The UEFA Champions League returns Tuesday with the Round of 16 taking place on Feb.12-13 and Feb.19-20. The second legs will be playing on Mar.5-6 and Mar.12-13. the competition's top favorites to win the competition will faceoff on some of the best games of the season.
Liverpool (England) vs Bayern Munich (Germany).
Last years runners-up, Liverpool Football Club, will go against fellow five-time winners Bayern Munich.
Liverpool's head coach Jurgen Klopp will make his return to Germany where he managed Borussia Dortmund and fought head to head against Bayern Munich. Bayern Munich has not been at their best, but this tournament brings out the best in them.
Paris Saint-Germain (France) vs Manchester United (England).
PSG will not be able to count on their star Neymar who is out with an injury for three months. Manchester United go to the tie on the best possible moment. Now under head coach Ole Gunnar, the Red Devils have been on a spectacular form.
Juventus (Italy) vs Atletico Madrid (Spain).
The two-time European champions will face an Atletico Madrid side that will look to win their first Champions League title in club history. Atletico Madrid have an extra boost of motivation this season – this years Champions League final will be held at their own stadium, the Wanda Metropolitano.
This tie will most likely be of few goals. Atletico Madrid is known for their great defensive style, and have the best defense.
Real Madrid (Spain) vs Ajax (Netherlands).
Real Madrid have improved a lot since the beginning of the season and will look to reach their fourth consecutive final.
The 13 time winners, will face a young Ajax team led by midfielder Frenkie De Jong and defender Matthijs de Ligt. De Jong signed a deal to join Barcelona and this could be his first test as a new Barcelona player. It could also be de Ligt's audition to follow his dear friend to Barcelona.
Barcelona's priority this season is to win the Champions League, something they have been unable to do since 2015. Lyon have shown that they have enough qualities to complicate things, after they managed to toughen things up for Manchester City.
Tottenham (England) vs Dortmund (Germany).
These might not be the biggest clubs in Europe but they do offer some of the most attractive styles. Tottenham barely managed to get a spot in the last 16 after being in one of the group of deaths, but will have to deal with the absence of their goal scorer Harry Kane.
Dortmund have been a sensational team this season. They are currently leading the Bundesliga, something they have not been able to do in a long time. The winner of this tie can really be the dark horse of the competition.
Roma (Italy) vs Porto (Portugal).
Porto and Roma will take part of one of the most even ties of the round of 16. Roma managed to surprise everyone last year against Barcelona and reaching the semifinals where they fell short vs Liverpool. Porto will try to make their first quarter finals appearance since 2015.
Manchester City (England) vs Schalke 04 (Germany).
The Citizens are one of the top five contenders to win the Champions League and they were lucky to get matched up against one of the most accessible teams remaining. Schalke 04 qualified in second place in one of the easiest groups of the competition.They will have to play two perfect games to have a chance against a City team.
The second legs will be playing on Mar.5-6 and Mar.12-13.


EuroBLECH 2014, the 23rd International Sheet Metal Working Technology Exhibition, closed its doors today in Hanover, Germany, after five successful exhibition days. A total of 59,600 trade visitors came to visit the world's biggest sheet metal working show to find out about the latest technology trends for sheet metal processing. A record number of 1,573 exhibitors from 38 countries put a wide range of innovative solutions, cutting edge technology and an enormous amount of live machine demonstration on display, on a total net floor space of 86,500 square metres.
While the exhibitor numbers were up by 5% compared to the previous show, and the exhibition space increased by 3%, the visitor numbers remained basically the same. The results of the preliminary visitor survey showed a further shift towards highly qualified trade visitors.
"The prevailing mood at the show was positive throughout. There was lively trading activity in the eight exhibition halls and many exhibiting companies reported large numbers of international business contacts and buoyant sales figures. A first analysis of the exhibitor survey shows that participating companies were highly satisfied with the outcome of EuroBLECH 2014. A vast majority of exhibitors were able to fully or largely reach their target groups; they praised the quality of trade visitors and the internationality of the audience", explains Nicola Hamann, Managing Director of the show organisers, Mack Brooks Exhibitions.
The busy atmosphere at EuroBLECH 2014 reflects the overall positive outlook of the sheet metal working sector. The exhibition survey shows that companies assess the current business climate as more favourable than two years ago. Approaching new markets was the main aim for the exhibitors at this year's exhibition and EuroBLECH 2014 was more international than the previous exhibition.
"We are delighted to be able to report that 52% of our exhibitors came from outside Germany compared to 48% last time; and we could also increase our traditionally high percentage of international visitors. 38% of this year's visitors came from outside Germany compared to 34% at the previous show," says Nicola Hamann.
The first visitor survey data show that top visitor countries outside Germany were the Netherlands, Austria, Switzerland, Italy, Poland, Sweden, Turkey, the Czech Republic, Spain, Great Britain, Belgium and the USA .
The quota of visitors from top management was, once again, very high (41% of all visitors), and there was a high percentage of visitors with decision making capacity (81% of all visitors). Almost half of all visitors came to EuroBLECH 2014 with the definite intention of buying.
EuroBLECH 2014 received excellent evaluations from both, visitors and exhibitors, from inside and outside Germany. Participants were highly satisfied, particularly with the comprehensive range of products on offer and with the international flavour of the exhibition. More than two thirds of all exhibiting companies intend to exhibit again at the next show. EuroBLECH 2016 will take place from 25 – 29 October 2016, in Hanover, Germany.
Next year, Mack Brooks Exhibitions will again hold a series of sheet metal working exhibitions in selected target markets. BLECH Russia 2015 will take place from 24 – 26 March 2015 in St. Petersburg and BLECH India from 22 – 25 April 2015 in Mumbai. The first AsiaBLECH will be held from 11-13 May 2016 in Suzhou, China. AsiaBLECH will replace and enhance BLECH China which has taken place successfully since 2013.


The World Bank has endorsed China's measures to improve its business environment for both foreign and private investors, granting the world's second largest economy its highest ever ranking in the annual business environment survey.
China was one of the top 10 improvers in the World Bank's Doing Business 2019: Training for Reform report, which measures how easy it is to do business in different countries, released on Wednesday.
"China has made rapid progress in improving its business climate for domestic small and medium-sized enterprises in the past year," Bert Hofman, World Bank country director for China, said.
According to the World Bank report, China's ranking jumped to No 46, from No 78 last year, although it remains far behind other major economies for ease of doing business, including New Zealand at No 1, Hong Kong at No 4 and the United States at No 8.
China's rapid improvement in business conditions has followed loud complaints from foreign investors about rising business costs, the uneven playing field when competing with domestic firms in China, and a general lack of market access.
China's home grown entrepreneurs had expressed their own objections about financing restraints and the still high corporate tax burden.
Beijing has worked hard to cut red tape and promised to widen market access to lure foreign investment. China's foreign direct investment increased 2.9 per cent to US$97.8 billion in the first nine months, compared to the same period last year, according to the Ministry of Commerce.
China is now in the midst of a bitter trade war with the US, with nearly half of its US-bound exports – worth about US$250 billion – now subject to tariffs of 10 per cent to 25 per cent.
The unresolved and potentially escalating tension has greatly dampened the domestic economy and market sentiment, with the third quarter growth rate falling to a decade low and the A-share index the worst performer among major economies so far this year.
In its meeting on Wednesday, the Politburo, China's top decision-making body chaired by President Xi Jinping, acknowledged "growing downward pressure" on the economy amid external uncertainties, and again promised to take steps to stabilise the economy, investment, finance, employment and expectations.
Xi will host the country's first-ever import fair in Shanghai this weekend, and will deliver a keynote address on Monday. Meanwhile, Premier Li Keqiang is due to meet heads of major international institutions, including IMF managing director Christine Lagarde and World Bank president Jim Yong Kim, in Beijing next week.
The World Bank attributed the rapid improvement in China's business environment to a significant number of successfully implemented reforms.
For instance, the time and cost of trading across borders was reduced by eliminating administrative charges, increasing transparency and encouraging competition. The cost of moving goods across the Chinese border was more than halved.
Also, China remains one of the best economies in the world in which to resolve a commercial dispute. It takes 496 days and costs 16 per cent of the value of the claim, far better than the Organisation for Economic Cooperation and Development high income country average of 582 days and 21 per cent.
However, the World Bank suggested China could do better in areas like the granting of construction permits.
Currently, a business needs to complete 20 procedures to obtain all the permits and authorisations necessary to build a warehouse in China, compared with an average of 15 procedures in the East Asia and Pacific region countries.


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Q: Set default audio output when there's only one sink I fresh-installed Ubuntu 22.04.1 LTS (after previously using 18.04). The sound configuration menu has these output choices, of which the second choice (the S/PDIF) is the one I use, and choosing it makes the audio work just fine.

But after each reboot, the audio output is reset to the HDMI output, and I need it to default to the S/PDIF. The solutions I've found (and used on previous installations) involve choosing the right sink for Pulseaudio, but I seem to have only one sink now! Output from pactl list short sinks is:
6   alsa_output.pci-0000_00_0e.0.hdmi-stereo    module-alsa-card.c  s16le 2ch 44100Hz   SUSPENDED

Output of aplay -l doesn't seem to have any trace of the S/PDIF either:
**** List of PLAYBACK Hardware Devices ****
card 0: PCH [HDA Intel PCH], device 0: ALC283 Analog [ALC283 Analog]
  Subdevices: 1/1
  Subdevice #0: subdevice #0
card 0: PCH [HDA Intel PCH], device 1: ALC283 Digital [ALC283 Digital]
  Subdevices: 1/1
  Subdevice #0: subdevice #0
card 0: PCH [HDA Intel PCH], device 3: HDMI 0 [HDMI 0]
  Subdevices: 1/1
  Subdevice #0: subdevice #0
card 0: PCH [HDA Intel PCH], device 7: HDMI 1 [HDMI 1]
  Subdevices: 1/1
  Subdevice #0: subdevice #0
card 0: PCH [HDA Intel PCH], device 8: HDMI 2 [HDMI 2]
  Subdevices: 1/1
  Subdevice #0: subdevice #0
card 0: PCH [HDA Intel PCH], device 9: HDMI 3 [HDMI 3]
  Subdevices: 1/1
  Subdevice #0: subdevice #0
card 0: PCH [HDA Intel PCH], device 10: HDMI 4 [HDMI 4]
  Subdevices: 1/1
  Subdevice #0: subdevice #0

So where is it?! Where do the menu alternatives come from? And how can I set S/PDIF be the default?

A: I dug deeper and found two working solutions, of which I'm fully satisfied with number 2.
Solution 1: Explicit alsa-sink
I realized that the first two subdevices listed by aplay -l are both actually the S/PDIF, because playing sounds from Java (like I do in my own music player) works with output device set to either plughw:0,0 or plughw:0,1 with the LEDs on my DAC changing appropriately according to the sample rate.
To get one of them chosen by default, it works to add
load-module module-alsa-sink
load-module module-alsa-source device=hw:0,1

to my ~/.config/pulse/default.pa (copied from /etc/pulse/). This adds a "Built-in Audio" option in the sound output menu, which gets chosen by default. This is then effectively an alias for the S/PDIF option (which is what I find slightly annoying with this solution).
Solution 2: set-card-profile
The Pulseaudio command list-cards reveals some interesting information. The pacmd list-cards output lists a card named  alsa_card.pci-0000_00_0e.0 which has a ports section that contains the line:
iec958-stereo-output: Digital Output (S/PDIF) (priority 0, latency offset 0 usec, available: unknown)

This is produced by module-udev-detect, and must be where the sound settings gets the information about the output it lists as an S/PDIF. By looking at the list-cards output
with different output selections in the sound settings menu, I found that the difference was in what was set as "active profile". This, I found, can be changed with set-card-profile. Adding
set-card-profile alsa_card.pci-0000_00_0e.0 output:iec958-stereo+input:analog-stereo

to ~/.config/pulse/default.pa worked in the sense that I would get the S/PDIF output after pulsaudio -k, but after reboot and login, the sound output would still be set to HDMI. (Apparently, something else than Pulseaudio initialization alters the card profile setting.) So instead, I deleted my local default.pa again and added the command
pacmd set-card-profile alsa_card.pci-0000_00_0e.0 output:iec958-stereo+input:analog-stereo

as a startup application. That seemed to have done the trick, until the screen saver kicked in… When the screen is awakened from the screensaver, the card profile is again changed to something else! The solution I found for this was to create a script that listens for screensaver events, checks the card profile setting when the screensaver is activated, and sets it back to that when the screensaver goes off. The script is a modified version of the one in this answer (which deals with setting the sink rather than the card profile), and looks like this:
#!/bin/bash

my_card="alsa_card.pci-0000_00_0e.0"
watch="type=signal,interface=org.gnome.ScreenSaver"
screen_locked_signal="boolean true"
screen_unlocked_signal="boolean false"

_get_active_profile() {
    pacmd list-cards | sed -n 's/^\s*[Aa]ctive\s\s*[Pp]rofile:\s*<\([^>]*\)>/\1/p'
}

last_profile=$(_get_active_profile)

# Watch for screensaver D-Bus signals
dbus-monitor --session "$watch" | ( \
    while read signal; do
        if [[ "$signal" =~ "$screen_locked_signal" ]]; then
            # Screen locked: remember the current profile
            last_profile=$(_get_active_profile)
        elif [[ "$signal" =~ "$screen_unlocked_signal" ]]; then
            # Screen unlocked: restore the last profile
            pacmd set-card-profile "$my_card $last_profile"
        fi
    done)

Adding this script as as well to the startup applications gets rid of the screensaver problem.

redpajama_set_name: RedPajamaStackExchange


text:
"Song of India" is a popular song adapted from the aria "Pesni︠a︡ indiĭskogo gosti︠a︡" (Song of the Indian Guest) from Rimsky-Korsakov's 1896 opera Sadko.  The melody was also used for the 1918 song "Beautiful Ohio", which became the official song of the U.S. State of Ohio.

Tommy Dorsey recording
In January 1937, Tommy Dorsey recorded an instrumental jazz arrangement featuring Bunny Berigan on trumpet, which became a jazz standard. Coupled with "Marie", the 78 rpm disc (Victor #25523) was a major hit for Dorsey, containing two of his most enduring recordings on one record, and which helped make him and his band into a household name as a popular music artist in the United States.

Other recordings
Paul Whiteman also recorded a foxtrot arrangement of the song in 1921.
Another recording was Danny Gatton's Redneck Jazz Explosion in 1978.
Sarah Brightman, on her 2013 album Dreamchaser.

References

1921 singles
1937 songs
1930s jazz standards
Jazz compositions in F major
Swing jazz standards
Songs about India

redpajama_set_name: RedPajamaWikipedia


text:
Support The Pacer
ThePacer.net
Sigma Chi Fraternity holds informative meeting
Stephen Yeargin, Executive Editor
What does it take to found a chapter of a national fraternity? In a word, time.
That was the message sent to a group of about 50 attendees, mostly alumni and undergraduate members of Sigma Chi at regional chapters, during a presentation Tuesday night.
The presentation, aside from giving insight into the fraternity, also outlined a timeline for a chapter to be installed. The first initial step in forming a chapter is the "Declaration of Intent." This is where the international headquarters selects about 15 men to be founders of the fraternity, and generally lasts between one and four weeks.
After the group has properly filed the declaration, the membership will undergo two phases of undergraduate development programs, aimed at addressing the structure of the organization and member development. Each of the phases can last between six and eight months.
The final step in being recognized as a chapter of Sigma Chi is the formal petition to headquarters, which can take up to a month. If accepted, the group will receive chapter designation and a charter.
George Daniels, chapter adviser and Sigma Chi alumni says that he chose to be the adviser because he "believes in [the fraternity's] ideals, and what [the group] can offer UTM" "I think we have the opportunity to be a good addition to the Greek community on campus."
The presentation included a section titled "Why UT-Martin?" that highlighted a few of the reasons why a Sigma Chi considered UTM as a potential home.
The expansion team said that the UTM values of "leadership, community, inclusiveness and creativity" were aligned with the overall mission of Sigma Chi.
They also highlighted strength of existing greek chapters, their emphasis of community service and its desire for growth and improvement.
Brian Burbrink, also a member of the Sigma Chi expansion team isn't turned off by UTM's small size. In fact, he says that it only proves that UTM's greek system has room for expansion. "We think a chapter at UT Martin would provide a wealth of opportunities to energize the community," Burbrink added. "A Sigma Chi chapter would push for greek life at UTM to be synonymous with leadership."
An integral part of the recruitment process is awarding leadership scholarships totaling $3,200. Applicants in each classification (freshman through senior) would be eligible for a $400 prize and two $200 runners-up. The process however is limited to non-greek males with a 3.0 or above GPA.
© 2021 The Pacer

redpajama_set_name: RedPajamaCommonCrawl


To be candid, if you find yourself in Cordoba for the day you may struggle to find activities to fill your hours. The city is the second-largest in Argentina and known for its Spanish colonial architecture — and lack of things to do. Here's are a few worthwhile things to do in the city to ensure you leave with good memories.
Avoid the notorious heat in Cordoba by ducking inside the air-conditioned Evita Fine Arts Museum. The museum holds pieces from artists such as Goya and Picasso and you can easily spend a few hours wandering through more than 500 pieces of art. Be sure to check out the sculpture garden out back.
Set inside a converted alleyway, El Papagayo Restaurant is an elegant, tasteful lunch and dinner restaurant well-known as one of the best eateries in the city. They serve three- and 11-course tasting menus with an optional wine pairing that are well worth a trip into the heart of the city.
There's no better way to get a grasp on the city than by taking a free walking tour. LaDocta leads two free walking tours a day at 11 a.m. and 5 p.m., exploring the historic center and the bohemian/student neighborhood.
Cordoba is a style hunter's dream. Boutiques are plentiful and relatively inexpensive compared to American stores. Start at Paseo de las Artes to search through traditional artisan stores and wander through the streets from there.


text:
[EDITOR'S NOTE: This is a replay of the Sales Game Changers virtual learning session sponsored by the Institute for Excellence in Sales on January 5, 2022. It featured an interview with Red Hat's Vice President, US Channel Sales Mike Byrd.]
Mike is an IES Premier Sales Leaders. Learn more here.
Find Mike on LinkedIn.
MIKE'S' TIP: "Figure out what your goals are. The goals aren't just, "Make my number." Sometimes the goal is, "I need to be strategically relevant to XYZ customer," "I need to find my own sales process, build my own sales engine." Figure out what your top 2-3 goals are and no more than that. Then work backwards from there. Think, how long is it going to take me and what do I need to do to slowly build up to accomplishing what these goals might be? The buildup needs to be set with marker flags. Marker flags are leading indicators of success."
Fred Diamond: Mike Byrd, first of all, congratulations. You are one of the inaugural IES Premier Sales Leaders. We announced that designation in November of 2021 and we're featuring all of the Premier Sales Leaders on the Sales Game Changers podcast. Congratulations on all your success. We're excited to talk to you, we've had some great people from Red Hat on the podcast before. Paul Smith, Lynne Chamberlain, Nathan Jones. Of course, they've all moved onto other great opportunities, but I'm excited to hear from you and I'm excited to hear what's going on. First of all, great to see you. Let's get right to it. How are things going in your sales organization right now?
Mike Byrd: Fred, thanks a lot for having me on. Thanks for the recognition, I love what the Institute does. It's been great for me and for my team so really, just a big thank you for having me on as a guest. Things are going well. We just finished up FY21 and we're moving into calendar '22 and it's a lot of moving parts and it's a lot of fun – it wouldn't be fun if there weren't a lot of moving parts, but I'm having a good time. Thanks a lot for having me.
Fred Diamond: You're welcome. I also want to mention that the new public sector lead for Red Hat, Clara Conti, was also a guest on the show a couple of years ago, and she's also on our Women in Sales advisory board, as is Nancy Bohannan, by the way. Priorities. We're doing today's interview in the first week in January, people are back and of course, the pandemic continues to flare. People don't expect it like this at this point, but it is. So, tell us what your priority is right now. It's the beginning of the year, you just mentioned you just closed the year. As a sales leader, Mike, tell us what you're focusing on right now, this week.
Mike Byrd: This week, it's an interesting time at Red Hat as well. We're reshuffling some of our go to market plans. That's a bit more of a reshuffle than normal, so that's been occupying a lot of my time. At the same time, those sorts of things always happen. As a sales leader, it's important to keep your team focused on pipeline, especially when you're selling to the public sector because so much of our business, what you book today really got its start a year ago. If you allow distractions to prevent you from building pipeline, you're in a lot of trouble.
To me, it's always focusing on pipeline. We measure our weekly contributions to pipeline and we also look at the overall shape, the long-term full running per quarter shape of our pipeline. Make sure that we have a lot of prospects in the funnel, so to speak, and slowly whittle it down. I'd like to say that's my focus when I'm talking to my team, but the truth of the matter is since we're getting out of the blocks and the new year, I've had to move a lot of people to different territories. I'm doing simple things like putting the comp plan together and defining the territory for them, and putting the finishing touches on them. It's just basically defining them so I'm launching that now.
The truth is I'm working on these very boring mundane tactical details. But when I'm talking to the sales team, it's really about pipeline.
Fred Diamond: You run channels for Red Hat right now. Tell us a little bit about what that means as compared to being someone who does direct sales. What are some of the things that you think about? Especially as we're going into the new year.
Mike Byrd: It's not terribly different when you're a traditional salesperson selling to an end customer. You're really solving problems for them, you're selling them on the division of Red Hat and then our technology in a way that solves problems. When you're selling some partners and through partners to our end customers, you're really doing the same thing. It's just a little bit more complex because you're trying to create customer problem-solving motions with partners and help the partner actually solve the customer problem. Deliver some sort of end solution to the customer, all the while bringing Red Hat technology along for the ride with them to help solve that problem.
You've got two sales you got to go through. One is with a partner to get them to buy into our vision. Once that's complete, then we're really helping the partner to sell their vision which includes Red Hat.
Fred Diamond: We have a question here that comes in from Robert, "Does Mike focus on a particular marketplace for Red Hat?" We were talking before the show, you started your career selling to the navy with Sun and then you moved in, so you spent pretty much most of your career if not all your career in the public sector market. I ask this question to all the people who we've had on the Sales Game Changers podcast who focus on public sector. Why public sector as a sales career? What is your answer to that? I know you've recently had some reorg shifts away from 100% public sector, but up until recently, pretty much that's been the main focus of your career. Why public sector markets?
Mike Byrd: It's really dumb luck in my case. I was working as a software developer in Texas, you and I were talking about that before. Bumping into Sun salespeople who were selling to my company at the time. I was a user of Sun technology and thought to myself, "I would like to work where you are." So I asked them to help me get a job at Sun, and fortunately, they did. In my first accounts I kind of started in the navy, but in truth I was calling on Bell Helicopter and Raytheon down there in Dallas. They very quickly moved me onto the government team which wasn't much of a choice on my part. They moved me there and I started doing navy sales and took it from there. I just looked into it, dumb luck.
For me, using hindsight, I'm a big fan of selling to the government because generally, they pay their bills which is really nice, and you don't have to spend a lot of energy on the whole qualification stage of selling to them because, again, they pay their bills. You have to qualify whether or not the program or record is legitimate and funded and all that kind of stuff, but it's a heck of a lot easier. Because I've spent some time selling to commercial customers, and now at my new role at Red Hat I do own public sector partner sales but I also have some commercial and Canadian partners as well. I've expanded my scope, but public sector is still a third of my business.
Fred Diamond: I worked for Apple Computer in the beginning of my career and Apple's public sector division. One of our sales leaders took me on a trip into DC and he pulled over the car by the side of the road right in front of the Department of State and he said, "Take a look at all these buildings. They're not going to tear them down. This customer will always be here." There are so many people who've had such a tremendous career servicing people who are trying to help our lives improve and take care, especially right now.
Mike Byrd, we recognized you as a Premier Sales Leader recently. It's the first time we announced the designation. What do you think the best sales professionals are doing right now? We use the word 'elite' a lot, Mike. What are the elite sales professionals doing right now to be successful?
Mike Byrd: To me, I touched on earlier, everyone that works in my organization knows I really harp on pipeline. It always comes back to that, but when you really slice into generating pipeline, it's what kind of problems can I solve for my customers? What kind of problems are they trying to solve for themselves? My very best salespeople right now are becoming experts in the challenges facing our customers. Once they understand what that problem is they're trying to solve, then they take the approach of, "How can Red Hat help? What is Red Hat's angle in solving this particular problem?"
Of course, on the partner side, what can Red Hat do to help the vast ecosystem of public sector partners, or even commercial partners, solve the broad set of customer issues out there? I think that they're really becoming experts in their customer problems and customer challenges. After that, they're matching those up with capabilities and then matching that up with ultimately opportunity within the customer. All of that to me is a part of the pipeline process.
Fred Diamond: Mike, we have a question here that comes in from Dina, "Can Mike explain how they come up with those solutions in more detail?" Can you give us a little bit of an insight? Again, you said you try to find solutions for the government. What do you do? Do you have an hour set aside every week? Do you bring people in? It's tough to bring people together right now, and you manage a team of people that are spread out even before the pandemic. As the leader, just give us some insights into how you physically go from, "We need to think about what solutions can we bring out customers," to how you come up with some of those solutions.
Mike Byrd: It's a really good question because there's not one way to answer that. There are lots of different things, but the best way that I've found for us to answer those sorts of challenges are we got to find partners that are already solving problems. If you look at the very large integrator community that's around the DC Metro area – of course, they're scattered throughout the country as well, as governments everywhere. Those folks are building specific practices for solving specific problems. One of our partners built a really cool COVID vaccination tracking application for a state and local customer of ours. That was an example of our sales team having high level strategic conversations with the end customer, a specific state I won't mention now, I think we'll have some cool info on our website bragging about the win in a few weeks, maybe a month. It really came from the customer and then our sales team at the customer level then came to our partner team and asked, "Who do we have that has these kinds of capabilities?"
Because if you think about it, tracking vaccinations delivered versus vaccination inventory coming in, that has a lot of applications. That's a retail effort in essence, so we mapped that challenge to partners that had some capability, also some government capability because you need to understand government contracting, regulations around personally identifiable information, all that kind of stuff. We mapped those capabilities across several different partners that we thought were good, strong candidates and then together with the customer, settled in on a few. Ultimately, the customer chose the final partner but we were working with several on that particular solution.
That's to me the ideal way. Start with the customer problem, then survey your existing landscape of partners and their capabilities and then pursue building those solutions with those partners. Take them over to the opportunity and that's exactly what it was. We've got this state and local customer that has this problem, can you help us solve it? Of course, they get excited because there's money there. I can solve this problem by building this broader application that involves more than just technology. Red Hat, we've got RHEL, OpenShift, Ansible, our three major platforms that we used to solve that problem but they're just screws or bolts in the overall solution. Whereas the partner has to do all the change and the cultural elements and other systems outside of what we have at Red Hat. They have to integrate into existing systems that the state and local customer had.
It's probably a long answer to that question, but really, that's the best way. If you try and start with a partner and say, "There's a problem we see out there generally, let's build a solution and then go chase down problems that it solves," that's the reverse model. You can have some success with that and I've seen some companies do that brilliantly but I think that the hit rate on that is a lot lower. The most positive example of starting with looking out at the industry, seeing a broad problem and then building a solution for it that was successful, Red Hat participated in this but it was really NetApp and Cisco that built the whole FlexPod. There were many different FlexPod reference architectures, Red Hat was a big part of it, there are lots of other folks within industry that were part of that FlexPod reference architecture. That was a great industry example of people coming up with the solutions first and then seeking problems afterwards. It can be done, I just think it's a lot harder.
Fred Diamond: We've got a question from Joseph, "How has Mike built trust with his customers to be able to provide those solutions?" Red Hat's been around for a while, you guys are part of IBM, you've had a 30-year career with companies like Sun and now Red Hat. You've had that history and your company's big and you've provided great solutions, but trust comes up a lot in the sales conversations that we have. What would be some of your advice along the way on how you've built trust? Let's focus on the end customer as compared to partnership right here. What's some advice you would give for people who are maybe 4, 5, 7 years into their career who haven't had that longevity yet and aren't necessarily working for such a big brand name like Sun, Red Hat or IBM?
Mike Byrd: I've touched on it a little bit today. In truth, to me sales is just a few simple things. One of the most important elements is becoming a problem solver. If the customer views you walking in the door, because every customer could have an unlimited supply of salespeople walking through the door if they wanted it, how you set yourself apart from all the other salespeople walking in the door and generate that kind of trust. I think you need to enter the room coming from a genuine place of wanting to solve problems for the customer. That means solving the problems whether or not it's toy our company's or to your own personal benefit or not.
That's a difficult balance to walk because we have an obligation to our companies to represent our company's best interest, but our companies are also well represented if we're being honest and genuine in our efforts to solve customer problems. Even if that takes us a bit away from the hardcore sale of what we're trying to do. All that said, you want to work for a company you believe in because I've never worked for a company that I didn't believe in. That's one of the first criteria. If I can't believe in what I'm selling, forget about it, I'm not even going to go there. If you believe in what you're selling and you believe in the vision and the mission of your company, then you're going to be in a great position to not have to really worry about, "Hey, I want to solve your problem and it may not involve me." It probably will involve you, but sometimes not completely.
I have been in a situation where I had a widget that I could sell and there's another widget available, and I had to say to myself and to the customer realistically, "You've got a heavy investment in my competitor there, that's fine. Let's take a different approach. We can use some elements of what I have to offer in order to solve this particular problem you're facing. It allows you to keep your investment in what you've already gone down the path with." I think that they'll appreciate efforts like that, that willingness to solve problems in a manner that really helps them out regardless of how it impacts you at that immediate turn. Long term, they're going to call you back and say, "I've got another problem I need you to help me solve." Perhaps that next problem will be right in your wheelhouse where you can cash in on a great sales opportunity.
Fred Diamond: We have a question that comes in from the audience and this question comes in from Jim. Jim, good to see you. Jim says, "What does Mike look for when he hires a salesperson?" Let's talk about characteristics right now. It's been an interesting last two years, no one thought that the pandemic was going to continue but it's raging even more so right now with Omicron and people are still going to be working from home. There's still a lot of uncertainty and schools are going to be closed, virtual versus live, there's a lot of things going on right now. Talk a little bit about what you would be looking for as a sales leader in building a team. What are some things that the listener should be thinking about if they're looking to work for a great company like a Red Hat or IBM?
Mike Byrd: Great question. To me as a sales leader, hiring is the most important job that we have. All other things really don't matter unless you hire a good person. If you don't hire someone who's really going to crush it, has that ability, you're in a lot of trouble. Sometimes it doesn't even matter what you do, so hiring is really important. I actually tell all my leaders to be constantly interviewing candidates, constantly have a pipeline of talent. I ask about the pipeline for business but I really ask them to measure our pipeline of talent that's coming, because I want us to be in the recruiting business and not the hiring business. So, we're constantly out there talking to people, learning what's out there and eventually we're going to zero in on who we think is the best.
Then I want my managers to come back to me and say, "I have this outstanding candidate, Mike. I know you don't have a rec, but you've got to find me one because this person is outstanding." I'll meet with them and it's great when I can be in that situation. But then what are those characteristics? Three things, immediately. One is, can you do the job? A lot of people can put together a resume or a track record of, "Yeah, I can do the job," but you need to make sure that you get that basic question answered. After that, I really want someone who has a great attitude, a positive attitude that thinks they can get things done when obstacles get in their way. They can either work around them or work through them.
Then, hard worker. Who's going to work hard to build that pipeline and to constantly stay on top of it? Because sales, to me, is hard work. It's less artwork and more science in that you just have some basic things that we need to do. There's some skill that I want to develop in my early career folks that I expect to see developed in my later career folks. Primarily, I want to see people who are great at generating pipeline. I want to see people who are great at closing, and closing doesn't just mean closing a deal, but building that journey for you and the customer. Then all the different steps along that journey that ultimately end in customer problems solved and a sale for Red Hat or wherever you are. Closing is many different things, it's not just closing the deal.
Third thing I ask for is operational excellence which means understanding all the tools available to you to make sure you get your job done and using them appropriately. Not overusing them, not underusing them, to get the job done. Also, operational excellence means knowing your numbers upside-down, backwards, forwards, all directions. Having a good grasp of your pipeline, what your conversion rate is, what you need to do to hit your numbers, where you are today on your quarter, in your year and all that kind of stuff. That's important.
The last thing I would say is sales presence. Sales presence to me is the ability to communicate your company vision, your product vision, depending on the context of your conversation but being able to have that clear communication skill in a way that your customer needs to consume it. That could be face-to-face, one-on-one type scenario. That could be a one-to-many broadcast presentation to a larger audience or round table session. That means written communication via email, talking over the phone if you're a lead generator following up on leads that our marketing team might generate.
Different roles, certain sorts of communications and sales presence are more important than others. But overall, I want a really well-rounded visionary that can deliver that message with great sales presence. That's communication, that's passion and excitement. Those are the four basic skills that I either want to develop in an early career person or I want to have at a really mature highly developed level for my late career folks.
Fred Diamond: Conversely, what do you see sales reps doing wrong? You mentioned what you see some of the elite ones doing, the four elements which are brilliant. What do you see sales professionals doing wrong time and time again that you would like to coach them on to get right?
Mike Byrd: The biggest challenge I had early in my sales career and that I still see sales reps having is we want to be pleasers, we want to make our customers happy. I just said let's solve problems, and sometimes the problems they throw out there are what I call cable chasing. They want a sales rep to solve a very tactical problem of the day and we're like, "Yeah, sure, I'll jump on that. You need a demo copy of my software? I'll get you a demo copy of my software." Or it's, "You need a loner server? I'll get you a loner server. It solves your problem, it makes you happy for the moment." I call that cable chasing and I find that sales reps will do that if they're not really strategically aware of the real problems facing the customer.
You can't necessarily wait for your customer to come out bluntly and tell you what the problems are. They may not trust you to have that conversation with you, or they may not even be aware that you can solve those sorts of problems. You need to be aware of them, that requires a little bit of research, that means talking to other people in the account, that means talking to lots of partners, different types of companies that are in the account. You need to learn, do your research and find out what real problems are, what is the biggest challenge?
We're lucky in the public sector world. Most of those agencies have their mission up on the website and you can see what exactly it is they're trying to solve this year and over the next three to five years. We could do research on that, but if you don't have that sort of information available to you, you've got to talk to the community, industry as well as customer folks in there to find out what real problems are there to solve. I hope that answers that question. That's the biggest thing. Cable chasing can just be a big distraction and you're not really driving the conversational agenda with your customer.
Fred Diamond: What are your expectations for salespeople right now? You talked a lot about coming up with understanding. One of the greatest answers you've given me so far, and they've all been tremendous, is you really need to know your customer. You need to know, and I hate to say that as a cliché, but you really got to be intimate with your customer. One of the great things about selling into public sector is there's no shortage of information on how to find out what the mission is. You go to every website for every government agency and it's there, so there's no surprises.
There's news, information and every company sells to the marketplace. I can imagine in a company like Red Hat there's got to be at least if not dozens, hundreds of sales professionals who might have already serviced that customer and knows what they're going for. Even though government evolves, the mission doesn't radically change. It's changed a little bit because of the pandemic, but for the most part, every agency has a mission. If you're a sales professional worth your salt, you should be able to do the hard work to figure out what that is.
I've got a different question as I'm doing the topic here. It's a challenging time. We're going into the winter, the days are going to be shorter, what is your advice for junior sales professionals who might be struggling? How would you coach them? You've been a leader for a couple of decades, you work with some amazing people. What would be your advice to a junior sales professional 3, 5, 7 years in if they're struggling? Again, we're going into the winter months, days are shorter, people aren't going back to then office, it's going to be a little bit harder. Give us some of your advice on how they could seek some counsel.
Mike Byrd: For one thing, we just had the winter solstice, so the good news is days are getting longer now even though they are really short compared to the summer. The good news is days are starting to get longer. The structure that I talked about, those four basic things of pipeline, closing, operational excellence and sales presence, I highly believe in that structure. I also believe that structure is important to sales. When you become a salesperson, I remember when I landed as a salesperson, I was wholly unprepared. I bluffed my way into the job and I shouldn't have gotten it, I guess.
The thing that I learned the quickest was to create as much structure and process around what I was trying to accomplish as possible. Because sales at its nature is a highly unstructured role. My inside sales organization historically has been very structured and we put out a plan for everybody to follow. Hopefully, overtime they learn that plan and make their own plans based on that kind of model. But if you're early in your career, you don't have the benefit of that. I think you need to begin to try and develop it into a science. How much of my day am I going to spend on these four basic functions? How much am I going to do on pipeline? And I would probably put a little bit more on pipeline because if you're an A+ player on pipeline, you can be a C- on the other three and you can have a great career. As long as you have plenty of pipeline, if your close rate is only 2%, then just generate a ton of more pipeline in order to compensate for that.
What I'm trying to say is let's create some structure. Sit down and start with what success looks like, work backwards. Actually, this was going to be my answer to your next step. Work backwards and figure out, who do I get to the closed deal? If the deal closes on December 31st '22, how do I prepare my year to get to that closed point? I know it's probably going to take my customer 60 days to go through contracting, so the technical decision, the buyer, they've got to figure that out prior to 60 days. I'm already in November at that point. Somewhere between November and July, we're probably going to have a lot of technical discussions of, is my solution offer, is this interesting to this customer? Are they ready to commit to it?
Before that, in the first half of the year I need to determine, what is the problem I'm trying to solve? How am I going to build my approach to solving it? Maybe even how am I going to find out what problems are out there for me to solve? It's all early pipeline questions. I would really try and structure things in that way. How much time does it take me to go from a closed sale to discovery of an opportunity? Map it out and give yourself that structure. Of course, you'll build a perfect plan and nothing ever goes according to plan. You'll have to make some adjustments along the road but as long as you have that plan and if you stick with it, you're probably going to find success. That would be my advice. I hope that's helpful.
Fred Diamond: It's your bullet point number four which is about you need to be operationally excellent. One thing we've learned, Mike, over the last two years, and we've known this before this, but if you're a sales professional, you've got to be a professional. You've got to treat it as your profession, you've got to do the right things, you have to do them right, you have to allow yourself to be mentored and coached. You have to know what the value is you're bringing to your customer and you need to constantly refine those. You can't wing it, you can't just show up on the court, you've got to do all those things necessary. I love those four bullet points and we're going to highlight them in the LinkedIn post.
Mike Byrd, we're getting some nice comments here. Robin says thank you so much. Derek says this was great, thank you so much. Congratulations again on being a Premier Sales Leader. I look forward to speaking with Nancy in a couple of weeks. I just want to acknowledge you, you played a part in our award event every year, the Institute for Excellence in Sales does a big award event, we have our 12th one coming up in June. You participated in our 11th, you did an absolutely fantastic introductory speech to our Jay Nussbaum Rising Sales Star award winner, Veronica Poissant, so thank you for playing a role there. Thank you to all our good friends at Red Hat for your support of the Institute. Mike, as we like to do, give us one final action step. Something specific reps can do right now to take their sales career to the next level.
Mike Byrd: Thanks, Fred, I really appreciate the opportunity to be on the podcast with you today. I began to jump into it a little bit there. One thing I would do today is figure out what your goals are. The goals aren't just, "Make my number." Sometimes the goal is, "I need to be strategically relevant to XYZ customer," "I need to find my own sales process, build my own sales engine." Figure out what your goals are and really comfortably take two or three goals – no more in my mind, otherwise, you'll just be drowned in all sorts of pursuit of those goals. Make them simple, two or three, and then work backwards from there. Think, how long is it going to take me and what do I need to do to slowly build up to accomplishing what these goals might be?
The buildup needs to be set with marker flags. Marker flags are leading indicators of success, so think to yourself, if I want to be strategically relevant to my customers, what's an example of some evidence I have that I'm strategically relevant to my customers? One simple thing might be that they just proactively call me and ask me a question, ask me for help. Maybe another example would be that in my meetings with them they might make reference to something that we have spoken about before. Find this evidence of what you believe are leading indicators of future success, future progress towards achieving your ultimate goal. Define what those leading indicators of success are because in sales, all too often we focus on those lagging indicators of success which are bookings, sales, that's the ultimate lagging indicator.
You don't know that you've made the sale or not until you do it or don't, and you want to be able to make an adjustment to your plan earlier in the process when something's going wrong or there's an opportunity that you don't want to miss. Look for those leading indicators of future success, build those into your plan that gets you to your ultimate goal. I'm a big advocate in this kind of philosophy of objectives and key results. There's a book, Measure what Matters, and the guy that wrote it was a board member for Google way back when they got their start. It was a really dry read but really helpful and I've made that a part of my personal sales process. It places a heavy emphasis on those future indicators of success to get you to your goal. That's what I would recommend.
Fred Diamond: Mike Byrd, thank you so much. Everybody who listened to today's Sales Game Changers podcast or watched us live, my name is Fred Diamond saying thank you very much.
← EPISODE 453: Carahsoft's Tiffany Goddard and Lacey Wean Speak on Opportunities for Women in Sales in Government IT
EPISODE 455: Sports Mindset Expert Mike Lee Says This Steph Curry Habit Can Improve Your Sales Skills Markedly →


She and her infant son are living with her husband's parents, Vernon and Sarah Smith.
[S447] 1920 Federal Census, Gibson Twn, Bay, Michigan ED 91, Page 4B, Dwelling 85.
[S86] ua, Wood-Sinclair Family Tree.
[S447] 1920 Federal Census, Detroit, Wayne, Michigan, ED 423, Page 8A, Dwelling 143.
[S86] ua, Michigan Marriages, Bay County, No. 17850.
[S449] 1940 United States Census, 1940 United States Census., Detroit, Wayne, Michigan, ED 84-1595, Page 13B, Dwelling 249.


Both my childhood experiences and education gave me my start with art. An aptitude for drawing and creative exploration opened many appropriate doors. A university undergraduate and graduate education presented several illusory possibilities and I launched into a number of "creative" enterprises, all art related. Consequently, art became my career. Creating art of some sort or another goes back to my earliest memories. There were numerous starts to my art, rather than just one.
There are really more than I can count. Essentially, it was one college professor, Alfred Noyes. He was trying to teach me slick oil realism and ultimately urged me to paint out of my head. I would have been a fine enough realist, but realism lacked cerebral challenge. Who wants to compete with a camera to state the obvious? My destiny was to draw and paint abstractly and with expression. Noyes said that direction was my strongest point. He stated, "Realist technicians are a dime a dozen." Other strong mentors were my University of California professors, highlighted by the internationally noted, Larry Rivers.
To create, to paint beyond my own self-imposed boundaries, to grasp beyond my reach. That is my measure of being a "true artist". I would get a real thrill out of seeing my paintings hanging in the best galleries and museums of the world. Dreams are cheap enough, reality is very costly. Visualization is the greater part of execution.
Rock Art is my subject choice because it harkens back to my abstract conceptual expressionism days at the university. If creativity is the process, then the creative process can be an art, or an art object. Rock Art (petroglyphs and pictographs) by general nature are abstract symbology and communication. A picture for a word, a word for an expression, handmade marks that compose a picture. These are the elements of a statement, a concept, or communication. Rock Art as the basis for my work fulfills all that fine art can be. The possibilities are indeed without boundaries and infinite; this is what stimulates my creative brain cells.


Now you see :) Happy Chinese Valentine's Day!
This is a beautiful selection from the cross between mini-Sinningia and slipper type Sinningia. Compact foliage and big flower.
A close-up of this creamy Kohleria.
Lovely Kohleria grower, fancy flower and color. It is compact and very floribunda.
A native gesneriad of Taiwan , blooms in summer.


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For this area and with these views and high standards this property is an extremely competetive price.


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He was the First Avenger, so, of course, he's first in all our hearts! Grab this Captain America Box Art and add it to your collection of Marvel schwag. Have Caps' iconic "A" glowing in the night and know his watchful eyes are keeping all the major villains at bay and the small-time criminals away. We've found it's the best way to get a good night's sleep.


To commemorate the 20th Anniversary of Banyan Tree Hotels & Resorts in 2014, a worldwide photography competition showcasing vivid memories and experiences at Banyan Tree has culminated with over 3,000 photos being submitted by past guests. Three winners were chosen by an expert judging panel, and these, along with 17 other short-listed photos, will join a global travelling photography exhibition, capturing the essence of Banyan Tree and its milestone anniversary for all to enjoy.
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text:
2011 Belgian Grand Prix: Friday's Press Conference
Written by David on August 26th, 2011 at 8:42 pmLast Update: August 26th, 2011 at 8:42 pm
Q: Andrew, interesting comment from the Team Principal Vijay Mallya saying that the car is now a car for all tracks. Of course, we knew it as a low downforce car in a way, so what has been required to make it a car for all tracks.
Andrew Green: "I don't know if I should tell you that. I think when I started there was definitely a focus towards a high-speed low-drag configuration on the car. Obviously, the car showed its hand on those tracks, especially Monza and Spa. Unfortunately, the season is not made up of Monzas and Spas and we need to be more competitive everywhere. I think we have got a car now that shows good performance in all set-ups, including the low and medium downforce tracks. Quite happy with the way the car has gone and the changes we have made over the last few months and looking forward to the remainder of the season."
Q: So, basically, a bit more downforce and lot of wind tunnel work.
Andrew Green: "Always a lot of wind tunnel work. That never stops, apart from two weeks in the summer. Yes, and a lot of hard work and a basic change in philosophy. That was the big thing. But these things take time to come through. It's steering a big ship and you make adjustments and these things take quite a bit of time to come through to the surface on the track."
Q: So confidence for the rest of the season?
Andrew Green: "Yeah, reasonably high. We expect the cars to qualify in the top 10, both cars, for the rest of the season. There is no reason why we shouldn't. That's our target and we'll try and stay on the tails of the big boys as much as we can and keep scoring points. Trying to keep converting performance into points, which is the target for the remainder of the season."
Q: We have seen teams run third drivers before but usually on Friday mornings. What was the idea of running Nico Hulkenberg on Friday afternoon?
Andrew Green: "It was basically looking at long-term weather forecasts. We had anticipated the rain to come in a little bit sooner. We were wrong. It came in a little bit later. Hindsight is a wonderful thing. But I don't think we lost that much by swapping them around."
Q: Paddy, a point made by our press officer here. Every time you come to a press conference your team seems to win.
Paddy Lowe: "Yeah, that's happened twice this year. The first time, I was asked the question whether anybody else would win a race this year. At that time Red Bull had won every race. How many other teams would win a race and I said well at least two. We won that Sunday. Well, I hope this is a good omen and we can do the same this weekend."
Q: Well, you have won the last two. Can you keep up the rhythm? What does it take to keep up that record?
Paddy Lowe: "Well, as you all know it is very, very competitive at the front and we are competing very closely with Red Bull and Ferrari. It is a question of just finding that edge, both in qualifying and through the race. I think we would be happy if we could get both cars performing at the same time. Get the front row. Get the two guys on the podium. That's our next ambition. But we have won three out of the last five races in fact so we want to keep going in that direction."
Q: How much work have you been able to do over this last month, since the last grand prix? Obviously there were two weeks that you had to take off.
Paddy Lowe: "In effect time freezes for the two weeks. It is as though we have just had a normal two-week race cycle, so in that respect it has been pretty much situation as normal. We have several upgrades on the car for this weekend but that's one of the nice things about the summer shutdown. It is exactly like that. Time freezes. You come back and it's as though you never left in a work sense but everybody had had a great rest and come back refreshed ready to go again."
Q: Luca, there is a certain amount you can do to engines and there's a lot you can't do to them. To what extent is your workload at the moment looking at next year? How much can you change for next year? How much are you looking at 2014?
Luca Marmorini: "We have a lot of activity. Clearly focus on this year not just next year. We know there are not so many chances to modify the engine in terms of hardware but this year the activity on the engine side, as everyone knows, has been quite intense to support aero development. We are going to go on developing this year and preparing for next year as well. Concerning 2014, already a group of people has started to work to develop this engine. Time seems long but definitely it is such a big change in the regulations that this requires a long time. We have started to work intensively on this. We will see some prototype engine run during next year."
Q: Already, yes. So, just looking at this race. Kimi Raikkonen won here in 2009, you weren't necessarily with the team at that time, but it was obviously a very strong engine and you need presumably a very strong engine at this circuit with full throttle at about 24 seconds. Is this thought to be a good circuit for Ferrari?
Luca Marmorini: "I think the rate of development we have shown this year has been good. In the last races we have been competing with McLaren and Red Bull, very close to winning several times, so I would say the job we have done is good so we hope we can compete also for a win here as well."
Q: Paul, interesting story about the hard tyre. Can you tell us what the situation is with that, as there often seems to be people that have only used the hard tyre once for example.
Paul Hembery: "Yes, I think you have to take it in the context of the medium tyre. In reality, the medium tyre has shown enough durability to even think about using it as a hard tyre next season. We have found with the hard tyre that a couple of teams or a few teams have been struggling to get it working and if the medium performs as we believe it will it provides us with the margins that we need."
Q: If people do not use the hard tyre what happens to it? Does it just get thrown away of have you got loads of them back in Turkey?
Paul Hembery: "Well, we obviously don't make them. We don't make big stocks. One of the issues we do have, rather bizarrely, is that at the end of the races we have actually got quite large numbers of tyres unused, the harder tyre at least one set per team, so we have been trying to look at ways of using those during a race weekend. It is obviously pointless bringing tyres that are mounted, dismounted and then chopped up. That is something that we have been trying to talk to the sporting working group about, to find a way in which that set of tyres can have a use. We started thinking about it when some of the teams thought about not running in qualifying, in Q3, to save a new set of tyres. That made us think if we swap the volumes of tyres between maybe six of the harder tyres and five of the softer and put them around the other way, change the tyre you give back on Free Practice One so that you end up going into qualifying and the race with a split, not three and three as it is, but having four and two, that would take away that small risk, if you like, of people not running in Q3. In reality very few teams have done it. They could also change the rules to make sure that people run in Q3. That still leaves us with some tyres that I think we still need to go back to the sporting working group and see how we can best use them. At the moment, either we reduce by one set, we have got too many tyres, or we find a better way of using them during the race weekend."
Q: It sounds as though the regulations are pretty fluid, particularly if we are looking forward to next year. Is that the case? What suggestions are you getting for next year?
Paul Hembery: "I wouldn't say they are fluid. They are fixed at the moment. They are the same as they are this year. It is quite a complex area as you can imagine. If you make a suggestion clearly different teams have a different perspective depending on where you are in the running order in terms of performance. At the moment every race from the start, we have got sets of tyres that are unused and we would like to find a way that would allow the teams to use them during the race weekend. That's the point. That's where we started thinking about maybe a qualifying tyre. The fans like it but at the moment the teams aren't convinced by that, which is fine. We are here to come up with ideas and it is up to other people to decide if they want to adopt them."
Q: Ross, interesting to hear there was a quote from the team saying the car should suit this circuit. Very often being a low-downforce circuit it has been the fact that you haven't got very much downforce in the first place, so that's why the car suits the circuit. I am not saying that's the case with your car necessarily, but why should it suit the circuit here?
Ross Brawn: "I think we have got a very strong engine. It is a good engine. It has proven here to be pretty successful in the past so that's always a big help. Cars tend to have a sweet spot of where they are developed and where they are at their optimum and from our modelling this is a circuit that should fit into that sweet spot of what we can do with the car. Challenging circuit, particularly this weekend with the mixed weather conditions, the choice of downforce is going to be a crucial decision, because if we get a mixed weather race you want to run high downforce but high downforce in a dry race is quite difficult. We have been playing around, as I am sure other teams have as well, with different downforce levels in the little windows of weather we have had and we will make some decisions when we see the weather forecast for Sunday. I think with the current form of racing we have qualifying is a bit less critical and therefore with more focus I think all the teams will be on finding the right solution for Sunday rather than worrying too much about Saturday which if it's wet and the race is dry could prove… an optimum set-up for the wet on Saturday won't be the best set-up for the dry on Sunday."
Q: Do you feel, not on the weather side of things but the car side of things, that it will be the same thing for Monza. Are these your best two circuits?
Ross Brawn: "Well I don't want to hype them up too much. But I think they are circuits that we should be reasonable on. We have got a gap to the top three teams. We are not where we want to be, so I don't think we can do an enormous amount about closing that gap this year, although there is still some work being done as what we have got to do is make a step change for next season. Our balance of work for this year and next year is changing as the season goes on as I think it is probably for most teams. We have got some things coming this season but they are two tracks that we enjoy, our drivers enjoy, and tracks I personally and with the teams I have been with have done pretty well at. They are races I enjoy."
Q: Christian, interesting that Mark Webber is quoted as saying that a Sebastian Vettel-type dominance is over. That the dominance you have seen at the start of the season is over. Do you agree with that?
Christian Horner: "I think, if you are looking at 11 races, six wins, four seconds and one fourth place is not a bad run of results. The target for the team is to continue to achieve that kind of score rate. We have seen Ferrari and McLaren very competitive, not just in recent races, but I think this year has been deceptive in many respects. I think we have maximised our opportunities and our intention is very much to continue that in the remaining eight races. We know the next two events have historically been our weakest venues in terms of our package and obviously the horsepower emphasis that is placed on these two circuits but I think we are looking forward to the final eight races and we intend to attack them just as we have each of the previous 11 so far."
Q: You seemed to be running a very small rear wing this afternoon in the wet conditions; Mark was obviously very quick in the dry conditions; is that part of the difficult balance in these weather conditions that we were talking about earlier or was that for Monza?
Christian Horner: "I think the balance that we have to achieve is that if we want to get close to certain engines on the straight we have to run a bit less wing, so we carry less downforce and that's been visible today. We will look at the data overnight and decide what level of downforce to adopt for the rest of the weekend. The weather forecast was probably actually slightly better than initially was forecast for here and it's been uncharacteristically warm as well. At the moment, I think the forecast is to get better throughout the weekend, but as we all know, it changes here very, very quickly."
Q: After the lay-off, do you see a difference in your drivers?
Christian Horner: "They've both had good breaks, they've both taken the opportunity to re-charge their batteries – if you call going up Alpe d'Huez or wherever it is on a road bike with Alain Prost re-charging your batteries which was what Mark was doing. I think it's good for the whole team. The whole team has come back looking healthier – as you all do – and I think it's good for Formula One. It's such an intense season, from January 1st to the week following Hungary. All the teams, I'm sure, were absolutely flat out. Ours has been no different and it has been a well-earned rest for team members and travelling members to spend some time with their families, have some time off and come back fully revitalised for the remaining part of the season."
Q: (Naoise Holohan – Manipe F1) Paddy, could I get your opinion on the ban on DRS that they are imposing on cars in Eau Rouge and if it is necessary to be banning DRS in certain corners, does that prove that it's fundamentally an unsafe system and it shouldn't actually be on the cars in the first place?
Paddy Lowe: "I think that would be a pretty extreme position to take. I think what's been imposed is very sensible. That is a very extreme corner. Everything on a racing car has some risk. One of the jobs of the FIA and the teams in fact, through the Technical Working Group, is to maintain the right balance between the sporting interest and general safety. The restriction that's been put on there, it's just balancing the risk properly because if the wing were to misbehave through that sector, we know you can have very big accidents."
Q: Some figures that Mercedes have released show that there is a 1G lift as you go over the crest. With DRS, what would the effect be if DRS was open through there?
Paddy Lowe: "We haven't calculated it precisely but it's one of those things that if the car is fairly near the limit and if you apply DRS or find the degree to which you can apply DRS through that sector by experimentation which is what the drivers would end up doing, by definition they will find a place that is just at the edge and that means there's no margin, so if the wing, for instance, were to be a bit slow, or act when it shouldn't have done, the driver will lose control. I don't think it detracts at all from the spectacle which was the intent of the DRS so I'm supportive of the restriction."
Q: (Naoise Holohan – Manipe) We've loads of fast corners round this track like Pouhon and Blanchimont; why wasn't it considered to ban it there as well?
Paddy Lowe: "We weren't involved directly in that particular restriction. I think it's because this is a corner where you stay flat through it so there would be a great temptation to find the limit with the DRS whereas, with the normal corner, I think the drivers are finding that edge as they pick up the throttle. It's a question of balance. There's no right or wrong answer. I don't know what others here on the panel feel about that. It is one of the most if not the most extreme corner in the Formula One calendar, so to take the experimentation out of it in that form is probably a sensible idea."
Ross Brawn: "The DRS has been stopped from corner exit so it's also the arrival speed at Eau Rouge which is important, not just the fact that you're cornering through there with DRS activated. It's a fact that you would arrive quite a lot quicker and I think that had to be taken into consideration as well. It's also a corner which, if you get into trouble, there's not much you can do, whereas in a lot of the other corners mentioned you lift the throttle or you ease off and you can normally get the car back under control. That's a corner in which I wouldn't like to have a situation, it's not normally one you can recover from. And DRS is not just a drag reduction system, it changes the balance of the car because obviously it affects the rear. I think it's a good system and I think to moderate it occasionally doesn't do any harm, and I think applied sensibly it's given us a very interesting feature this year. I think all around it's positive."
Christian Horner: "I think the guys have summed it very well. If you've ever driven through that corner, which I did a long, long time ago, I can't think of anything worse than opening your rear wing on the way down there. That said, the drivers went through it one-handed last year with a hand over the F-duct but I think that it's a prudent thing to do. As Ross says, it tempers your entry speed to the corner as much as anything else and it's the one place that if you're going to have an accident, you really don't want to have it there. If you open up the car in some of the other fast corners like Pouhon or so on, you've got plenty of run-off there whereas get out of shape going up the hill and you could be in a bit of trouble."
Q: (Filip Cleeren – Autogids) Paul Hembery, an interesting bit of news was that qualifying tyres might return to F1 if the teams agree. What has the reception been so far and maybe the other attendees could shed some light on that as well?
Paul Hembery: "In reality it was a discussion point. We're new back to the sport, certain things we have seen and we just wanted to know the teams' opinion. We've listened to fans, listened to teams. At the end, it's the teams' decision and it really went back to the point I've mentioned. We've got Sunday nights where we're having sets of tyres unused and also comments were coming through that fans were worried that teams were trying to save tyres during qualifying so we thought we'd have another look at it. It probably needs a lot more looking at. Initial reaction was cool; I think that's the best thing to say but sometimes these things… because it's very complex, the tyre allocations have a big impact on the teams' strategy so I think we need to go back and discuss a bit more."
Q: (Alberto Antonini – Autosprint) This is for Ross, Paddy and Andy I presume. There were rumours during the summer of Mercedes High Performance Engines at Brixworth working on developing an exhaust layout called the Bagpipe. It would adjust the pressure right after the exhaust manifold. Are we going to see anything like that in the near future?
Ross Brawn: "I haven't heard that story, I'm afraid, so it must have been for somebody else, not for us. Perhaps Paddy can respond."
Paddy Lowe: "I haven't heard that story either and we certainly don't have anything called a Bagpipe that I'm aware of. Maybe someone else."
Ross Brawn: "I think perhaps there was your system at the beginning of the season, Paddy, that looked like a Bagpipe, so maybe it's an old story."
Paddy Lowe: "The one they called Octopus?"
Andrew Green: "We can't afford to develop exhaust systems!"
Q: (Matt Youson – Matt Youson & Associates) We've heard about the proposal to return to some in-season testing days. What are your thoughts on that?
Christian Horner: "I think this has been discussed with the team managers and I think with the calendar now being available, I think one of the things that has been discussed rather than… what all the teams are keen to avoid is to re-introduce a test team. So what is currently being appraised, effectively, is to look at lessening the amount of pre-season testing by one test and making that an in-season test as well as making the young driver test effectively an in-season test as well. That's under debate within the team managers group at the moment."
Ross Brawn: "I think that the point Christian has made is very important. The threshold is not to have to create a new testing team. We must be able to do whatever we want to achieve with the group of people we have and with RRA and the other restrictions we have, we need to make sure we can achieve it, and next year's calendar is creating an ideal opportunity to have one test perhaps at the start or just after the start of the European season which I think would fit very well with everybody, getting the bugs sorted out that they inevitably have in the first few races."
Paul Hembery: "We agree if we can have an in-season testing week, that would be fantastic. It depends of course where we go. We would prefer to at least go to a reference track, that would be very useful, thinking only of tyres, that would be very useful to us."
Q: (Mike Doodson – Honorary) Ross, there have been quite a lot of reassuring noises made by you personally and Norbert Haug about your confidence in Michael Schumacher's ability to start winning races again. I don't know whether you know but the history books actually show that over the last 43 seasons, only three drivers over the age of forty have actually won a Grand Prix and that was only one each. Don't you accept that this is perhaps conclusive evidence that F1 is and always has been a game for young men or at least, under the age of forty?
Ross Brawn: "Sorry to turn the question around, Mike, but how many drivers have won seven World Championships? He's an exceptional driver so our optimism, our ambition is based on a very exceptional driver. I think that optimism is well-founded. I think there is some exceptional driving going on now. We haven't got a car to support the drivers we have, so once we get the car sorted out, then I think you will see some results."
Q: (Naoise Holohan – Manipe F1) Going back to the testing debate, has it been considered to hold a one-day test on a Monday after a Grand Prix weekend as they do in Moto GP?
Christian Horner: "I think that a lot of different permutations have been thought about and discussed. One of the options to be looked at is to stay on at an existing venue after an event so maybe not quite on a Monday but as we're doing with the Abu Dhabi Young Drivers' Test this year – a day off, obviously the cars have to be rebuilt and then to effectively be able to run in that week with effectively the same staff, taking away the necessity of a test team, so that's something that's under consideration and something that might be brought in next year."
2011 Monaco Grand Prix: Thursday Press Conference
2008 British GP, 1st free practice: Felipe Massa fastest
2012 USA Grand Prix: Thursday's Press Conference
2008 Bahrain GP: Post Qualifying press conference
2010 Australian GP: post Qualifying Press Conference
2009 Hungarian GP: Hamilton fastest in final practice
2012 Australian Grand Prix: Friday Press Conference
2012 Monaco GP: post race Press Conference
Chinese GP: Qualifier Session press conference


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Wishing you all a peaceful and harmonious festive period as we welcome the New Year 2017. We are the world, we owe it to all our children to make it a better world.
We can each in our own way contribute to building a peaceful world with tolerance & acceptance of our differences, standing up to people who make anyone feel less than what they are and building empathy. Lets be loved & loving. Lets be safe & fair.


The Ministry of Tourism has declared that there has been 17 per cent growth in Foreign Exchange Earnings through tourism in India in March 2018 over March 2017. According to a statement released by the government, FEEs during the month of March 2018 were Rs 17, 294 crore as compared to Rs. 14, 667 crore in March 2017 and Rs 12, 985 crore in March 2016.
The government also released the Foreign Exchange Earnings through tourism data in terms of US dollar.
"FEEs in US$ terms during the month of March 2018 were US$ 2.659 billion as compared to FEEs of US$ 2.224 billion during the month of March 2017 and US$ 1.938 billion in March 2016," said the release.


text:
are OLD PEOPLE
HEY! WAIT A MINUTE!!
You don't have to be any particular age to appreciate and live Life as an Art Form. But not all of us understand that. In fact, if you are post-50 most advertisers see you as "Over the NEXT Hill" or "old".
Hey! Wait a minute, we continue the process of learning. And isn't 50 the new middle age? This page is devoted to educating people about the fiction and facts of aging. At the creative edge of time, where there are no age limits, you can explore a new vision of aging. Energized by the Cultural Creatives, perceptions of the Second Third, Fourth Acts of Life are changing.
How likely do YOU think it is that the Post-50 People
and the "boomer" generation can influence culture and inspire a positive change in the overall aging experience?
a) Very Likely ___
b) Somewhat Likely __
c) Remotely Possible ___
d) Won't Happen ___
scroll to bottom of the page
for answers and percentages
C L O U T
MARKETING TO POST -50 PEOPLE: Ad agencies consider you one of the Older People if you are five decades old and counting. Media hype says YOU are on that fringe. YOU may be somewhere between offended and surprised. But, look at it this way-- we do occupy a larger and larger place in the world of consumer marketing- from whence the designation seems to originate.
In terms of Market Influence, Post-50 People exert more and more clout. More and more "boomers" have a good deal of disposable income. We have the accompanying buying power and INFLUENCE. This makes the "youth market" less and less interesting as a target for marketing - and "boomers" an increasingly interesting group for advertisers.
ASK THE EXPERTS IN THE FIELD OF MARKETING RESEARCH
Dr. Charles Schewe
Richard Ambrosius
Misconceptions, Age-Grading,
and the REAL Story
Who wants to be portrayed as a nebbish? Who likes the idea of fetishsizing another person? And there are any number of misconceptions meandering around out there about certain Post-50 People, let's set the record straight about at least five (5) of them. Check you own knowledge when you answer TRUE or FALSE below.
1. Older People in the USA have little if any discretionary income. T ___ F __
REAL STORY: The 50-Plus cohort controls eighty (80) percent of money.
2. Workers over 50 are slower and way less productive. T ___ F ___
REAL STORY: Research shows that these people perform on a par with or better, than the younger variety.
3. Let's face it, all they like to do is just shop and eat. T ___ F ___
REAL STORY: The majority of "mature adults" seek participation and involvement, are looking to change outmoded aging stereotypes and are not leisure addicts.
4. People who are over 50 are slow-pokes when it comes to making buying decisions because they (we) simply are stuck in their (our) ways and therefore are not open to change or new ideas. T ___ F ___
REAL STORY: We tend to make speedy decisions and are inventive and creative.
5. Post50, you will generally suffer from a loss of mental edge. T ___ F ___
REAL STORY: Only seven (7) percent of Older People suffer from any form of mental loss.
THE POST-50 IMAGE- WE ARE NOT "CUTE"
At our time in life WE ARE NOT "CUTE"
but some of us may opt for
an image reboot
PERSONAL T.L.C. MATTERS
AGING QUIZ
25 True or False Questions and Answers
Linda Woolf, PhD
Below are 25 statements; some are true, some are partly true, and some are false. Most are common beliefs held by most individuals in the United States.With each statement answer True or False.Then go to the link provided below to check yourself to see how well you are able to separate fact from fiction.
1. The majority (more than 50%) of those over 60 will become senile (defective memory, disoriented, demented) during old age.
2. Most have no desire or capacity for sexual relations and are typically asexual.
3. Chronological age is the most important determinant of someone's age.
4. Most folks over a certain age have difficulty adapting to change. In other words, they tend to be set in their ways.
5. Physical handicaps are the primary factors limiting their activities.
6. Declines in all the senses normally occur as we turn 50-or-so.
7. Most are incapable of learning new information. In other words, "you can't teach an old dog new tricks" .
8. Physical strength tends to decline.
9. Intelligence tends to decline.
10. The majority say that they are HAPPY most of the time.
11. The vast majority will at some point end up in a nursing home.
12. About 80% say they are healthy enough to carry out their normal daily activities independently.
13. Most are rejected by their children.
14. In general, most tend to be pretty much alike .
15. The majority say that they are lonely.
16. Old age can be often characterized as a second childhood.
17. Over 12% of the population of the United States is over 65.
18. Most tend to be preoccupied with death.
19. Most have incomes below the poverty level .
20. Older people tend to become more religious as they age. This is often a result of facing their own mortality.
21. Retirement is detrimental to an individual's health. "Six months ago he retired and now he's dead, retirement killed him" .
22. Pain is a natural part of the waning years.
23. The majority of older adults say that they feel irritated or angry much of the time.
24. Rarely does someone over the age of 65 produce a great work of art, science, or scholarship.
25. With age comes wisdom.
Adapted from:Palmore, E. (1977). Facts on aging: A short quiz. The Gerontologist, 17, 315-320. and Miller, R. B. & Dodder, R. A. (1980). A revision of Palmore's Facts on Aging Quiz. The Gerontologist, 20, 673-679
GET THE CORRECT ANSWERS
AND IN-DEPTH EXPLANATIONS
WhiteHair365.com
Your Words and Ideas Can Change the World
USE YOUR INFLUENCE
HAVE YOU SEEN THIS AD? Obviously there are some flagrant misconceptions meandering around in the world of advertising. And Post50 People are getting turned off.
USE YOUR INFLUENCE TO PROTEST ADS THAT ARE AGEIST !
a) 20
b) 60 per cent of responders
c) 13


text:
Teaching students about Black British History
It's Black History Month in the UK. The knowledge Lavinya Stennet (23) has about her ancestors is self-taught. She realized that was not acceptable and created The Black Curriculum, an organization that educates young students on Black history.
UK and EU extend Brexit trade talks to 'go the extra mile': 'Even if the UK accepts the EU's demands, it will still be a chaotic start to the new year'
The UK and the EU have agreed to continue trade talks after not making their self-imposed deadline on Sunday, 13 December.
Look at tits and feel happy; a suggestion from The Wildlife Trust
The University of Derby and The Wildlife Trust measured the impact of the UK's '30 Days Wild' nature challenge on people's wellbeing. Alongside other benefits, they found that nature-based activities such as bird watching, increase levels of happiness.
Is this the last generation of Erasmus students in the UK?
What will the future bring for students who want to have the Erasmus+ experience?
21/11/2019Tekst,Video
Maximilian Park in Brussels: outdoor misery on the road to England
Located a few hundred meters from the Gare du Nord, the Maximilian Park has been over the past three years one of Brussels' main drop point for migrants and refugees willing to start a new life in the United Kingdom.