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Susan Goebel and Bringing Drugs to Market
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It takes the right combination of bioscience knowledge, marketing intelligence, lead generation strategies, operational insight, product R&D expertise, and personal drive to fuel the business development of any life science firm. For almost 2 decades, Susan Goebel has been leveraging these core trails to deliver multi-million-dollar revenue generating initiatives with global reach. Now Susan has turned her focus to supporting others in their ventures into bioscience businesses. From helping doctors bring new medical solutions to market, to connecting investors and inventors, Susan helps shape the future of health, wellness and bioscience.
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Intro: Hey, everybody. Welcome to episode 127 of How I Built It, the last episode of season six. I am so excited to talk to Susan Goebel today. Now, she is very different from the people I've talked to so far. She is a BioScience coach and expert. She has information on marketing intelligence, and she works with prescription drug companies to bring their new drugs to market. She has experience in the full stack from doing the lab work all the way up to lobbying governments and everything in between. I thought this was such an interesting conversation. While it doesn't directly relate to small businesses, there is a lot of stuff to take away from this conversation. I could have kept talking to Susan for hours, I find this super interesting, and I hope you will too. So as we wrap up Season 6 and go into a short break, I hope you like this episode with Susan Goebel, which we'll get to in a minute after a word from our sponsors.
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Joe Casabona: Hey, everybody. Welcome to another episode of How I Built It, the podcast that asks, "How did you build that?" Today my guest is Susan Goebel, a 20-year veteran bringing products to markets around the world and an expert in BioScience business development. Now she's a consultant and coach in the BioScience field, and I'm excited to talk to her today about what it's like to bring products at that scale to millions of people. Susan, how are you today?
Susan Goebel: I am good, Joe. I'm excited to be here as well. A lot of people don't understand the process of what it takes to bring that product to market, and I got to say, when you're sitting there at the dinner table, and you're watching the news and people are going "Look at this great thing that this scientist made," in my head I'm thinking "That's a good 10 years away." So, let's learn about this.
Joe: That's fantastic. I'm excited to talk about that because I've gotten a little bit of insight. My father in law is in the R&D field for a large pharmaceutical company, so he's told me what the process is like. But why don't we start with a little bit about who you are, and what you do?
Susan: Great. OK, so 20 years and I have had the pleasure and the privilege, I would say, of spanning a whole bunch of different areas within my career. I started out as a scientist bench top level, and then I moved from there to project management, and from there running divisions, co-founded a company– It's been everything from lobbying to full commercialization successes, as well as failures. You've got to remember and celebrate those just about as much as the wins, and doing it across multiple regions around the world.
Joe: Wow. You have basically run the gamut. You started off on the front lines on the ground level as a scientist, and then you went up to lobbying. I am excited to hear about a lot of that stuff. Today you are leveraging your background and your experience to help other people bring new medical solutions to market, is that right?
Susan: That is right. There are a lot of people, whether they be doctors or veterinarians, who have the experience in clinic to go "I'm seeing a lot of whatever the problem is, and I think I have the best solution possible to help the health of my patient and give them the best quality of life. But I'm an MD or I'm a DVM, I don't know what it takes to take my product and make it a success." That's where I come in.
Joe: Nice. That's fantastic. I think that's an important aspect. You've got the implementer or the person who is creating this product, but as a developer myself, I always find that there's a disconnect between me creating the product and then me being able to bring it to the right audience, which can be difficult, especially when you're so close to the product.
Susan: Joe, you are absolutely right. We get so emotionally invested. I've had a couple of my clients, and they call it their babies. It's not the four-legged furry kind, they're not the two-legged kind, but these ideas because they really– They come from the heart. A great example of this is that I had a colleague who is developing a unique product. Smart guy out at the University of British Columbia, and he and his wife– The wife is a pediatrician, and she was encountering a number of kids whose kidneys were shutting down because of a bacterial infection. She was lamenting one day about the life these poor kids have, and how in some cases it's a very painful death, and "What can we do about this?" The husband went out the next day, and he goes for a run, and on the run, he has this "A-ha" moment. The bacteria that that's causing all this doesn't even come in humans. It comes from cattle. So, "Why don't we create a product to treat it in the cow? Then we don't ever have to get to the human side of things, and those kids can be safe."
Joe: Wow, that's incredible. As close as I can be to the web applications that I create, I imagine that the people who are coming up with life-saving technology or breakthroughs are a lot closer. Why don't we talk a little bit about your process? You've had the experience of working in the lab and of talking to the people and the government organizations that you need to talk to get this to market, and now you're consulting with people through this process. What does that process look like? If I came to you with an idea today, to say, "I've got this great idea that's going to be huge in the medical field."
Susan: Great question, Joe. That's awesome, because if you came in and you said "I've got a problem that I think I have a solution to," the first question I'm going to have to ask is "Have you protected your idea? Have you patented it? Is it any copyright, patent, industrial design? There's a whole bunch of things that we need to do." Or in the case of say Coca-Cola, which everybody's usually familiar with, "Do we just keep it a trade secret because patenting can be expensive?" So there's some thought process that needs to go into that and plan around that, and once you've gone past that stage, you've usually got an idea of the competitive market and where your product fits. Once you know that then we can go on to go, "OK. If I have a solution to a specific problem and this problem I know I can solve, I know that there might be one or two competitors out there, but I believe that I have a better mousetrap. Then let's see if I can develop it." Now, that can be a whole lengthy process in and of itself. Then "Let's see if I can develop it, can I manufacture it at a larger scale? What are the regulatory compliance issues I'm going to have, and what country am I going to go into?" Because that's different depending on the country that you want. As an example, Australia is an island, and so it's very protective about what it brings into its country. You not only have to go through the regular regulatory approval processes, like in the US it would be FDA for example, or in Australia, you'd have to do the equivalent of the FDA plus an import security process as well.
Joe: Gotcha. Wow.
Susan: All of that to say that sometimes, in the case of the doctor that I told you about and the pediatrician, ten years had passed by the time it got approved, and the marketplace had shifted, and all of a sudden you no longer have a place to put your product.
Joe: Wow. My father gave me a little bit of insight to this, but we talk about how expensive medical stuff can be. Stuff is, of course, the scientific term here. But ten years getting patents which are expensive, developing it, which is expensive, manufacturing and going through the government approval processes is expensive, and then by the time, it gets to market there's not even– There's nothing to do with it. So, what happens in that case? Once it's to market you can't do anything with it, what do you do? Do you still have your patent, or is it just back to the drawing board?
Susan: That's a great question. Unfortunately then the patent, by that point in time which has, depending on how you calculate it a 17 year or 21-year lifespan, is already half gone. In some cases, you can try when you have patents and experience to license it to somebody else, but you don't have a lot of patent life left. If the market doesn't want it, unfortunately, it's not going to be a product that is going to be viable commercially. So, you have to go back to the drawing board. You have to work with whatever the evolution has become. I would say that for anybody listening to this, if they're spending the time to put that thought process in up front, that you also have to make sure you're keeping in touch with the market and how the shifts and the changes are going so you know whether or not you need to make a shift or change yourself in the strategy. Don't get too married to the strategy.
Joe: Yeah. That makes a lot of sense. This audience traditionally is people who work on the web, or smaller scale physical products. We always talk about, "Make sure to put out as fast as possible that the minimum viable product." It's just simply not feasible in this case. So, is there things that you can do in your research process to maybe soften that blow or make sure what you are bringing to market will be accepted by the general population, or we'll have a fit somewhere?
Susan: There are things that you can do, and I would say the fun part is that in real estate, they talk about "Location, location, location." So in planning and in pharma, I would say it's "Planning, planning, planning." You need to put that thought process in upfront first, because if you're going to go down a pathway where in 100 drugs, for instance, that may come to market, one will make it all the way through, and it's not a minimum viable product. You have to have full formulas and expectations, whatever you're doing in the trials with people, you're doing exactly that when the product is fully approved. There is no minimum viable product when it comes to pharma. It's an entirely different beast for that. If you don't know what the various steps are and the processes are from a regulatory perspective, and you haven't dotted your I's and crossed your T's or even know what those are. That's a problem. So step one, plan. Because you may find that there's something in that pathway that is a hurdle you can't overcome.
Joe: Yeah, wow. Let's back up a little bit, because again, what you're saying– I've heard a little bit about from my father in law. But if we're talking specifically about pharmaceuticals, there's a whole long process. There's the patent and the idea, and then there's the trials, and the double-blind study, and the– What's the path for a drug to make it to market?
Susan: Let's take the example of the evening news. You see the evening news, the evening news goes into a University usually in a setting and says, "Here's this researcher that's come up with this great idea." OK. In order to get to that great idea, there's probably been years of research alone, maybe five years of research. OK, so now we say that the scientist has the actual plan in place and they've got, say, a small molecule that they want to bring to market that's going to target a very specific disease. OK, so now they're going to need deep pockets because the total process from a dollar perspective to bring a new drug to market, it can be upwards of– I mean a "B" when I say this, a billion dollars.
Joe: Wow.
Susan: Now, there are ways to make that not a billion dollars, but it's still going to be several hundred million dollars in order to bring that new product to market. That's a lot of money. So next phase, go get some investing. You're going to need people to come in and help you because it's a long process. Let's assume that you've gone in next and you've done a trial, proof of concept. Small animal molecule in beakers, labs, whatever that needs to be depending on the planning stages that you've done. OK, so that's probably taken you another year. Now you've got proof of concept, and if you've made it past that stage, I want you to give yourself a really big pat on the back because at this point half the products have failed out of those 100.
Joe: Yeah.
Susan: Now, you've done that, assuming you still have funds available you can go into the second phase. But now you need– Any product that goes in really has to be your final formulation. Now you also have to be able to test all of the raw materials, and you have to be able to test the final product, even something as simple– This was a big eye-opener for me when I went into the manufacturing side, the water that gets used. You can't go out and use the tap water, and you have to have water that meets very special requirements. Rooms that air is extremely clean. It's all about protecting the product so you can protect the person or the animal, wherever that's going. OK, so let's say you make it through phase two. You've got all your I's dotted, and all your T's have been crossed, now you have to go into phase three. Phase three usually is your final licensing, and depending on what your indication is, now you're looking at another two to three years to finish the trial because you've got to recruit the patients and you've got to recruit the physicians, the clinicians, the veterinarians, whatever it winds up being. Probably at this point, you're down to about 20% that have actually made it through, so those 100 that you saw on the evening news, 20 have now made it this far. Now you're getting another three years, now you have to go another year before the data comes in, and let's say that's all you needed before you submit to the regulatory agencies. Depending on the agency itself, once you submit the document, the clock starts ticking. Different agencies, different timeframes. In some cases it could be six months, once upon a time in some countries, it was three years before you'll get an approval. If they ask a question, then the clock starts over once you submit your answer. All of this time, so you've got a window there where you're not even doing anything. That's where you want to start your marketing. You want to start your commercialization processes, your lobbying. You get your payments plans, your insurance companies, all these stakeholders onside and make sure it works. Then the day comes where you get your final "Yes" or "No" from the regulatory agency, and that's where it's usually one or two out of the 100 that make it that far.
Susan: I'm exhausted already, and now I've got to go out, and I've got to sell it.
Joe: So we're talking about ten years, maybe 10-12 years from research to market depending on how long it takes for the regulatory agency to come back, assuming they have no additional questions.
Susan: I've never seen that happen, by the way.
Joe: I'd imagine they probably come back with several questions. I had questions on my first trademark, and that's like generally benign. So I imagine that they are probably a lot more stringent. You said maybe one to two of those initial 100 drugs or products come to market, so the evening news here, they hear a story and they want to report it. This is a little bit tangential, but what we're seeing on the news, they're making it seem like it's so close, but it's a decade away.
Susan: In a lot of cases, that's true. Now you will see things on the news that talk about pharma products where they've finished the phase three trial, and that's when they're talking about it. It depends when the news report comes out, are they talking about the basic research at the University? Or are they talking about the final product and the clinical trial results and all the great news pieces that have already taken place? When you hear it on the news, you need to put some thought into "Where is it in the process? Is it right at the beginning, or is it close to the end?" I would add, having spanned both the human health world and the animal health world, that they are different again. Because recruitment in human trials takes a lot more time, whereas if you wanted to develop a product for a herd of cattle or dairy cows or something to treat some disease there, recruitment of the herd is usually more up to one or two stakeholders as opposed to each individual cow having an opinion.
Joe: Right. That makes sense. What does that look like, when you're about ready to enter a trial? Is it you talk to doctors, and then they look for patients that fit and ask their patients?
Susan: Yes. Now, that's a very general process. There's ethics boards, and approvals, and regulators that all have stakeholders and involvement to make sure that anything that goes into people is as safe as it possibly can be, and has had as much smart minds around the table to ensure that the thought process has gone into it. There's no more accidental thalidomide or anything like that coming out.
Joe: Gotcha. That makes sense. Are things–? Maybe this is too specific of a question, but I'm just generally interested. Is the general mental health of the patient, like if they are too emotional, like "I'll do anything to help cure this disease," is that taken into consideration? Or does the doctor usually vet that before he presents an option to the patient?
Susan: That's a great question, Joe. Not a lot of people ask that, so kudos to you.
Joe: Thanks.
Susan: It's up to the physician who they enroll, but they are given a list of criteria. "Here's the specifications, if the patient is this or has this, go ahead and talk to them about it. If they have this or that, then you need to exclude them."
Joe: Gotcha. Again, that makes a lot of sense. We got a pretty high-level overview, and maybe we got into some pretty good specifics here of the process of bringing a product to market. I haven't asked the title question yet, which is, "How did you build it?" But I feel like we're talking in this nebulous space where we're talking in the abstract, and I do want to ask you about the lobbying side of things because this is– I'm in America, and we hear all sorts of things, mostly negative, about lobbyists. It's a very interesting process to me. So, could you unpack that a little bit? Like, what does that look like?
Susan: Sure. I'll take a step back, Joe, if I could. Just to the manufacturing side, just for a moment.
Susan: Whether you're doing a drug or a biologic or a device, and those are very much three key terms in the industry, because they have three different processes that are involved in them. It takes specialized experts in order to do each of those. If you're doing a drug or you're doing a sterile device, or you're doing something that needs fermentation capacity, each one of these is done very differently, and that's only a handful of a myriad of different ways to bring products to market. So it's a little tougher to say it's one or the other, I had worked on a project once where it was plastics manufacturing, and then you're embedding the drug directly into the plastic. That's an entirely different process again, because now you've got molds and dyes and casts, and you're doing an embedding and extruding and all of these sorts of processes. It has nothing to do with the fermentation or growing anything that makes it secrete, or whatever. Or collections and harvesting, which is very much a biologics process.
Joe: Right.
Susan: I know we didn't get very much into that little nitty-gritty detail, but there's certainly lots that can be done and talked about from that perspective. I had to go to your lobbying question, a very similar thought process, and I'm sure that you and I are not alone. "Lobbyists. I don't know, are they good, or are they bad? Politicians, are they good, or are they bad? I don't know." But it was an eye-opening experience going in and being a registered lobbyist for a while. To the amount of effort that these individuals who are the politicians do take, and the care, and how hard they work. I could not imagine doing their job at all. I would not want it. We were up, and we would go to the Hill for days at a time, so you're literally going to 15-minute power meetings, and you've got at least 10 of them booked in a day because we didn't live in the same town as the Hill was. So you've literally got these 15 minute– Assuming that nothing chaotic had gone on. Overnight one night when we went up to lobby there was the opposition party, and the opposition party had decided that it wanted to throw something as a matter of parliamentary procedure in place. All of a sudden, your meetings are all gone because now the politicians are very much involved in the bureaucracy, and the in-fight, and the "What's this little piece mean? How does our party feel about it?" And you're like, "But I really would like to save some kids." They're like, "We know. So we're going to do our best to try and walk with us." There's this building over here, and that building over there, so you get these little 15 minute snippets as you're going from this place to that place, and you've got to get your elevator pitch down properly and be able to address the questions and develop the key messages. Even though you're talking directly into the politician, it's not likely the politician that you're going to be continuing to develop the relationship with, and it's usually their chief of staff or someone else. So at the end of the day we had a product that after five long years of lobbying, we were lobbying on one side and we had another party that was lobbying on the other side, and that association had a much stronger lobby than ours did, so they won and we didn't get the funding.
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Joe: This is a very tumultuous process that could basically fail at any moment. You said it, 98% if we're looking at 100 of these products, 98% are not going to make it to the market because of something. So, let's then talk about something that has made it to the market. It's gone through the research, the trials, the investments, the lobbying. It's now on the market. What are the steps once a medical product is approved, and you can bring it to market?
Susan: If you're in the veterinary field, that's pretty much it. Now you need to go out, and you need to sell it. You need to sell it to the associations, and you need to understand the distribution channel. You need to get your message out there, and usually you're using your– I've heard the different terms "Alpha marketers," or "Key opinion leaders," "Early adopters," these sorts of people in order to make that a success. On the human side of things, it can be a little more complicated because now you have insurance companies involved. Are they going to go through another approval process? Is the government going to pay, is the insurance going to pay? How do you determine if you're selling the drug–? This is always a fun one if you're selling the drug in more than one jurisdiction you need to make sure that you're following all the rules and you're not giving favoritism to one jurisdiction over the other, because there are certain rules against doing that. Which is part of where the third world countries, they have so much trouble in paying for the cost of the drugs, because there are these strange barriers and rules that companies don't want to work around. They want to comply, but they also want to be able to save lives.
Joe: So for example, you can't sell a drug in the United States for a $1,000 but in third world countries it's $100 dollars or something like that. Because it's more cost affordable, or–?
Susan: Not unless there's some special arrangement, that would be government lobbying, that would get that done. Special funding, so if you had assistance with the Bill and Melinda Gates Foundation as an example, they do a lot of stuff in third world countries with access to drugs and whatnot. Lobbyists are not all bad. Depending on the skill set, you've got to try your hardest in order to make a positive impact in the world. I was talking to a group of people one day, and they were heading over to the United Nations to talk about anti-microbial resistance because there were certain things that some countries were doing that other countries were not, and they wanted it all to be as harmonized as possible. Which is a very long process, trying to get countries to agree, let alone getting politicians within one country to agree. It's a fascinating process in and of itself, and it's certainly not straightforward. It's not like– I'm launching a digital product called the BioScience Boardroom, and in this product, it's a mastermind group. I don't have to go through a lot of regulatory processes, it's about bringing this knowledge and expertise to people who want to understand the process have an idea of something they've discovered that fits their clinical application and solves a problem, but "What do they do with it?"
Joe: Yeah, absolutely. Let's talk about that a little bit because we are mostly digital builders here in the How I Built It community. Do you know the platform that you're using for your digital product? Do you know any of the– Are you using WordPress or Wix, or are you using teachable or anything like that? This was not prepared, by the way. This is off the cuff. So if you do not know the answer to this, I wouldn't expect you to.
Susan: In preparing some of this I honestly think I'd rather go back to splicing DNA, it'd be a heck of a lot simpler than what you guys do, honestly. ClickFunnels is what I'm using. I do have a website that's powered by Wix because I started out with the free version and thought "That's easy enough to do," and I had tried WordPress in the past and I was not very good at it. It took me a day where it probably would have taken somebody who understood the terminology like five minutes to do something simple. So it's been a longer process than what I wanted, but I've got these clients that have this problem and when I talk to the business development experts and the people who are the angel investors for them they go, "We get these people, and they come in, and they want to pitch us their product, but they're not ready. They haven't put the thought into it." OK, so now we have a blue ocean. I have a skill set that I can fit to allow that understanding of this process if I can provide a digital product, a place for them to go and get this information, then I can do my part as a business expert in this field and in this area to move it along. Now you're doing the interviews, and the building of the site, and drafting the text, and doing the beta testing, and oh my goodness I really would rather bring a drug to market.
Joe: I am a little bit glad to hear that as a web developer myself because clearly, you are much smarter than I am, but I'm glad that I have a skill set that that is valuable. That sounds super interesting, so I'll be sure to link that in the show notes, and we'll get to where people can find you in a bit. But I do want to ask you, wrapping up as we've covered a lot of ground in about 25 minutes. But then we talked a little bit about what you do and how you did it, what are your plans for the future? Are you going all in on the BioScience Boardroom or are you going to continue to be boots on the ground for people bringing medical products to market?
Susan: That's a great question, Joe. I would love– My goal frankly with the BioScience Boardroom, if I could, I would love to help 10,000 BioScience wannabes or entrepreneurs and inventors to be able to have that understanding of "This is what it takes to get from concept to commercialization." That would be my ideal golden scenario, and I'm going to work hard to do that this year. Out of that though, just like the 100 only became one, probably only 1,000 of those would ever go on to do anything, and I'd respect that. Even out of that 1,000, if I could help 100 of them to work a little more closely with me like I do with my current products, my current clients, to help their products get to market. Or be and out-license or joint venture or whatever it is that needs, to be able to positively contribute to animal and human health, I would love to do that. So, I'm going to do both. I'm going to do the BioScience Boardroom which is a lot of bringing experts and the inventors together, as well as continuing with my current clients and bringing their products to market to make sure that we can positively get people back to health as much as we can, as well as animals.
Joe: Yeah. That's fantastic. I like the sound of that. So, I'm going to ask you my favorite question now, which is, do you have any trade secrets for us?
Susan: Hmm, trade secrets. Oh, my goodness. Don't tell anyone, are you ready?
Joe: I'm ready.
Susan: OK. There is a lot of really good free stuff out there on the web. Use that first to do the planning.
Joe: Awesome. That is a great piece of advice. There's a lot of really good free stuff on the web.
Susan: Hey, Joe.
Joe: Yeah?
Susan: Shall we tell your listeners that that's true for any product they want to bring to market?
Joe: I think we should. That's true for anything. Look for the free stuff, and then you know what you need to pay for.
Susan: Exactly, and do the planning. Do the planning and know your competitive marketplace. Know where you fit and know where your niche is, know who your customers and your avatars are going to be.
Joe: "Know who your customers and your avatars are going to be." I think that's also a great piece of advice because a lot of– I don't want to generalize the folks in my field, so I'll speak specifically about myself. I know other people feel the same way, is I always took a very Field of Dreams approach to marketing, "I'm going to build something good, and then people will come." But that's just simply not the case anymore, you need to understand who you're talking to and you need to talk to those people because those people want to know that you understand them.
Susan: Exactly. Great advice. Did you hear that everyone? Great advice.
Joe: Thank you. You said, "Hmm, trade secrets." I think I'm going to start adding a ding when people say that in post-production because that's like my favorite part of the show. Where people go "Trade secret." I want to make a compilation of that. So thank you, I didn't tell you to do that, but I'm sure glad you did. Susan Goebel, thanks so much for joining me today. Where can people find you?
Susan: Joe, thank you. It has been a pleasure. You are just a lot of fun to be around. You guys can come over to the website, and we'll put the link for it into the show notes if that's OK.
Joe: Absolutely. For our listeners, I think I want to make sure it's SusanGoebel.ca/HowIBuiltIt is the URL I have? Of course, it will be in our show notes over at HowIBuilt.it as well. Susan, thanks so much for joining me today. I appreciate you taking the time.
Susan: Thank you so much, Joe. I appreciate that.
Outro: I want to thank Susan again for joining me on this last episode of Season 6. Again I super-duper, I don't know if you could tell during the interview, but I enjoyed it. I love hearing about the process. We talked a bit about how she built her marketing website, and some of the tools she's using there. Then her trade secret is something really important for everybody, that I think that everybody can take away from that, which is knowing your customers and your avatars. Create a customer avatar. In development, we call them "User stories." "Who is the perfect person, the one person you're talking to?" I think that's important. So my question of the week for you is, "What is one customer avatar that you want to create?" Let me know by e-mailing me Joe@HowIBuilt.it or on Twitter @jcasabona. I want to thank my sponsors for this week, and those sponsors are Soshace, Plesk, and Pantheon. In particular, I want to thank Plesk and Pantheon because they sponsored the entire season, and so all of my sponsors make this show possible. But the backing that Plesk and Pantheon gave me helped me take this show to the next level by hiring a new editor and a new transcriber and do things well. So, I hope to continue to grow this show for next season, season 7. We're going to take a few weeks off, a little bit of a break. I might release one or two bonus episodes in that time, but you can look for season seven to launch at the beginning of July. If you liked this episode, feel free to share it with a friend or family member, and until next season get out there and build something.


text:
Q: MPAndroidChart how to make curved charts? I am using the MPAndroidChart to make a graph of the sun movements and marking different points during the day. At this moment it looks like this:
When I change it to dataSet.setMode(LineDataSet.Mode.CUBIC_BEZIER);
It doesnt make it look curved just weird:

A really small change at the top. And when I do dataSet.setMode(LineDataSet.Mode.HORIZONTAL_BEZIER);
It also has this weird loopy effect.
What am I doing wrong, are the points on my graph wrong?
I would like to get this type of effect:

Please help, thanks
EDIT
Here is the code I used
public class TestingZone extends Activity {

DocumentView documentView;
TextView textView;
ComplexZmanimCalendar czc;

@Override
protected void onCreate(Bundle savedInstanceState) {
    super.onCreate(savedInstanceState);
    setContentView(R.layout.testingzone);

    czc = DataVariables.getInstance().getCzc();
//        czc.getCalendar().set(2017, Calendar.JUNE, 21);
        czc.getCalendar().set(2017, Calendar.DECEMBER, 21);

    float alosX = getXPosition(czc.getAlos16Point1Degrees());
    float alosY = getYPosition(czc.getAlos16Point1Degrees());

    float zmanTallisAndTefillinX = getXPosition(czc.getMisheyakir10Point2Degrees());
    float zmanTallisAndTefillinY = getYPosition(czc.getMisheyakir10Point2Degrees());

    float netzHaChamaX = getXPosition(czc.getSunrise());
    float netzHaChamaY = getYPosition(czc.getSunrise());

    float sofZmanShemahMagenAvrahamX = getXPosition(czc.getSofZmanShmaMGA16Point1Degrees());
    float sofZmanShemahMagenAvrahamY = getYPosition(czc.getSofZmanShmaMGA16Point1Degrees());

    float sofZmanShemahGraX = getXPosition(czc.getSofZmanShmaGRA());
    float sofZmanShemahGraY = getYPosition(czc.getSofZmanShmaGRA());

    float sofZmanTefillaX = getXPosition(czc.getSofZmanTfilaGRA());
    float sofZmanTefillaY = getYPosition(czc.getSofZmanTfilaGRA());

    float chatzosX = getXPosition(czc.getChatzos());
    float chatzosY = getYPosition(czc.getChatzos());

    float minchaGedolaX = getXPosition(czc.getMinchaGedola());
    float minchaGedolaY = getYPosition(czc.getMinchaGedola());

    float plagHaMinchaX = getXPosition(czc.getPlagHamincha());
    float plagHaMinchaY = getYPosition(czc.getPlagHamincha());

    float shkiahX = getXPosition(czc.getSunset());
    float shkiahY = getYPosition(czc.getSunset());

    float tzesHakochavimX = getXPosition(czc.getTzais());
    float tzesHakochavimY = getYPosition(czc.getTzais());

    LineChart chart = (LineChart) findViewById(R.id.chart);

    List<Entry> entries = new ArrayList<Entry>();

    entries.add(new Entry(alosX, alosY));
    entries.add(new Entry(zmanTallisAndTefillinX, zmanTallisAndTefillinY));
    entries.add(new Entry(netzHaChamaX, netzHaChamaY));
    entries.add(new Entry(sofZmanShemahMagenAvrahamX, sofZmanShemahMagenAvrahamY));
    entries.add(new Entry(sofZmanShemahGraX, sofZmanShemahGraY));
    entries.add(new Entry(sofZmanTefillaX, sofZmanTefillaY));
    entries.add(new Entry(chatzosX, chatzosY));
    entries.add(new Entry(minchaGedolaX, minchaGedolaY));
    entries.add(new Entry(plagHaMinchaX, plagHaMinchaY));
    entries.add(new Entry(shkiahX, shkiahY));
    entries.add(new Entry(tzesHakochavimX, tzesHakochavimY));

    Log.d("alos", "` "+ " X: " +alosX + " Y: " + alosY);
    Log.d("zmanTallisAndTefillin", "` "+ " X: " +zmanTallisAndTefillinX + " Y: " + zmanTallisAndTefillinY);
    Log.d("netzHaChama", "` "+ " X: " +netzHaChamaX + " Y: " + netzHaChamaY);
    Log.d("sofZmanShemahMagenAvrah", "` "+ " X: " +sofZmanShemahMagenAvrahamX + " Y: " + sofZmanShemahMagenAvrahamY);
    Log.d("sofZmanShemahGra", "` "+ " X: " +sofZmanShemahGraX + " Y: " + sofZmanShemahGraY);
    Log.d("sofZmanTefilla", "` "+ " X: " +sofZmanTefillaX + " Y: " + sofZmanTefillaY);
    Log.d("chatzos", "` "+ " X: " +chatzosX + " Y: " + chatzosY);
    Log.d("minchaGedola", "` "+ " X: " +minchaGedolaX + " Y: " + minchaGedolaY);
    Log.d("plagHaMincha", "` "+ " X: " +plagHaMinchaX + " Y: " + plagHaMinchaY);
    Log.d("shkiah", "` "+ " X: " +shkiahX + " Y: " + shkiahY);
    Log.d("tzesHakochavim", "` "+ " X: " +tzesHakochavimX + " Y: " + tzesHakochavimY);

    LineDataSet dataSet = new LineDataSet(entries, "Label");

    dataSet.setColor(Color.BLUE);
    dataSet.setCircleColor(Color.BLACK);
    dataSet.setCircleRadius(10f);
    dataSet.setLineWidth(5f);
    dataSet.setDrawValues(false);
    dataSet.setMode(LineDataSet.Mode.HORIZONTAL_BEZIER);
    dataSet.setCubicIntensity(.2f);

    LineData lineData = new LineData(dataSet);

    chart.setData(lineData);
//        chart.getXAxis().setDrawGridLines(false);
//        chart.getXAxis().setEnabled(false);

//        chart.getAxisLeft().setDrawGridLines(false);
//        chart.getAxisLeft( ).setEnabled(false);
//        chart.getAxisRight().setDrawGridLines(false);
//        chart.getAxisRight().setEnabled(false);

    chart.setDragEnabled(false);
    chart.setScaleEnabled(false);
    chart.setScaleXEnabled(false);
    chart.setScaleYEnabled(false);
    chart.setPinchZoom(false);
    chart.setDoubleTapToZoomEnabled(false);
    chart.setDragDecelerationEnabled(false);

    chart.getAxisLeft().setInverted(true);
//        chart.setBackgroundColor(Color.TRANSPARENT);
//        chart.getAxisLeft().setDrawLabels(false);
//        chart.getAxisRight().setDrawLabels(false);
//        chart.getXAxis().setDrawLabels(false);
//        chart.getLegend().setEnabled(false);
//        chart.getDescription().setEnabled(false);

    chart.invalidate(); // refresh
}

public float getTime(Date dateTime) {

    float hours = dateTime.getHours();
    float minutes = dateTime.getMinutes() / 60.0f;
    float time = hours + minutes;
    return time;
}

public float getXPosition(Date dateTime) {

    float time = getTime(dateTime) + 0.0f;
    float chatzosTime = getTime(czc.getChatzos()) + 0.0f;
    float xPosition = 0.0f;
    float percentageX = 0.0f;

    Log.d("X hours: ", "" + time);

    Log.d("X Chatzos", "" + chatzosTime);

//        if (time <= chatzosTime) {
//            Log.d("Before", "Chatzos");
//            percentageX = time / chatzosTime + 0.0f;
//            xPosition = percentageX * (lineImage.getWidth()/2) + 0.0f;
//        }else{
//            Log.d("After", "Chatzos");
//            percentageX = time / 24.0f - chatzosTime;
//            xPosition = (percentageX * (lineImage.getWidth()/2.0f)) + (lineImage.getWidth()/2);
//
//        }

    percentageX = time / 24f + 0.0f;

    xPosition = percentageX * 1000 + 0.0f;
    xPosition = (int) xPosition;
    Log.d("X Percentage", "" + percentageX);
    Log.d("X Position", "" + xPosition);

    return xPosition;

}

public float getYPosition(Date dateTime) {

    float time = getTime(dateTime);
    float chatzosTime = getTime(czc.getChatzos());

    float differeceInTime = chatzosTime - time; //reverse order from 0-12 (top down) if >1pm
    Log.d("Y hours: ", "" + time);

    Log.d("Y Chatzos", "" + chatzosTime);

    if (time >= chatzosTime) {
        time %= chatzosTime;
        differeceInTime = time + 0.0f;
    }

    float percentageY = differeceInTime / 12 + 0.0f;

    float yPosition = percentageY  * 1000 + 0.0f;
    yPosition = (int) yPosition;

    return yPosition;
}

redpajama_set_name: RedPajamaStackExchange


Updated home with split floor plan on 1 acre lot 5 minutes from Wagon Wheel for easy access to I49. Vaulted ceiling in spacious living area with gas fireplace, beautiful wood look tile, great kitchen with newer upgraded stainless appliances, great counter & cabinet space plus pantry. All bedrooms are good sized, spacious garage & storage shed/shop with electric, work bench & loft storage. Relax on your front or back covered porches & enjoy the scenic view. Newer roof, balance of home warranty to convey.


text:
Inspirational Woman Interview: Emily Kramer-Golinkoff
Emily Kramer-Golinkoff is a 32-year-old with advanced stage Cystic Fibrosis and the Co-Founder of Emily's Entourage, a 501(c)3 that accelerates research for new treatments and a cure for Cystic Fibrosis, nationally recognized patient advocate and speaker. Since 2011, Emily's Entourage has raised over $2.5 million and led worldwide efforts to fast-track research and drug development on nonsense Cystic Fibrosis mutations like Emily's. Named a White House Precision Medicine "Champion of Change," Emily has given talks at The White House, TEDx, University of Pennsylvania's Annenberg School for Communication graduation, and Stanford University's Medicine X conference. Her story has been featured on CNN, People, TIME, AOL.com, CBS's The Doctors, and more. She is the recipient of the 2016 Global Genes Rare Champion of Hope for Advocacy Award. Emily has a master's degree in bioethics and certification in clinical ethics mediation from the University of Pennsylvania, where she also completed her undergraduate degree.
How did you come to found Emily's Entourage and what were some challenges you faced when founding the organization?
Emily Kramer-Golinkoff: We started in Emily's Entourage back in December 2011. There were these exciting, game-changing breakthroughs happening in CF treatment, but they were targeted at specific genetic mutations. Unfortunately, I have a rare nonsense mutation of CF and none of the breakthroughs were for me. At the same time, my disease was rapidly advancing. We threw ourselves into the research and quickly realized that there was a dearth of work being done on nonsense mutations like mine. It became clear that at the current rate, there wouldn't be a breakthrough in time to save my life or the lives of others like me. It was really a do or die moment for us where we realized it was up to us – and so, we dove in head first.
Our biggest challenge was that we had absolutely no experience in fundraising or science, and given the advanced stage of my disease, we were racing against the clock. It's been a steep learning curve, but we obviously have a huge vested interest in the outcome and we've learned quickly on the job. I also think our outsider status has been a valuable asset in a sense allowing us to infuse fresh eyes, innovation and creativity in reimagining the drug development process.
Your story is incredible – what did you do personally to cope with your illness and turn adversity into opportunity?
Emily Kramer-Golinkoff: I realized early on that bemoaning that which you change doesn't get you far. You get further and you feel better when you channel those emotions into something productive. I get peace from knowing that I'm doing everything in my power to change my fate and secure a future for me and everyone like me.
Still, managing CF is tough. There's no way around that. The things that keep me motivated and engaged and empower me to rise above the adversity are community, purpose, and agency. I have an unbelievable support system around me that makes fighting so hard for breakthroughs worthwhile. I couldn't — and wouldn't want to — do any of what I do without them.
What sets Emily's Entourage apart from other nonprofit organizations focused on cystic fibrosis?
Emily Kramer-Golinkoff: At Emily's Entourage, we're laser focused on one goal — fast tracking research and drug development for nonsense mutations of CF. We want to steam roll breakthroughs and save lives quickly. As a small, grassroots nonprofit, we're lean, agile, scrappy and we move fast, which allows us to work on high risk/high reward projects. We're out of the box thinkers and open to innovative, unconventional ways of doing things. We're also deeply committed to multi stakeholder collaboration. We believe that we're smarter and we can work faster when we partner together and leverage the unique expertise of all stakeholders, including, importantly, patients and families.
You were also involved with leading numerous marketing, social media, and video production initiatives at the University of Pennsylvania's School of Medicine. Can you tell us about some of your experiences here and your key takeaways?
Emily Kramer-Golinkoff: I worked at Penn Medicine in a variety of different capacities I spent many years working in strategic marketing services focusing on video production and social media and then worked in the Center for Digital Health on digital health research.
I believe very strongly in the power of storytelling. I believe it is the agent for change in biomedicine (and practically everything), that nothing touches the heart, permeates the soul, and mobilizes change like a powerful story. I see social media as the delivery mechanism, if you will, delivering stories straight to the heart and soul of people all around the globe. Social media has allowed us, a small, grassroots nonprofit, to shatter geographic silos and build a global community that has radically transformed our ability to raise money and awareness – and critically, to do it with extreme speed.
I think that digital technology is one of the most valuable assets we have. It is a democratizer, a catalyst, and we'd be foolish not to fully leverage its potential as a lean foundation pushing the boundaries of science and medicine.
How did you first become interested in healthcare marketing, and what are some essential healthcare marketing strategies/trends?
Emily Kramer-Golinkoff: After graduating from Penn as a communications undergrad, I was interested in media and health care, but committed to staying local. Frankly, I wasn't thrilled about the media opportunities locally, but as for health care, you'd be hard pressed to find a better city than Philadelphia. So I dove right in. I got a job as marketing assistant in Penn Medicine's strategic marketing services department. As a patient at Penn Medicine, I knew I could wholeheartedly get behind the brand and that was something that was very important to me.
One major health care trend that I'm seeing and very pumped about is the increased focus in leveraging the unique expertise of patients and families in biomedicine. Nobody has a bigger vested interest in outcomes than we do. I believe we're the most untapped asset in health care and I also believe that the only way to effectively change health care for the better is by meaningfully including all health care members in every part of biomedicine and every step along the way. I believe that health care is best practiced as a team sport.
Emily Kramer-Golinkoff: Last week, I had the tremendous honor of meeting Sheryl Sandberg. My expectations were sky high and I have to say, they were absolutely shattered. She was more gracious, warm, present, compassionate and connected than I could have ever imagined. To know that someone who is such a rock star and so wildly successful is also such a spectacular human being really reaffirmed my belief in the kindness and compassion and connection of humanity.
What is your advice for individuals with cystic fibrosis, or individuals who have friends/loved ones with cystic fibrosis?
Emily Kramer-Golinkoff:
Demand to be a partner in your care. Nobody has more stake in your health care than you. Equip yourself with knowledge to be your own best advocate and find a health care team that values your partnership in care. Don't ever underestimate your power, expertise or capability.
Always ask questions. Don't let anyone quiet your hunger for information or answers and when that little voice inside you calls out, listen. Your instinct is a goldmine and it's usually right.
Seek out a community that understands. Connecting with people who are going through similar experiences can be a lifeline.
Channel negative emotions into productive outlets. Don't waste time or energy on things you can't change. Focus on pursuing the things you can do.
Find beauty on unexpected paths. Illness causes unplanned twists and turns. Feel the pain, then shift gears and move forward. Unexpected paths can end up being the most beautiful.
What are your favorite books, websites, films, and/or resources?
Emily Kramer-Golinkoff: There are many. I found Paul Kalanithi's When Breath Becomes Air to be absolutely life-changing. I also adored The Immortal Life of Henrietta Lacks. It was incredibly relevant given the work we're doing with Emily's Entourage and my cells.
Posted in Inspirational WomenTagged Entrepreneurship, Healthcare, Mental health, Social media advocacyLeave a comment
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redpajama_set_name: RedPajamaCommonCrawl


In March, I had the opportunity to attend the Book Publishing Boot Camp. Put on by LifeTree Media and business coach Pamela Chatry, this day was a chance to connect with authors, hear about their work, and talk to them about the importance of hiring a good editor. I was impressed by the authors' passion and determination; I was also struck by how savvy some of them are. I met one woman who is in the early stages of writing her book but is already consulting with marketing and social media experts and creating a marketing plan.
One of the key messages of the day was how important it is for self-publishing authors to surround themselves with a great team. I think all participants left understanding that having a strong editor by their side will help them succeed.
No doubt about it, self-publishing is exploding and there is a great deal of work for editors interested in this area. But working with a self-publishing author requires an editor to wear many different hats. Some authors may have little understanding of what's involved in publishing their book. Some may not know what editing means or how much an editor can improve their manuscript. Self-publishing authors are also hugely invested in their book—both emotionally and financially—and may bring a lot of fear to the process of working with an editor.
While the boot camp didn't focus specifically on author-editor relations, this day gave me a chance to consider how daunting self-publishing is from the writer's perspective, and to think about how editors can best support authors and ensure everyone is happy.
Here are a few tips for editors working in this burgeoning area.
Find out as much as possible about the book beyond its need for an editor. Ask about scheduling, budget, design, marketing plan, and printing, as well as the author's goals, experience, and expectations. You'll learn a lot more about how you can best serve the author, and you will get a sense of your compatibility.
Be prepared to explain the various types of editing. Self-publishing authors may know very little about editing. And they may have been so focused on presenting their point of view that they haven't considered the perspective of their reader.
Sometimes an author is not yet ready for an editor. If this is the case, the best service an editor can offer is a manuscript assessment so the author can rework their book before having it edited.
Beyond editing, it can be extremely helpful to explain the entire self-publishing process. Editors don't have to be marketing pros or social media mavens, but they should know that an author's platform is one of the key ingredients to publishing success, that an author should be thinking about the marketing plan for their book as early as possible, and that hiring a professional book designer is essential if they want their book to look professional. My favourite resource is Jane Friedman's website and blog, which offers a wealth of information for self-publishing authors.
You may be the first publishing contact for an author. However, chances are high that they are looking for other publishing professionals. Expand your network so you can refer the author to an experienced book designer, illustrator, social media expert, or indexer. You don't have to get involved in the entire process, but helping find other strong team members will make you more valuable to the author.
The boot camp ended with a panel of five women who had all recently published books. What struck me was how fearless and tenacious they all were. It takes great courage to write a book. It takes even greater courage to self-publish. Editors are in a unique position not only to help authors write a better book but also to guide them through the daunting process of launching it into the world.


Text SHUTDOWN to 40403 to donate or visit unitedway.org/unitedforusfund.
Alexandria, Va. (Jan. 22, 2019) United Way Worldwide today announced that it has established the United for U.S. Fund to benefit federal workers, contractors and others who may be impacted by the ongoing government shutdown.
Since the launch of the Coalition, United Way has received an increasing number of inquiries from members of the public, nonprofits and other companies, asking, "How can we help?" The United for U.S. Fund will make it possible for those who want to help to support federal workers, contractors and others impacted by the government shutdown.
Throughout the shutdown, United Ways around the country have been providing a host of services to federal workers and others, including financial services and counseling, emergency assistance for food, rent and other immediate needs. With a network covering 94 percent of communities across the U.S., United Way is well-positioned to marshal and mobilize resources to get those who are in crisis due to the shutdown the help they need to make ends meet.


Webb, Paul A., Heather A. Olson, and David S. Leigh. Cultural Resources Existing Conditions Report, North Shore Road Environmental Impact Statement, Swain and Graham Counties, North Carolina. Durham, NC: TRC Garrow Associates, Inc., 2003.


text:
Le Requin nerveux (Carcharhinus cautus) est une espèce de requin de la famille des Carcharhinidae. Il doit son nom à son comportement très timide à l'égard des humains. Commun dans les eaux côtières peu profondes au large du nord de l'Australie, de la Papouasie-Nouvelle-Guinée et des îles Salomon, c'est un petit requin brunâtre ou bien grisâtre mesurant entre 1 et  de long. Son museau est court et émoussé, ses yeux ovales et il possède une seconde nageoire dorsale relativement grande. La bordure antérieure de la plupart des nageoires est finement marquée de noir, l'extrémité du lobe inférieur de la nageoire caudale étant noire.

Les petits poissons osseux sont ses proies préférées, mais également des crustacés, des mollusques et des serpents. Le Requin nerveux est vivipare, et son embryon en développement se nourrit via une connexion placentaire. Les détails de son cycle de vie, comme la saison de reproduction et la durée de la gestation dépendent fortement des latitudes sous lesquelles il séjourne. Les femelles donnent naissance à un à six petits tous les ans ou tous les deux ans. Inoffensif, il est une prise accessoire des pêcheurs dans leurs filets et chaluts. L'Union internationale pour la conservation de la nature (UICN) manque de données pour attribuer un statut de sauvegarde à l'espèce, à l'exception des eaux australiennes où ses populations semblent en bonne santé et ont été classées comme de « préoccupation mineure ».

Description
Le Requin nerveux a un corps fusiforme et un museau court et large, largement arrondi. Le bord antérieur de chaque narine est prolongé par un mince lobe en forme de mamelon. Les yeux modérément grands sont ovales horizontalement et équipés de membranes nictitantes. La bouche ne présente pas de sillons visibles dans ses coins et contient 25 à 30 rangées de dents sur la mâchoire supérieure et 23 à 28 sur la mâchoire inférieure. Les dents supérieures sont étroites et anguleuses, avec des bords grossièrement dentelés. Les dents du bas sont plus minces et dressées, avec des dentelures plus fines. Les cinq paires de fentes branchiales sont de longueur moyenne.

Les nageoires pectorales sont modérément longues, étroites et pointues. La première nageoire dorsale prend naissance au niveau des extrémités arrière libres des nageoires pectorales. Elle est grande et falciforme avec un sommet pointu. La deuxième nageoire dorsale est positionnée en face de la nageoire anale et est relativement large et haute. Il n'y a pas de crête entre les nageoires dorsales. Une entaille en forme de croissant est présente sur la queue juste avant l'origine du lobe supérieur de la nageoire caudale. Cette dernière est asymétrique, avec un lobe inférieur solide et un lobe supérieur plus long et portant une encoche près de son extrémité. Les denticules cutanées se chevauchent et portent trois arêtes horizontales (cinq pour les plus grands individus) se terminant par des dents marginales. Cette espèce est de couleur bronze à gris dessus et blanc en dessous, avec une bande blanche sur le flanc. Un fin liseré noir court le long de la bordure antérieure des nageoires dorsales, pectorales et du lobe supérieur de la nageoire caudale, ainsi que le long de la bordure postérieure de la nageoire caudale. Le lobe inférieur de la nageoire caudale et parfois les nageoires pectorales sont également marqués de noir à leur extrémité.  Le Requin nerveux atteint généralement une taille comprise entre 1,0 et , avec un maximum de . Les femelles atteignent des tailles plus importantes que les mâles.

Espèces similaires
Le Requin nerveux peut facilement être confondu avec le Requin à pointes noires (C. melanopterus) qui partage son aire de répartition géographique, mais il ne présente pas de marques noires caractéristiques à l'extrémité de sa première nageoire dorsale et de ses nageoires anales, contrairement à ce dernier.

Biologie et écologie

Alimentation

Le régime alimentaire du Requin nerveux se compose principalement de petits poissons téléostéens (comme les Atherinidae, Sillaginidae, labres et Terapontidae). Les crustacés (comme les crevettes, les crabes et les squilles) et les mollusques (principalement des céphalopodes, mais aussi des bivalves et des gastéropodes) constituent des sources alimentaires secondaires. Ce requin est également connu pour de temps en temps consommer des serpents semi-aquatiques comme Cerberus rynchops et Fordonia leucobalia.

Prédateurs et parasites
Le Requin nerveux peut être parasité par le myxozoaire Kudoa carcharhini ou par des cestodes comme Otobothrium alexanderi.

Cycle de vie
Avant l'accouplement avec la femelle, le mâle lui mord les flancs. Après l'accouplement, la femelle stocke le sperme pendant environ quatre semaines avant la fécondation. Dans le port de Darwin, l'accouplement a lieu de janvier à mars et les mises bas en octobre et novembre, après une période de gestation de huit à neuf mois. À Shark Bay, l'accouplement a lieu à partir de fin octobre jusqu'à début novembre et les mises bas à la même époque l'année suivante, après une période de gestation de 11 mois. Cette évolution plus lente des embryons reflète probablement les températures plus froides de la Shark Bay.

Comme les autres requins de la famille des Carcharhinidae, le Requin nerveux est vivipare : une fois que les embryons en développement ont épuisé leur réserve en vitellus, le sac vitellin vide se développe en une connexion avec le placenta, qui permet à l'embryon d'être nourri par sa mère. Chaque femelle a un seul ovaire fonctionnel, celui du côté droit, et deux utérus. Les femelles mettent bas tous les ans dans le port de Darwin et tous les deux ans à . La taille de la portée varie de un à six et n'est pas corrélée avec la taille de la femelle. Les nouveau-nés sont relativement grands, mesurant 35 à  de long, et naissent dans les zones de reproduction aux eaux peu profondes comme  à . Le taux de croissance des jeunes est élevé pour un requin ; les mâles et les femelles atteignent la maturité sexuelle à environ 84 et  respectivement dans le port de Darwin, et à respectivement 91 et  à . L'âge de la maturité est d'environ quatre ans pour les mâles et six ans pour les femelles. La durée de vie maximale de ce requin est d'au moins 12 ans pour les mâles et 16 ans pour les femelles.

Distribution et habitat

Le Requin nerveux vit sur les plateaux continentaux et insulaires au large du nord de l'Australie  ainsi qu'au large de la Papouasie-Nouvelle-Guinée et dans les îles Salomon. Il fait partie des requins les plus courants du port de Darwin, du golfe de Carpentarie et de Shark Bay. Cette espèce vit généralement dans les eaux côtières peu profondes, à une profondeur d'au moins . Il semble préférer les zones de mangroves au fond boueux et sableux et évite les zones couvertes d'herbiers denses.

Taxinomie et phylogénie

L'ichtyologiste australien Gilbert Percy Whitley a décrit pour la première fois le Requin nerveux comme une sous-espèce de Galeolamna greyi (synonyme de Carcharhinus obscurus, le Requin requiem de sable), dans un numéro de la revue scientifique  de 1945. Il lui donne le nom , signifiant « prudent » en latin, du fait de sa nature inquiète quand il est confronté à l'Homme. D'autres auteurs ont plus tard reconnu ce requin comme une espèce à part entière, le plaçant dans le genre Carcharhinus. Le matériel type est constitué des dents et de la peau naturalisée d'une femelle de  de long, capturée à Shark Bay, en Australie-Occidentale.

S'appuyant sur des données morphologiques, Jack Garrick suggère en 1982 que le Requin nerveux est proche du Requin à pointes noires (C. melanopterus). Leonard Compagno en 1988 regroupe ces deux espèces avec le Requin nez noir (C. acronotus), le Requin cuivre (C. brachyurus), le Requin soyeux (C. falciformis) et le Requin de nuit (C. signatus). La parenté entre le Requin nerveux et le Requin à pointes noires est confirmée dans une étude phylogénétique de 1992 menée par Shane Lavery et s'appuyant sur l'analyse des allozymes, et une nouvelle fois par les travaux en 2011 de Ximena Vélez-Zuazoa et Ingi Agnarsson, basés sur l'ADN nucléaire et mitochondrial.

Relations avec l'Homme
Timide et difficile à approcher, le Requin nerveux est inoffensif pour l'homme. Il est parfois commercialisé pour sa chair. Cette espèce est susceptible d'être capturée accidentellement dans les filets maillants côtiers, tels que ceux destinés à la pêche du Barramundi (Lates calcarifer) au large du Nord de l'Australie. Il peut également être pris dans les chaluts à crevettes. La population de requins nerveux australiens ne semble pas être menacée par les activités de pêche, et l'Union internationale pour la conservation de la nature (UICN) a évalué l'espèce comme étant de « préoccupation mineure ». Dans la mesure où l'on ne dispose pas de données sur l'impact de la pêche ailleurs dans son aire de répartition, son statut de conservation y relève des « données insuffisantes ».

Références

Annexes

Références taxinomiques

Liens externes

Requin (nom vernaculaire)
Carcharhinidae

redpajama_set_name: RedPajamaWikipedia


text:
La Wicca dianique, appelée aussi dianisme ou sorcellerie dianique, est une tradition wiccane centrée sur la Grande Déesse et sur le féminin, fondée dans les années 1960 en Californie par Zsuzsanna Budapest. Elle combine des éléments de gardnérianisme, de magie populaire italienne transmise par Aradia de Charles Leland, de valeurs féministes, et de magie rituelle populaire, de pratiques de guérison enseignées par la mère. Elle est pratiquée dans des groupes exclusivement féminins, et à l'origine majoritairement lesbiens.

Voir aussi
Théologie féministe
Wicca et homosexualité
Religion matriarcale

Références

Bibliographie complémentaire
Interview avec Starhawk in Modern Pagans: An Investigation of Contemporary Pagan Practices, ed. V. Vale and John Sulak, Re/Search, San Francisco, 2001, .
Adler, Margot. Drawing Down the Moon: Witches, Druids, Goddess-Worshippers, and Other Pagans in America Today. Boston: Beacon press, 1979; 1986. . Especially "Ch 8: Women, Feminism, and the Craft".
Budapest, Zsuzsanna. Holy Book of Women's Mysteries, The. 1980 (2003 electronic). .
Ochshorn, Judith and Cole, Ellen. Women's Spirituality, Women's Lives. Haworth Press 1995. . pp 122 & 133.

Féminisme
Wicca
Organisation qui s'intéresse à la magie
Féminisme lesbien


text:
Q: R Studio doesn't react to Run All In R studio, I used to be able to click "run all" and it would run the script without any problem, so I could work with the output.
Now, when I open the file again and try to run the script, nothing happens, even though I haven't made any changes ( I think ). No error messages are shown.
How could I go about this?

A: Thanks, had the same problem.  Super frustrating!  In the end "Run All" was not working because the last chunk did not have [```] at the end.
Hope that helps.

A: Reset Rstudio state by renaming ~/.local/share/rstudio to ~/.local/share/rstudio.old. It will automatically create a new folder. Relaunch
Older versions might be  ~/.local/share/rstudio-desktop
I was banging my head on the wall and the original answer provided here didn't work, but changing the folder name did.


Founded in 2005, transcenDANCE Youth Arts Project is a nonprofit organization dedicated to empowering youth from disadvantaged San Diego & National City neighborhoods to create positive personal growth and build healthy community through dance and performance. transcenDANCE has a strong reputation in San Diego for bringing high-quality and transformational dance and performance programs to teens through our innovative and holistic curriculum. On average, our programs serve over 100 youth per week at our headquarters and school sites. Our annual summer performance series reaches between 700-1000 audience members each year.
Along with the Board and Artistic Director, assuring the organization has a long-range strategy and plan which achieves its mission, and toward which it makes consistent and timely progress.
In partnership with the Board of Directors, work to recruit new members and strengthen the board.
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Being the main point-of-contact with ARTS, A Reason to Survive, key staff who hold back-end administrative services for the organization.
Implementing and carrying out plans and policies authorized by the Board.
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The recruitment, employment, and release of administrative/operations personnel, both paid staff and volunteers.
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Encouraging all employees and volunteers to partake of professional development opportunities.
Maintaining a climate that attracts, keeps, and motivates a diverse staff of top quality people.
Hours/Compensation: This job opportunity is open to part-time or full-time hours depending on the experience level of the candidate. Salary commensurate with experience.
communicate by telephone and in-person with staff, supporters, and other professionals; occasionally lift, carry and position objects weighing up to 10 pounds. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
TO APPLY, PLEASE SEND A COVER LETTER AND RESUME TO jobs@TDARTS.ORG THROUGH NOVEMBER 7, 2014. PLEASE, NO WALK-INS, PHONE CALLS, OR RECRUITERS.


On October 4, Girls' Generation member Sooyoung hosted the comeback showcase of her label mates SHINee, where she talked about what makes her group envious of their hoobaes.
"We debuted before you guys, but we're so envious of your passion and energy," says Sooyoung.
SHINee made their comeback with their fifth full album "1 of 1" at midnight KST on October 5. Watch the music video for their title track of the same name here!


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Flexibility is the key with VOKAL, and it can be used mounted on the wall, on a bookshelf or cabinet or on the optional floor stands. The supplied bracket has multiple functions and can be used both as a wall mount for the FAZON MIKRO or MIKRO VOKAL speaker.
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True to the other FAZON series loudspeakers, DALI decided to use a lightweight soft-dome tweeter to supply all the high frequencies for the FAZON MIKRO VOKAL. The 20mm tweeter is a brand new design and has been especially developed for use with the MIKRO speakers utilising expertise gained over 30 years of loudspeaker design and manufacture.
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Designing a woofer for the FAZON MIKRO VOKAL requires a lot of focus on sensitivity as there is only a relatively small cone area to move the air. This, therefore, requires as much of the energy from the ampli er to be turned into movement as possible. Through the use of DALI's low-loss technologies, DALI's acoustic engineers have put together a woofer that not only delivers on high sensitivity, but also has a very linear magnet motor system with an 'easy on the amplifier' impedance curve.
When designing the cabinet for the FAZON MIKRO VOKAL, one of the toughest challenges is providing the amount of necessary internal volume. Volume is a key part in making a small speaker sound big, and maximising the internal volume is at the heart of any loudspeaker design project. One of the objectives when designing the FAZON MIKRO VOKAL was therefore to find a material that met all of the above criteria but, at the same time, offer the ability to shape the cabinet in a way that would offer both optimum sound and visual qualities.


Little situation what else you're enthusiastic about, you will find most likely video clips about it online. You can find millions of movie views per day may YouTube. Shouldnt your movie be part of people views? You can use movie to achieve exposure, promote services and products, to build your customer list. Because YouTube is by far typically the most popular movie place, I concentrate on YouTube in this chapter. To load video, do your search may YouTube may mechanics. Search further may subscribing to YouTube, loading a video, to installing your YouTube channel.
Beating some sort of YouTube algorithm requires hundreds subscribers. This is because more subscribers suggest more vista, meaning that your YouTube algorithm will likely recommend your video clip to users throughout YouTube. These tips will help you have more subscribers upon YouTube without needing just about any hack to shortcut.
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If a person havent become carrying this out, then it's time for you start researching plus utilizing the well keyword phrases for your videos. Very first, record down all of the words connected with the YouTube channel. You'll be able to search for typically the most popular videos inside niche plus look closely at the words used for ones descriptions plus games. This way, you can have a notion on which keyword phrases are appropriate on your own videos.
However, a good videos title can get you considerably members. The reason being audiences could be more prone to see your content if this has the compelling title. buy youtube subscribers Increased views will cause YouTube towards encourage the videos towards customers automatically.
Dont worry you need not to ever appear to be Brad Pitt or even Angelina Jolie. Actually, most audiences can connect with you in the event that you show up in monitor. You Can Even use your picture on your channel to attain out towards audience.
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Some vendors can offer one great pricing, and yet ensure that they can deliver accelerated outcomes also. You need to gain appeal within the shortest period of time possible hence choose one seller which has a good reputation.


text:
"""
PAM authentication.

Authentication based on the ``pam-python`` module.

"""

import grp
import pam
import pwd

from .. import config, log

GROUP_MEMBERSHIP = config.get("auth", "pam_group_membership")

def is_authenticated(user, password):
    """Check if ``user``/``password`` couple is valid."""
    if user is None or password is None:
        return False

    # Check whether the user exists in the PAM system
    try:
        pwd.getpwnam(user).pw_uid
    except KeyError:
        log.LOGGER.debug("User %s not found" % user)
        return False
    else:
        log.LOGGER.debug("User %s found" % user)

    # Check whether the group exists
    try:
        # Obtain supplementary groups
        members = grp.getgrnam(GROUP_MEMBERSHIP).gr_mem
    except KeyError:
        log.LOGGER.debug(
            "The PAM membership required group (%s) doesn't exist" %
            GROUP_MEMBERSHIP)
        return False

    # Check whether the user exists
    try:
        # Get user primary group
        primary_group = grp.getgrgid(pwd.getpwnam(user).pw_gid).gr_name
    except KeyError:
        log.LOGGER.debug("The PAM user (%s) doesn't exist" % user)
        return False

    # Check whether the user belongs to the required group
    # (primary or supplementary)
    if primary_group == GROUP_MEMBERSHIP or user in members:
        log.LOGGER.debug(
            "The PAM user belongs to the required group (%s)" %
            GROUP_MEMBERSHIP)
        # Check the password
        if pam.authenticate(user, password):
            return True
        else:
            log.LOGGER.debug("Wrong PAM password")
    else:
        log.LOGGER.debug(
            "The PAM user doesn't belong to the required group (%s)" %
            GROUP_MEMBERSHIP)

    return False

redpajama_set_name: RedPajamaGithub


Finally…A Non-Bodybuilding Approach to Getting in Great Shape!
Important Message: Although this site has received 25+ million visitors, I am starting from scratch and abandoning it. This site is dated and old school looking, terrible to read on mobile, etc.
It's like a Ford Pinto compared to my new site…which is like a Ferrari.
I've moved my About Me page over there as well.
Click here to see my About page and new site.
Thanks for reading all these years!


For more than a decade the Northern Star Council has held on overnight ski outing at Buck Hill in Burnsville, MN.
This is an all night skiing, snowboarding and tubing adventure at Buck Hill Ski and Snowboard Area in Burnsville, MN.
All Boy Scouts, Venture Scouts, Varsity Scouts and Explorers are welcome to attend. Even friends and siblings over the age of 11!


text:
Q: How to get content owner info for particular video via YouTube Partner API? Is there a way to get content owner information (attribution) for particular video via YouTube Partner API?
For example, this video: http://www.youtube.com/watch?v=I67cgXr6L6o&feature=c4-overview&list=UUGnjeahCJW1AF34HBmQTJ-Q is attributed to VEVO.
Is there a way to get that info somehow via API?

A: It's possbible now:
https://developers.google.com/youtube/partner/docs/v1/ownership/
[EDIT]
I've used this sample  to create the snipped below and succesfully got the assets content owner.
You will need setup your python enviromment and the clients_secrets.file correctly
#!/usr/bin/python

import httplib2
import os
import sys
import logging
import requests
import json
import time

from apiclient.discovery import build
from oauth2client.file import Storage
from oauth2client.client import flow_from_clientsecrets
from oauth2client.tools import argparser, run_flow
from symbol import for_stmt

# The CLIENT_SECRETS_FILE variable specifies the name of a file that contains
# the OAuth 2.0 information for this application, including its client_id and
# client_secret. You can acquire an OAuth 2.0 client ID and client secret from
# the Google Developers Console at
# https://console.developers.google.com/.
# Please ensure that you have enabled the YouTube Data API for your project.
# For more information about using OAuth2 to access the YouTube Data API, see:
#   https://developers.google.com/youtube/v3/guides/authentication
# For more information about the client_secrets.json file format, see:
#   https://developers.google.com/api-client-library/python/guide/aaa_client_secrets
CLIENT_SECRETS_FILE = "client_secrets.json"

# This variable defines a message to display if the CLIENT_SECRETS_FILE is
# missing.
MISSING_CLIENT_SECRETS_MESSAGE = """
WARNING: Please configure OAuth 2.0

To make this sample run you will need to populate the client_secrets.json file
found at:

   %s

with information from the Developers Console
https://console.developers.google.com/

For more information about the client_secrets.json file format, please visit:
https://developers.google.com/api-client-library/python/guide/aaa_client_secrets
""" % os.path.abspath(os.path.join(os.path.dirname(__file__), CLIENT_SECRETS_FILE))

YOUTUBE_SCOPES = (
  # This OAuth 2.0 access scope allows for read-only access to the authenticated
  # user's account, but not other types of account access.
  "https://www.googleapis.com/auth/youtube.readonly",
  # This OAuth 2.0 scope grants access to YouTube Content ID API functionality.
  "https://www.googleapis.com/auth/youtubepartner")
YOUTUBE_API_SERVICE_NAME = "youtube"
YOUTUBE_API_VERSION = "v3"
YOUTUBE_PARTNER_API_SERVICE_NAME = "youtubePartner"
YOUTUBE_PARTNER_API_VERSION = "v1"

KEY = "USE YOUR KEY"

# Authorize the request and store authorization credentials.
def get_authenticated_services(args):
  flow = flow_from_clientsecrets(CLIENT_SECRETS_FILE, scope=" ".join(YOUTUBE_SCOPES), message=MISSING_CLIENT_SECRETS_MESSAGE)

  storage = Storage("%s-oauth2.json" % sys.argv[0])
  credentials = storage.get()

  if credentials is None or credentials.invalid:
    credentials = run_flow(flow, storage, args)

  youtube = build(YOUTUBE_API_SERVICE_NAME, YOUTUBE_API_VERSION,  http=credentials.authorize(httplib2.Http()))

  youtube_partner = build(YOUTUBE_PARTNER_API_SERVICE_NAME, YOUTUBE_PARTNER_API_VERSION, http=credentials.authorize(httplib2.Http()))

  return (youtube, youtube_partner)

def get_content_owner_id(youtube_partner):
  content_owners_list_response = youtube_partner.contentOwners().list(fetchMine=True).execute()

  return content_owners_list_response["items"][0]["id"]
#def

def claim_search(youtube_partner, content_owner_id, _videoId):

  video_info = get_video_info(_videoId)
  print '\n---------- CLAIM SEARCH LIST - VIDEO (',video_info['title'],') ID: (',_videoId,')'
  claims = youtube_partner.claimSearch().list( videoId=_videoId, onBehalfOfContentOwner=content_owner_id).execute()
  print ' --- CLAIMS: ',claims

  if claims['pageInfo']['totalResults'] < 1:
    print " --- DOESN'T HAVE CLAIMS"
    return

  assetId = claims['items'][0]['assetId']
  print ' --- ASSET ID: ', assetId

  ownershipHistory = youtube_partner.ownershipHistory().list(assetId=assetId, onBehalfOfContentOwner=content_owner_id).execute()
  print ' --- OWNERSHIP HISTORY: ', ownershipHistory

  contentOwnerId = ownershipHistory['items'][0]['origination']['owner']
  print ' --- CONTENT OWNER ID: ', contentOwnerId

  contentOwners = youtube_partner.contentOwners().get(contentOwnerId=contentOwnerId, onBehalfOfContentOwner=content_owner_id).execute()
  print ' --- CONTENT OWNERS: ', contentOwners

def get_video_info(videoId):
  r = requests.get("https://www.googleapis.com/youtube/v3/videos?id="+videoId+"&part=id,snippet,contentDetails,status,statistics,topicDetails,recordingDetails&key="+KEY)
  content = r.content

  content = json.loads(content)
  return content['items'][0]['snippet']

if __name__ == "__main__":
  args = argparser.parse_args()
  (youtube, youtube_partner) = get_authenticated_services(args)

  #video id's. Ex: "https://www.youtube.com/watch?v=lgSLz5FeXUg"
  videos = ['I67cgXr6L6o', 'lgSLz5FeXUg']

  content_owner_id = get_content_owner_id(youtube_partner)

  for vid in videos :
      claim_search(youtube_partner, content_owner_id, vid)
      time.sleep(0.5)

The (censored) proof :

A: There is no way to check other people's ownership or management rights on a video or channel. YouTube deliberately avoids that.

A: While ownershipHistory works, I saw GET https://www.googleapis.com/youtube/partner/v1/assets?id=[multiple asset ids] also worked when it's called with fetchOwnership=effective option
https://developers.google.com/youtube/partner/docs/v1/assets/list


You may have been asked to confirm or provide current address and contact details.
This request would have been sent to you as part of our process to ensure that your details are correct and up to date. This is in readiness for the latest regulatory requirements due to take effect in 2018.
If you have received this request, please confirm your details as required on the online form which can be accessed by clicking the button below.
Please keep in mind that if you have a joint account, both individuals are required to complete separate Account Information Request forms.
Should you have any questions about this request please contact the Client Services team at data.validation@jarvisim.co.uk.
What if I have more than one type of share dealing account?
If you have both an ISA and a share dealing account, we only need to collect your information once. You can specify all your account numbers on the Account Information Request form.
If you have a joint account both individuals will need to complete separate Account Information Request forms.
What if I have a designated account?
If you have a designated account please ensure to complete the Account Information Request form as per the account holder's details, not the designated individuals.
If you are the registered contact on a minor's JISA, you must complete the Account Information Request form as per your personal details.
What happens if the information provided differs from what is currently on file?
In the instance that the information provided on the Account Information Request form does not match our client records, we will be contacting you to follow the standard procedures to amend any false information.
What if I am a Power of Attorney?
If you are a Power of Attorney please ensure to complete an Account Information Request form for yourself and the account holder.
What do you plan to use this information for?
if it is in the public interest to disclose such information which will be at your request or with your consent.
Some of the data we are asking you to confirm in the Account Information Request form will be used to confirm your identity and match your details to our records. This information will not affect your credit rating.


text:
There are absolutely no problems that had anything to do with Jeff's departure.
Kenneth Lay
Not a MindZip member yet
Kenneth Lay's quotes
They can't do without electricity. They can do with less electricity.
Investors don't like uncertainty.
But the most important thing is, Enron did not cause the California crisis.
Today, there are also buyers and sellers of all these energy commodities, just like there are buyers and sellers of food commodities and many other commodities.
But I can't take responsibility for criminal conduct of somebody inside the company.
We've tried to get as much supply into California as we can.
Well, rates would go up whether you deregulate or not, and of course, the rates that are going up right now on the electricity side are still within the regulated framework.
But indeed a market like California is not good for Enron.
We see ourselves as first helping to open up markets to competition.
There are no accounting issues, no trading issues, no reserve issues, no previously unknown problem issues.
The transmission systems are still regulated.
We need someone who is a strong representative of our value system.
I take full responsibility for what happened at Enron. But saying that, I know in my mind that I did nothing criminal.
Any slots at the senior level, including CEO or other slots, will be filled internally.
Every market is in transition.
I have to take responsibility for anything that happened within its businesses.
Am I a fool? I don't think I'm a fool. But I think I sure was fooled.
We use competitive markets to arrange for delivery of our food supply.
We don't break the law.
Our liquidity is fine. As a matter of fact, it's better than fine. It's strong.
The problems in California have been that it's been very difficult to site and build new power plants.
You'd rather have a surplus versus a shortage in your position.
The last thing I would have ever expected to happen to me in my life would be that, in fact, I would be accused of doing something wrong and maybe even something criminal.
You'll have lower prices under deregulation than you will through regulation.
Jeff knew full well what he was walking away from. Again, he needed to deal with this right away.
When there's uncertainty they always think there's another shoe to fall. There is no other shoe to fall.
But certainly I didn't know he was doing anything that was criminal.
In the case of Enron, we balance our positions all the time.
Trillions of dollars every day are being exchanged around the world in all of the financial markets.
I don't think I'm a criminal, number one.
I've been a strong financial and political supporter of, first, President Bush Sr. when he was running for president, and even when he ran for president a time or two and failed.
I mean, our primary businesses in wholesale pipelines, utilities, retail, were all doing extremely well.
I have faith in the market when we get the rules right.
Aggressive accounting does not mean illegal accounting.
I have always detested any departure from reality, an attitude which I relate to my mother's poor mental health.
No departure from the truth of nature shall be discovered by the closest scrutiny.
The album is a definite departure. I haven't written original material before, except for one song on my first album, but Elvis and I did six songs together on this one.
To cultivate an English accent is already a departure away from what you are.
For the poet the credo or doctrine is not the point of arrival but is, on the contrary, the point of departure for the metaphysical journey.
The point of departure of the process to which we wish to contribute is the fact that war is the natural reaction of human nature in the savage state, while peace is the result of acquired characteristics.
Change is certain. Peace is followed by disturbances; departure of evil men by their return. Such recurrences should not constitute occasions for sadness but realities for awareness, so that one may be happy in the interim.
Now here is a departure from the first principle of true ethics. Here we find ideas of moral wrong and moral right associated with something else than beneficial action. The consequent is, we lose sight of the real basis of morals, and substitute a false one.
Francis Wright
Conventional people are roused to fury by departure from convention, largely because they regard such departure as a criticism of themselves.
But audio is a component of video, so there's always been that anyway, and although we've never expressed a visual side apart from the Grateful Dead movie, I don't find it that remote, you know what I mean? It's a departure of sorts, but it's like a first cousin.
An involuntary return to the point of departure is, without doubt, the most disturbing of all journeys.
Right now, they feel they have lost their voice, and their miseries have increased since my departure.
Justice is itself the great standing policy of civil society; and any eminent departure from it, under any circumstances, lies under the suspicion of being no policy at all.