit, or request deletion of the personal information that we have obtained from you through the forms on this website. This does not include any data we are obliged to keep for administrative, legal, or security purposes. Email your detailed request to our data protection officer, Martin D. Sansom.
Our Privacy Policy is reviewed regularly, and changes to the policy may be posted on this website at any time. Your continued use of this site after your initial acceptance of this policy will serve as notice of your continued acceptance. This privacy notice was last updated on May 25, 2018.
Cookies are text files containing small amounts of information which are downloaded to your personal computer or mobile device when you visit a website. Cookies may then be read by the originating website on each subsequent visit. Cookies are useful because they allow a website to recognise a user's device, and set permissions for the user based on that recognition.
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text:
The Netherlands Institute for Sound and Vision (Nederlands Instituut voor Beeld en Geluid) is one of the largest audio-visual archives in Europe. The Institute preserves a major part of the Dutch audio-visual heritage and makes it accessible to potential users. The collection totals over 700,000 hours of television, radio, music and film. But the Institute is more than just a collection. Apart from functioning as an audio-visual archive for the national broadcasting corporations and others, it also offers a unique media experience for its visitors.
Visiting the Nederlandse Dokmaatschappij
Week number: 24-08Newsreels in which Dutch subjects of a certain week are presented. (01:02) 10 Apr 1924
The life of stray cats
Week number 76-20Newsreels in which Dutch subjects of a certain week are presented. (02:01) 01 Jan 1976
Python has young in captivity
Week number 72-33Newsreels in which Dutch subjects of a certain week are presented. (01:16) 01 Aug 1972
Children and their pets
Week number 70-49Newsreels in which Dutch subjects of a certain week are presented. (01:07) 01 Dec 1970
Week number 69-41Newsreels in which Dutch subjects of a certain week are presented. (01:16) 04 Oct 1969
Feathered splendor
Week number 64-10Newsreels in which Dutch subjects of a certain week are presented. (01:34) 01 Mar 1964
110 years of Maatschappij voor Diergeneeskunde
Week number 62-40Newsreels in which Dutch subjects of a certain week are presented. (03:16) 20 Sep 1962
Dog show in the Houtrusthallen
The best pet contest in Assen
Week number 60-32Newsreels in which Dutch subjects of a certain week are presented. (01:18) 27 Jul 1960


Technology blues - MARK'S LOCK & SAFE LTD.
Mean while at lock central.........as I sit and write, it is and has been hot and muggy, The heat sometimes gets to me.
Recently our phone line was down. It had been giving us trouble. A whole day was spent trying to keep things rolling and that was when I realized that technology in all it's greatness and promise towards the future really does come with disappointment at times. It can be a real let down. Even if you pay your bill on time. You can't get there from here now applies.
I had wrote recently, in another article, about car alarms and all their great features that have revolutionized the modern world. Not!
When a car alarm goes off do you call police? Apparently there are more noise violation complaints about car alarms than ever before. They are annoying you would have to admit.
I was talking to a farmer the other day and he said he can't hire any kids to help do the haying this year. I can only suspect that kids have a lot of technology in their lives these days. He did say that he was only 86 years old and he was due to hit retirement age in four years. I should also mention that he said we were in drought conditions.
So as the heat of the summer keeps boiling away, I felt it would be nice to let off a little steam.
On the cool side of life I must admit the lock and safe adventures remain steady and I was going to do a blog about more six sided scenarios but I will have to leave them for another time. I lost a bunch of pictures and notes because I got the technology blues.


text:
Get to Know the Talented and Passionate Women in Football
Whitney Palmer
Lexi Dimeo
Priscilla Gardner
Priscilla Gardner Football bio
Priscilla Gardner started her football career with the SoCal Breakers at the age of 21.
This passion for football began with a simple Saturday evening at home watching an HBO special-comedy show. Ms. Jennie McNulty, one of the featured comedians started her act talking about playing professional women's tackle football. That's all it took for Priscilla…
An athlete realizing there was a niche she'd never explored. She researched teams in her area that night, talked with a coach the next morning, and was at practice by Tuesday.
In 2015 P. Gardner joined the Women's Football Alliance (WFA) as a running back for the Pacific Warriors. She rushed for over 1000 yards and was WFA's American conference MVP.
In 2016 she led the league in rushing yards, received team MVP and made the All-star team.
In 2017 rushing for over 1,600 yards and scoring 32 TDs, the WFA for a 2nd year named Gardner offensive player of the year.
In 2018 she finished once again as the American conference MVP, rushed for over 5,000 yards in 4 years and was inducted into the Women's football Hall of Fame.
In 2019 Gardner decided to try her talents in rugby playing 15s. She joined USA rugby with D1 Belmont Shore Land Sharks. She finished the season as backs MVP; her team won their conference and went on to Nationals.
Proven to be a force in women's football, Priscilla Gardner has dominated since the day she put on her cleats and stepped on the field.
In short,
she gets the job done…
Name: Priscilla Gardner
Hometown: Alhambra, CA
School: Concordia University, Irvine
Position: Running Back
Years Exp: 11
Facebook: Priscilla Gardner
Instagram: @pgardner_43
Sydney Villareal
-Short Bio:
My football journey began when I was just 7 years old with my parents trying to find different avenues of keeping me active. I started off playing flag football but didn't quiet grasp the love for the sport. Throughout the course of my life I played multiple sports from volleyball, softball to track and football unable to stick to just one sport. My passion, purpose, and ambitions for football started with my first year of tackle football. I started my first season with the LA Warriors as a DB/WR where I had earned my first tackles to my first adrenaline filled touchdown. I transitioned to a new team for my second season playing for the LA Bobcats. Coach had seen things in me that I didn't see in myself and decided to switch my position from a WR to a RB. I was a bit uncomfortable and went threw many obstacles and challenges being in a new position I hardly knew. At times my team didn't fully support my position and I was making many mistakes. Overall, I knew I was learning, progressing and I wasn't going to let it stop me from overcoming all adversities. Being out on the field I feel free with a great sense of purpose knowing that I'm making a difference and being a part of something much bigger than myself. I want to pave the way for generations to come as others have paved it for me.
Santia Deck
Malissa Miles
It is with great pleasure that I welcome you to the Women's Football League Association Owner's Club.
As an owner to one of the many amazing teams in this league, I would like to personally commend you for being a pioneer in the advancement of women's professional sports. As you may know, this league was developed with a mission to achieve equal pay for women in sports, and to create a viable professional opportunity for women's football. While we have a long road ahead of us, we have already made great strides toward this goal. Without contributions from owners such as yourself, this league would not be possible, and I thank you for joining us in this mission.
As the commissioner, I take on the responsibility of developing a successful and lucrative business environment for all owners. My commitment to you is that I will do everything in my power to make sure that we are always pushing forward with this objective at the top of mind.
In order to do so, I will support each team owner to the fullest extent possible. For me, this begins with effective and efficient communication. Please know that I have an open door policy with all owners. Should you have any questions or concerns, do not hesitate to reach out to me directly for clarification.
In addition, my primary focus will be on creating a competitive balance across the league. This means fair opportunities for all owners, regardless of the market in which your team is located. While there will always be challenges in this area, I will work with all of you to achieve fair business practices that takes into account the potential challenges that may arise for each team owner.
I want to thank you again for putting your trust in the league and for joining us in this exciting endeavor of creating HERSTORY! Please let me know if you have any questions, and welcome to the club.
Brandon Shelby, Commissioner
Women's Football League Association
info@wflafootball.com
© 2020 Women's Football League Association


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Laney Constructions is committed to delivering projects of quality in a timely manner & within budget expectations. We will continually strive to meet the needs of every project through close working with our staff & sub-contractors alike.
Laney Constructions P/L believes successful teamwork brings a successful outcome to any building project.


text:
Q: Identifying a subclass given a pointer to its base class? Suppose that I have an abstract base class Parent and subclasses Child1 and Child2. If I have a function that takes a Parent*, is there a way (perhaps with RTTI?) to determine at runtime whether it's a Child1* or a Child2* that the function actually received?
My experience with RTTI here, so far, has been that when foo is a Parent*, typeid(foo) returns typeid(Parent*) regardless of the child class that foo's a member of.

A: You need to look at the typeid of the dereferenced pointer, not the pointer itself; I.e., typeid(*foo), not typeid(foo). Asking about the dereferenced pointer will get you the dynamic type; asking about the pointer itself will just get you the static type, as you observe.

A: You can use std::dynamic_cast for this.
Parent* ptr = new Child1();
if(dynamic_cast<Child1*>(ptr) != nullptr) {
    // ptr is object of Child1 class
} else if(dynamic_cast<Child2*>(ptr) != nullptr) {
    // ptr is object of Child2 class
}

Also if you are using smart pointers, like std::shared_ptr, you can check it like this:
std::shared_ptr<Parent> ptr(new Child1());
if(std::dynamic_pointer_cast<Child1>(ptr) != nullptr) {
    // ptr is object of Child1 class
} else if(std::dynamic_pointer_cast<Child2>(ptr) != nullptr) {
    // ptr is object of Child2 class
}

A: Sure:
BaseClass *bptr = // whatever, pointer to base class
SubclassOne *safe_ptr_one = dynamic_cast<SubclassOne *>(bptr);
if (safe_ptr_one != nullptr) {
    // Instance of SubclassOne
} else {
    // not an instance of SubclassOne, try the other one
    SubclassTwo *safe_ptr_two = dynamic_cast<SubclassTwo *>(bptr);
    if (safe_ptr_two != nullptr) {
        // Instance of SubclassTwo
    } else {
        // it wasn't either one :'(
    }
}


Every child's need are met with composition and support in a nurturing , fun and engaging environment where every child can learn without fear or pressure and at the same time produce results.Our prime focus is to understand each child for what they are and to assist them to overcome their limitations.
Learning is only possible if every child gets required individual attention and provided with world class facilities. The individual attention and need based mentoring makes OPS a different school.