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How Uber Turned a Promising Bikeshare Company Into Literal Garbage
JUMP wanted to create a better, more bike-friendly world. Former employees told Motherboard how getting acquired by Uber led to JUMP bikes being destroyed by the thousands.
by Aaron Gordon
One morning at the end of May, Mark Miretsky awoke in his San Francisco apartment and groggily browsed his phone. There was no rush to get up. Just a few weeks earlier, he had been laid off from his job at the bikeshare company JUMP, which was owned by Uber, along with hundreds of other people.
While still lazing in bed, he opened the Slack with more than 400 of JUMP's laid-off staff, and he saw something that hurt him even more than the layoffs. The JUMP bikes were being destroyed by the thousands and someone was posting videos of it on Twitter.
At first, Miretsky couldn't bring himself to watch. He spent eight years of his life, often working 100-hour weeks to the point of nauseous exhaustion, to get people to ride those bikes. He did this because he believed in bicycles, and that they are worth riding.
Miretsky's family left the Soviet Union when his mother was pregnant with him. They briefly lived in Italy but couldn't afford any mode of transportation other than a single bike. His dad pedaled, his mom rode side saddle on the rear rack, and his brother, just a toddler at the time, sat in the basket. Miretsky grew up hearing these stories, and even if he didn't realize it at the time, he said it taught him bicycles are the cheapest, most efficient, and equitable way to get around. He would end up spending most of his adult life working with bicycles, caring about them so much he can't even bring himself to get rid of any of his seven bikes.
In one of the videos, viewers can hear the claw crunching the frames and baskets while lifting the JUMP bikes. That was enough. Miretsky didn't need to watch a second time.
"It kind of crushes one's heart," Miretsky said. He had difficulty putting into words exactly how he felt, but he repeated what one of his former coworkers told him. To the die-hard bike enthusiasts who worked at JUMP, destroying bikes is like burning books. "To me, and to many of us [who worked at JUMP] the bike is not an object to a means of a business. It has a soul."
Few, if any, of JUMP's former employees were shocked by the videos. To some, it even felt like a fitting, if upsetting, coda to a troubled two years under Uber's stewardship.
Motherboard spoke to a dozen former JUMP employees about their time at the company, most under the condition of anonymity because they signed non-disclosure agreements in order to receive severance and extended health care during a global pandemic. Former JUMP employees who agreed to speak on the record did so under the condition they not talk about the time the company was owned by Uber. They described remarkably similar experiences, in which JUMP, a previously thrifty company, with a culture that had a deep commitment to a shared sense of purpose gave way to Uber's scale-obsessed model. The early promises of bikeshare for the world and replacing ridehail trips with bike journeys only partially materialized, but it came with unsustainable inefficiencies and waste. Uber bought JUMP in 2018 and two years later sold it to Lime, a changed and broken company. To these employees, the literal destruction of the bikes was a metaphor for the destruction of the operation they'd worked so hard to build.
Uber's unrelenting pursuit of scale created all sorts of problems for those working on the bikeshare systems on the ground. In cities with high rates of theft or vandalism, the same people hired to retrieve, charge, and fix bikes were also responsible for recovering stolen ones, an occasionally dicey proposition. To address this, Uber hired private security teams, which three employees referred to as "hired goons," to assist in getting the stolen bikes back. One employee from Providence, Rhode Island, described a scene in which one "hired goon" wearing a bulletproof vest and carrying handcuffs and pepper spray "tackled" a Black teenage girl riding a JUMP bike. The employee said it was something he would "never forget" and that "the optics didn't look good, as people would say." An Uber spokesperson said the company has no records of such an incident taking place and this account is "wholly inaccurate" because JUMP technicians and the security teams accompanying them were instructed not to forcibly remove anyone from the bikes or "engage in aggressive behavior."
While hardly typical of JUMP's operations, the incident—which occurred last year during a rash of thefts enabled by a faulty bike lock design—exemplifies just how far the company strayed from its original mission of getting people of all walks of life onto bikes. JUMP used to be a company that held countless community meetings in low-income neighborhoods prior to launching in a new city to make sure they were addressing everyone's needs and offered low-income residents virtually unlimited biking for just a few dollars a month.
'A Shameful Nightmare': Truckloads of Perfectly Good JUMP Bikes Are Being Shredded
But JUMP's rise and fall is not just about Uber—which only owned the company for two out of its 10 years of existence—or even just about bikeshare. It's about the role cities play in determining their futures, how much of that role has been usurped by a handful of people with a lot of money, and the perils of trying to be the good guy.
Even with everything that's happened, many former JUMP employees still think selling the company to Uber was the right decision. Had it not, one former employee told Motherboard, "the company might have saved its soul but died much younger."
Ryan Rzepecki became a cycling evangelist when he borrowed his roommate's bike one summer day in 2005 when he was living in New York City's East Village. It made getting around the city so much easier and more pleasant, even though at the time New York didn't have anything resembling safe bike infrastructure.
On a trip to Paris, Rzepecki came across the Velib bikeshare system. Although Velib has had its problems, to Rzepecki's eyes it was a marvel: tens of thousands of bikes for Parisians to use for a very small fee. No worrying about locking the bike, storing it, maintenance, or repairs. Just unlock it, ride it, dock it, and be on your way.
But Rzepecki had an idea for a different kind of bikeshare system. He wanted one without docks, where people could begin and end their rides anywhere they like. He thought this would be the key to unlocking cycling for the masses. In 2010, he started Social Bicycles.
The original business model of Social Bicycles (SoBi) was different from the one it would adopt after re-branding as JUMP eight years later. Instead of going directly to people, it sold its proprietary bikes and docking stations to cities, who would then contract with another third party to operate the bikeshare system.
The key to this model was SoBi's quasi-docked model, in which every bike had a GPS unit and a built-in lock. Riders had to lock the bike to something, and were encouraged to lock the bikes to SoBi's docking stations, but could use regular bike racks if they wanted.
"It's probably good I didn't have a technical background," Rzepecki told Motherboard, "because if I knew how hard it would be I probably never would have attempted it." It was not a simple or easy business. Back then, cities would put out Requests for Proposals (RFPs) that announced they were interested in a bikeshare system, triggering a two-year process that, if all went well, resulted in a bikeshare system. The RFP process ensured a deep partnership with the city that would minimize long-term uncertainty or community outrage over bike rack locations. For both SoBi and the cities in which they worked, this trade-off was worth it, because they were in it for the long haul.
SoBi hired urban planners to help cities with the expense of figuring out where new bike racks should go. This involved not only painstakingly drawing architectural renderings for hundreds of bike racks, but presenting those drawings to local community groups to hear their feedback. As a general rule, they drew up plans for about three times as many racks as they would ultimately install, knowing local community groups tended to reject about two-thirds of them.
While this approach to a bikeshare system was complicated, time-consuming, and expensive, Rzepecki and his early team thought it was the best way to forge the kind of relationships between the city government, local bike advocates, and casual riders to allow bikesharing to thrive in the long run.
Likewise, Rzepecki wanted SoBi's bikes to be comfortable and fun to ride. They debated the merits of certain bolts over others, the size of the baskets, and the best distance between the handlebars for the most comfortable ride for the most people. SoBi's designer, Nick Foley, and the other designers not only took into account the rider experience, but also that of the mechanics charged with fixing and maintaining the bikes. They standardized parts, reduced the number of different bolts and screws as much as possible, and put thought into how to make flat tires easy to replace. The bikes were not to be disposable objects, but permanent, rideable street art.
"Ryan's goal was the bicycle comes first," another former employee told Motherboard. "He brings that kind of attitude, that I want to make my city better."
All that attention to detail notwithstanding, in the early days SoBi's technology barely worked. One of its first clients in 2012, the San Francisco International Airport, wanted a bikeshare program for employees to use during their lunch breaks. But the bikes barely worked. Miretsky remembers having to run around the airport to reboot the bikes' onboard computers, which he described as "super 1.0 early beta technology that wasn't working" in which the GPS and computer unit was attached to the bike with velcro.
There wasn't very much money in the bikeshare world then. The company was operating hand-to-mouth, people were forgoing paychecks some weeks, and everyone was working on shoestring budgets. One employee recalled the "SoBi flop houses" where six of them would live in a two-bedroom Airbnb to save on costs. The unlucky ones who didn't get a bedroom would sleep on the floor; more than one former SoBi employee recommended if I ever find myself in a similar situation, I snag the space under the dining room table so that anyone getting up in the middle of the night doesn't step on me.
With this shared sacrifice came shared responsibility. The company structure was remarkably flat. Once a month, everyone would get on a call and make decisions together by consensus. People's titles only vaguely aligned with their actual jobs. "Things got done because everyone wanted them to get done, not because someone was assigning them or there were super-clear expectations," one employee described it. "You just went to wherever you could supply the most-needed help."
Over time, SoBi worked out the kinks, and each contract got slightly bigger than the last. Its big breakout came in 2016, when 1,000 of its bikes launched in Portland's Biketown program, sponsored by Nike. It was the company's biggest launch to date and also its most successful. It was also the first year SoBi was profitable. Things were looking up, until the people at SoBi started hearing about these bikeshare companies out of China.
"Here's where the story changes," Rzepecki said. "Just as we were figuring out how to do bikeshare and make it work, the entire landscape changed."
Up to that point, the bikeshare world was a small one, an industry of government contractors and their suppliers. Companies couldn't be neatly divided between partners and competitors. Social Bicycles sold its hardware to Motivate, which operates the biggest docked bikeshare systems around the country, to operate Biketown, even though SoBi and Motivate would compete for contracts elsewhere (to complicate the dynamic, Motivate was purchased by Lyft around the same time JUMP was bought by Uber). It was a small world, in part because it had to be; there wasn't enough money in bikeshare to make it any bigger.
Which is why when two Beijing-based bikeshare firms, Ofo and Mobike, expanded to the United States right around the same time Biketown launched, it blew up everything the bikeshare world had known.
Rather than work closely with cities over years, Ofo and Mobike parachuted in, got permission to launch a bike share by shoveling money at cities, and then did it. They also introduced a fully dockless model known as "free lock," in which riders didn't have to lock their bikes to anything after finishing a ride. They could leave them wherever they wanted, including in the middle of sidewalks and strewn across lawns.
"At least initially, there was this hint of hope that this big dumb app company was actually helping push us towards a more sustainable transportation ecosystem."
This went against everything SoBi believed in. It not only was a short-sighted strategy that was sure to create conflict with city officials and communities—the very people SoBi felt were integral to any bikeshare systems's success—but it sent the wrong message about the bikes themselves.
"Freelocking turns the vehicles into trash and blocks the sidewalk," one former JUMP employee said, "which is both bad for business and bad for cities." It turns bikes into obstacles for people with mobility issues, the exact opposite of what bikes are supposed to be. And it sends the message that the bikes are disposable, have little value, and belong to no one.
But it was not the free lock element of the Ofo and MoBike model that changed everything, at least not directly. Without the need to go through the lengthy RFP process or site docks, Ofo, Mobike, and their countless imitators could grow as quickly as their bank accounts permitted. It was catnip for the type of venture capital investors who love exponential growth charts.
Suddenly, dockless bikeshare became the trendy investment. From October 2016 through July 2017, Ofo raised $1.28 billion in two funding rounds, according to Crunchbase. Mobike raised more than $800 million. In October 2017, the newly-founded Lime (then called LimeBike) raised $50 million. To Social Bicycles, this was an unimaginable amount of money. Up to 2016, SoBi had raised only a few million dollars.
"It became a feeling of there is no way we can succeed anymore," Miretsky said. "We were playing checkers and it suddenly became chess."
"They would go into markets we were just in with RFPs and said 'we'll pay you. How many bikes do you need? We'll give you more,'" Miretsky recalled. "Cities said well great, this is no longer a problem for us to solve, the business community has solved it."
Almost overnight, Rzepecki said SoBi lost 25 percent of its revenue. For sexy startups like Mobike and Ofo, a 25 percent revenue drop would be a tough pill to swallow. For SoBi, it was poison. Thanks to overseas investors flooding the market with cheap bikes, the time of working closely with cities to build a sustainable bikeshare system was over. The RFP approach, everything SoBi had built its business around, was dead.
SoBi pivoted to be a permit-based dockless bikeshare company like the others. But it resisted what it viewed as an ideological non-starter and it did not succumb to the free lock model. Just as in the SoBi days, riders would still have to end the ride by locking the bike to something.
Moreover, SoBi didn't need to compromise on its deeper philosophy because Rzepecki had an ace up his sleeve. For two years, SoBi had been secretly developing an electric bike, where a battery-powered motor helps the rider pedal, making bike riding an effortless endeavor even up the steepest of hills and longest of distances. Former employees credited Rzepecki and Foley for having the foresight to know the entire industry would eventually shift to e-bikes, and the only way JUMP could survive was to get there first. And it did.
In the summer of 2017, as JUMP was looking for investors to stay afloat, Uber invited two JUMP employees in to demonstrate the e-bike, sparking conflicted feelings among the JUMP staff. This was right at the height of an Uber public relations disaster, as its co-founder Travis Kalanick floundered in the days leading up to his resignation. At this stage, Uber was virtually synonymous with spoiled rich kids flouting laws and operating solely according to their own internal code. Among the JUMP staff, Uber was regarded as wasteful and environmentally irresponsible at best and downright evil at worst.
Some former employees believe JUMP ultimately took the meeting as an intelligence-gathering operation, others as an implicit admission of JUMP's precarious condition despite the distasteful prospect of working with the company so many of them loathed.
In any case, two JUMP employees rode the e-bikes to Uber's headquarters on Market Street, where Dmitry Shevelenko and Jahan Khanna, the duo behind Uber's micromobility and transit expansion, took them for a test ride.
"This was like the first time using an iPhone." Shevelenko told Motherboard. "It just feels magical." He had demo'd other bikeshare e-bikes in recent months, but the JUMP bike was far superior. Instead of having a motor that kicked into gear providing an unwanted jolt, JUMP's e-bikes sensed how hard a rider pedaled and increased the motor power to match what the rider is doing. It felt like a partnership between human and bike, not a human ceding total control to a machine. "It was almost like a superpower," Shevelenko recalled, "like this bike is connected to your body."
Shevelenko and Khanna viewed the e-bike as a perfect complement to Uber's ridehailing business. Insofar as it would cannibalize Uber trips, it would be shorter city trips that weren't profitable anyways. The e-bike would not only be cheaper for riders, but also quicker during rush hours in the dense urban areas where Uber is most popular. And Uber wanted JUMP's superior product. Shevelenko figured JUMP had a year's head start on every other dockless e-bike. Paired with Uber's resources, they thought it would be hard for anyone else to catch up.
Image: CHESNOT/GETTY IMAGES
After some brief negotiating, the companies initially formed a partnership and Uber connected JUMP with the venture capital firm Menlo Ventures to keep the company afloat. Starting in January 2018, SoBi officially rebranded as JUMP and its bikes would be shown as a rental option in the Uber app. Four months later, Uber acquired JUMP for close to $200 million.
It was, undoubtedly, an odd pair, not just in mission but in corporate culture. Many of JUMP's staff were self-described hippies, a far cry from Uber's bro culture and no-holds-barred approach to business. But, the acquisition made sense as one between two companies struggling to figure out what they were doing at a time when the old way was no longer going to cut it. Uber had to clean up its act and put on a good face for investors in a run up to a public offering, while JUMP had to find a model that worked in the dockless world of VC capital.
On a personal level, eight years of bikeshare startup life had taken its toll on Rzepecki and the original SoBi crew. To illustrate the point, Miretsky said that when he visited the New York office where Rzepecki was based, he had stopped buying breakfast, because he knew Rzepecki would take two bites of a breakfast sandwich, vomit it up from nerves, and then give Miretsky the rest of the sandwich.
When asked about this, Rzepecki confirmed his stress manifested with various physical symptoms around that time, and that "2017 was particularly hard."
"I think it's really on the right course now and [Uber's then-new CEO Dara Khosrowshahi] believes the way we approach working with cities and our vision for partnering with cities" aligns with Uber's mission, Rzepecki told TechCrunch when the acquisition was announced. "That was important for me and his desire to do things the right way. This is a great outcome and gives me a chance to bring my entire vision to the entire world."
"At least initially, there was this hint of hope that this big dumb app company was actually helping push us towards a more sustainable transportation ecosystem," a former JUMP employee said. "And then they fucked it up."
Accounts differ on precisely how long it took Uber to undermine everything JUMP had previously been about. Some former employees said it happened virtually immediately. Others described a more gradual process that took a few weeks. But they unanimously agreed it didn't take long at all for JUMP to stop being JUMP.
Not only were JUMP employees no longer working on a shoestring budget, they barely had any budgets at all. Sleeping under the dining room table gave way to $400 per night hotel rooms. Like the Ofos and MoBikes they long decried, JUMP was now buying as many bikes it could get its hands on.
For a split second, JUMP was "the hot new thing" at Uber, as one former employee put it. Khosrowshahi talked it up during company all-hands meetings and in the press. He came to the warehouse where JUMP built new prototypes.
"During rush hour, it is very inefficient for a one-ton hulk of metal to take one person 10 blocks," Khosrowshahi said at the time. With JUMP, "we're able to shape behavior in a way that's a win for the user. It's a win for the city. Short-term financially, maybe it's not a win for us, but strategically, long term we think that is exactly where we want to head."
One of the first signs that the acquisition was not going as planned came just two months after the acquisition when Uber put longtime employee Rachel Holt in charge of the New Mobility unit. In one of her first meetings with the JUMP team, Holt made it very clear that she was in charge, as multiple employees recalled. This directly undermined what Rzepecki had publicly said when the acquisition was announced, that JUMP would remain independent of Uber. Now, the employees were being told that wasn't the case. When asked about this reversal, an Uber spokesperson described Holt as "a longtime Uber executive with experience growing a mobility business." Holt did not respond to a list of questions sent by Motherboard.
"There was also an awareness that this was no longer some private company, that it was fucking Uber now."
Holt brought an Uber 1.0 approach to bikeshare, one that mimicked what companies like MoBike and Ofo were doing (MoBike co-founder Wang Xiaofeng had previously been general manager of Uber's Shanghai operations). They flooded the streets with bikes under the philosophy that any second a bike is not on the street, it's losing money. They expanded to new markets and hired so many people so fast some employees spent half their time in hiring meetings and prospective employee interviews. Teams doubled or tripled in size within months, only to find they were now overstaffed. Bike mechanics at the main warehouse would have thousands of bikes to build that were just delivered from China, but local mechanics in the cities where JUMP operated didn't have spare parts to fix the bikes on the street.
In other words, JUMP employees felt Uber was applying a software business mentality to bikeshare. It was, to JUMP's longtime employees, a fundamental misunderstanding of what kind of business they were in. Uber was running JUMP with the mindset that anything that's broken can be patched, but, as one employee put it, "a firmware update can't fix a bike chain."
"Like any startup (whether inside of Uber or out), JUMP's early days can be characterized as scrappy," an Uber spokesperson said. "JUMP was scaling very quickly. When we bought JUMP they were a very small company with a fleet of only 500 e-bikes in San Francisco. When we merged with Lime a few weeks ago, we had tens of thousands of e-bikes and scooters in 30 cities around the world."
Otherwise an impressive feat of engineering, the bikes JUMP released in early 2019 under Uber had one critical flaw. JUMP replaced the sturdy if bulky U-lock with a cable lock in order to make the bikes easier to secure. But the cable lock wasn't robust. It was a critical oversight, one that highlighted how far JUMP had strayed from its roots, since any New York City bicyclist knows a cable lock is an open invitation for theft. All someone had to do was flip the 75-pound bike over and the cable would snap under its own momentum (there was also a method using a hammer that took more finesse). With a few well-placed blows, thieves could easily disable the GPS unit and be on their way with a (very heavy) bike.
While every city experienced some degree of theft, Providence, Rhode Island experienced among the most because, for whatever reason, stealing JUMP bikes became a form of sport for the city's teens.
"We didn't understand the magnitude of the problem until it was too late," one former JUMP employee familiar with the situation told Motherboard. "Hundreds and hundreds of bikes were getting stolen."
In emails obtained by the Providence Journal, JUMP's operations manager in Providence, Alex Kreuger, told the city that, in one weekend in July 2019, 150-200 bikes were vandalized out of a fleet of about 1,000 bikes.
"Someone brandished a gun on a field tech, kids tried to steal bikes directly from our warehouse, riders reported attempts by people to steal the bike as they were riding them," Kreuger wrote.
In another instance, according to a source, an employee trying to retrieve a bike reportedly had to wield a broken kickstand to fend off some kids swinging a 2x4 at him.
In the fall, Uber hired a private security firm to ride along with the field technicians in order to retrieve the stolen bikes. This didn't strike any of the employees as especially odd, since none of them had signed up to be fighting kids in the streets. One field tech who spoke to Motherboard estimated that "five to 10" instances resulted in private security workers physically restraining people while the bikes were being recovered, as was the case with the bulletproof vest-clad rent-a-cop tackling a kid riding a bike.
Among other things, the vandalism made it impossible for JUMP to have 90 percent of its bikes on the street at all times, as its contract with the city required. Sometimes, one former employee said, they'd have fewer than 300 bikes, or less than 30 percent of the fleet, on the street.
In August, JUMP pulled its bikes off the streets of Providence for what it claimed was a temporary period, but the bikes never returned. In October, the field technicians, who had ridden around with the security guys for weeks, received an email at the end of their shift telling them not to bother coming in anymore; they were all fired. The security guys got an email at the end of the shift, too; their new job was to take over bike retrieval, but their first order of business was to escort the field technicians out of the building.
At least one former Providence employee thinks the vandalism could not be disconnected from the Uber acquisition.
"There was also an awareness that this was no longer some private company, that it was fucking Uber now," they told Motherboard. "This is owned by a corporation that doesn't care about bettering anyone's fucking community or whatever, so people saw an opportunity there."
Whether or not that was the case, JUMP had bigger problems than just Providence, and Uber had bigger problems than just JUMP. After breakneck growth and an IPO in the spring of 2019, Uber was under more pressure than ever to show it could be profitable. And thanks to its growth-at-all costs approach to bikeshare, JUMP was leaking cash.
But it wasn't the financial losses that bothered JUMP employees the most. It was the gradual erosion of everything that got them to sacrifice so much for the company in the first place. Morale tanked as people slowly noticed they were busting their asses to hit growth metrics. The joy of cycling and creating a community good was not only secondary to that, it was becoming a memory.
"We went from putting 45-pound steel plates with 35-pound racks down on street corners where we had paid surveyors to stand and count people riding and locking bikes and working very closely with municipal transportation services, universities, and community groups, to, from what I understand, basically offering cities as much money as they needed to launch as quickly as possible and putting as many bikes on the curb as quickly as possible wherever we could," one former employee said. "That's the same approach that Bird used for scooters, that Lime used for their bikes, and Ofo used for their bikes in Texas and got in so much trouble for. And that's why they're trash. And that's why JUMP became trash."
In September 2019, JUMP employees were transferred to a new entity called Sobi LLC, which some employees took as an indication they were being broken off for a sale. An Uber spokesperson said it was because "As JUMP grew its footprint, so did the need for more focused business support for day-to-day operations."
Four months later, at the beginning of 2020, Rzepecki and a handful of other original Social Bicycle employees left. The following months would result in a cascading series of layoffs in which Uber let 25 percent of its staff go.
At the beginning of last month, The Information reported that Uber was leading a $170 million funding round in Lime in a deal that would involve transferring JUMP to them. This was news to the JUMP staff. In an all-hands call that day, Khosrowshahi refused to directly answer a question about JUMP's future, which both irked and worried its employees. An Uber spokesperson said, as a public company, Khosrowshahi could not discuss the transaction before it finalized. The next day, Uber laid off nearly everyone at JUMP. Because it was in the middle of the pandemic, the laid off had one hour to say goodbye to their friends over Slack. Then their computers turned off.
Whatever comes of JUMP under Lime's stewardship, it will be without the people who made JUMP what it was. Lime was founded in 2017 by two former venture capital executives who quickly bailed on bikes to hop onto the scooter fad. It even experimented with a carsharing service. Lime obtained the intellectual property rights for the newest versions of the JUMP bikes and scooters, but, as of now, none of the people who designed or built them.
The big question facing the bikeshare industry—and its scooter-share offshoots—is whether the business can ever be profitable. To date, the answer is no. Lime lost some $300 million last year while its major competitor, Bird—founded by a former Lyft and Uber executive—isn't faring much better. While 2020 doesn't look poised to turn industry fortunes around due to the global pandemic, it is a testament to how poorly managed the micromobility industry has been that ceasing operations may, in fact, be a blessing in disguise for companies that haven't figured out how to run a service without bleeding cash.
Unlike software, transportation is a deliberate business, sometimes painfully so. To tech executives, this appears to be a flaw, an inefficiency to disrupt. No doubt the RFP process and other regulations around the transportation industry can be improved, but there's a reason transportation businesses move slowly. It costs too much to screw up, both in money and in reputation. Useful mass transportation doesn't suddenly appear. It is carefully nurtured from a tiny seedling of a good idea to a fully-formed organism that breathes life into a city. It is a process that takes time and effort and patience as well as money.
For all their shortcomings, this is something the SoBi people knew well. It is also something Uber could never understand, because it has always rejected the premise that it's in the transportation business. It's been telling itself and regulators since its inception it is merely a business-to-business software application so it can skirt employment regulations that would force it to make all of its drivers employees. But that deception became so ingrained in company culture that it conducted itself as a software company even when it was purchasing and fixing bicycles by the tens of thousands. On the most basic level, it's impossible to succeed when you don't know what line of work you're in.
On top of that, transportation companies have to work with the cities in which they operate whether they like it or not. To several of the employees Motherboard spoke to, this was the single biggest and most consequential culture shift after the acquisition. Whenever there was a problem with a city, Uber postured for a fight, which went against every instinct JUMP had.
"We wanted to work with [the cities] and build trust," one former employee summarized. "Uber wanted to steamroll them."
("We disagree," an Uber spokesman said. "JUMP worked diligently to address sidewalk riding and parking clutter through both operational changes and investing in innovative technology.")
And the whole scheme was built on a faulty premise, that putting more and more bikes on the road in more and more cities would eventually result in profits, even though the company lost money on each ride. They imitated the strategy that MoBike and Ofo used to blow up the bikeshare industry—which itself imitated the strategy Uber used to become a global behemoth—because that's what investors wanted to see.
But by the end of 2018, the very strategy JUMP would later imitate was clearly not working. MoBike was sold to Chinese neighborhood services company Meituan-Dianping and retreated from foreign markets (its European operations were spun off, so some MoBikes are still on the road there). In June of last year, a Chinese court found Ofo "has basically no assets," according to Quartz, and couldn't pay off its debts. Photos of mass bike graves of the erstwhile bikeshare boom went viral.
But the damage was done, because the perception of what bikeshare should be had been irrevocably altered. It was no longer a transportation business; it was a tech business, and everything that brought along with it.
Even at the time Ofo and MoBike were getting handed billions in cash, the JUMP people didn't know what to think, because they were still thinking like bike people. "We didn't believe the unit economics worked," Miretsky recalled, "Then we heard the companies said the unit economics worked, and we thought well they couldn't be lying, we wouldn't lie. And then it turned out later they were probably lying."
After the videos of the bikes getting destroyed surfaced, several former JUMP employees wondered if there was something they could do to save as many bikes as they could. They asked that I not disclose who they were so as not to jeopardize the NDA they signed with Uber.
With some help from current Uber employees, they were able to save some. They will get donated to various groups and organizations. The Bike Share Museum in Florida got five, but an Uber spokesperson did not say who got the rest. But multiple sources told Motherboard that, in total, they saved 5,298 bikes. They each knew the exact number.
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- Du PONT, PIERRE S.
Home » Du PONT, PIERRE S.
In 1902 Pierre S., along with his cousins Alfred and Thomas Coleman, purchased E. I. duPont De Nemours from their elder relatives. Several years later, Thomas Coleman, desiring to liquidate his holding of the family company stock offered it to the company for outright purchase. Alfred, believing the asking price too high was infuriated upon discovering that Pierre S. had disregarded his opinion and with the aid of trusted family members and friends purchased Thomas Coleman's stock. This set off a vicious court battle between two family factions eventually ending in victory for Pierre S. and those members of the family involved in his syndication. Later, Pierre S. served as Chairman of the Board of General Motors.
1931, Maryland. Stock certificate for 100 shares of the Baltimore and Ohio Railroad Company. Brown/Black. Vignette of early train at center. Issued to and signed on verso by PIERRE S. duPONT (1870-1954); President of duPont from 1915-1919. In 1902 Pierre S., along with his brothers Alfred and Thomas Coleman, purchased E. I. duPont De Nemours from their elder relatives. Several years later, Thomas Coleman, desiring to liquidate his holding of the family company stock offered it to the company for outright purchase. Alfred, believing the asking price too high was infuriated upon discovering that Pierre S. had disregarded his opinion and with the aid of trusted family members and friends purchased Thomas Coleman's stock. This set off a vicious court battle between two family factions eventually ending in victory for Pierre S. and those members of the family involved in his syndication. Later, Pierre S. served as Chairman of the Board of General Motors. Stamp and punch cancellations do not affect duPont's signature. Choice condition.
PIERRE S. DUPONT. 1920, New York. An "Irving National Bank" proxy document signed by "Pierre S Du Pont" as president of "Du Pont American Industries, Inc." He appointed three men to vote for him at the shareholders meeting. The document is in choice condition overall.


Launched in June of 2018, the Fire TV Cube is a hands-free streaming media player with Alexa and voice control that allows you to turn on the TV, dim the lights, play and stream music and tv, and other commands.
Why does it keep turning my tv and equipment back on?
The Amazon Fire TV Cube is matte black, with a blue illuminated light bar on the front face of the device. The dimensions of the cube are 3.4" x 3.4" x 3.0". On the back panel there are four ports designated for cords: Micro-USB, infrared, HDMI, and the power cord. There are two buttons located on the top of the device that control the volume and two action buttons. The + and - raise or lower the volume,the solid white circle awakens Alexa , and the circle with a slash mutes or unmutes the microphone. The remote is black with six black controls: rewind, pause, menu, home, back, and fast forward. The black ring controls selecting and navigation on device and the top microphone button activates voice command on the remote.
The Amazon Fire TV Cube is a hands-free streaming media player with Alexa and voice control that allows you to turn on the TV, dim the lights, play and stream music and tv, and other commands. With Alexa on Fire TV Cube, you can control compatible TVs, sound bars, and A/V receivers. You cannot use your voice to change channels through an over-the-air HD antenna. With Alexa you can browse, search, and change channels within supported apps.
The Fire TV Cube, which was released on June 21, 2018, is considered the to be next step in the Fire TV product line that now offers 13 different product packages. The Amazon Fire TV Cube's main features are Alexa, which is used for voice control, and a TV control center. The Cube was designed for a customer to be able to use their voice first to request demands, unlike other products that require you to push a button before Alexa will be active. On October 31, 2018, Amazon released a new Alexa Voice Remote that will now be marketed with the Fire TV Cube as a replacement for the original remote.
For more additional information visit our Troubleshooting Page.


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Tree ReLEAF is a reforestation program open to civic, neighborhood, community, and homeowner associations as well as schools, libraries, and municipalities in Prince George's County. Through the Tree ReLEAF grant program, participants apply to have up to half of the cost of a native tree planting reimbursed.
Arbor Day Every Day is a tree planting program specifically for schools in Prince George's County. The program provides free native trees and shrubs as well as mulch and watering bags for each tree.
As a design consultant to the Prince George's County Department of the Environment (DoE) for both tree planting programs, the Neighborhood Design Center (NDC) works with you to select ideal tree planting locations, determine project priorities (shade, wildlife value, education, erosion control, etc.), and develop a planting plan. These services are offered at no cost to participating groups, who are selected based on need.
All groups must first apply to the Department of the Environment.
For more information about the Tree ReLEAF and Arbor Day Every Day programs, please call Deborah Weller at 301.883.7161 or email at dmweller1@co.pg.md.us.
For more information about NDC's design services for Tree ReLEAF and Arbor Day Every Day, please call Dana Puzey at 301.850.1724 or email at dpuzey@ndc-md.org.


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Nick Kaaijmolen (born 28 August 2000) is a Dutch footballer who plays as a midfielder for PAEEK.

Career

Kaaijmolen started his career with Dutch second tier side Telstar. In 2021, he signed for Prespa Birlik in the Swedish fourth tier. After that, Kaaijmolen signed for Cypriot fourth tier club APEA. Before the second half of 2021–22, he signed for PAEEK in the Cypriot top flight. On 14 March 2022, he debuted for PAEEK during a 0–4 loss to Ethnikos.

References

External links

2000 births
Association football midfielders
Cypriot First Division players
Division 2 (Swedish football) players
Dutch expatriate footballers
Dutch expatriate sportspeople in Cyprus
Dutch expatriate sportspeople in Sweden
Dutch footballers
Expatriate footballers in Cyprus
Expatriate footballers in Sweden
KSF Prespa Birlik players
Living people
PAEEK players
SC Telstar players

redpajama_set_name: RedPajamaWikipedia


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Sex shops in Australia are regulated by state laws and are subject to local planning controls. While laws differ between states, licensees must abide by strict conditions that commonly require premises to be at least 200 metres from schools and churches. Windows are often required to be blacked out and admission restricted to over 18s, with offences prosecuted by police under section 578E of the Crimes Act.[3] Ass Vibrator
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A sex toy is an object or device that is primarily used to facilitate human sexual pleasure, such as a dildo or vibrator. Many popular sex toys are designed to resemble human genitals and may be vibrating or non-vibrating. The term sex toy can also include BDSM apparatus and sex furniture such as slings; however, it is not applied to items such as birth control, pornography, or condoms. Alternative expressions include adult toy and the dated euphemism marital aid, although "marital aid" has a broader sense and is applied to drugs and herbs marketed to supposedly enhance or prolong sex. Sex toys are most commonly sold at a sex shop, but they may also be sold in a pharmacy/chemist store, a pornographic DVD store, or head shop. Today's sex toys are available in almost all countries for male and females.[citation needed] Doc Johnson Pocket Rocket
The duo has received such overwhelmingly positive feedback already, and while they attribute that to a lot of factors, they think the way that millennial females have been so strong about owning their bodies and willing to have open discussions as a major factor in the growing excitement about Awakening. It's time to change the conversation for good, and they're ready to be part of a new age. According to Johnson, "We're not going back to the '50s. The conversation has changed and we're not going back." High End Vibrator
By the 1980s, purges of the police force along with new and tighter licensing controls by the City of Westminster led to a crackdown on illegal premises in Soho. In the early 1990s, London's Hackney council sought to shut down Sh! Women's Erotic Emporium, because they did not have a licence. Sh! took the council to court and consequently won the right to remain open as there were no sufficient reasons for the closure. In 2003 the Ann Summers chain of lingerie and sex toy shops won the right to advertise for shop assistants in Job Centres, which was originally banned under restrictions on what advertising could be carried out by the sex industry.[13] In 2007, a Northern Ireland sex shop was denied a licence by the Belfast City Council. The shop appealed and won, but this was overturned by the House of Lords.[14] Vibrators Rechargeable
Discreet yet anything but boring, the Ohmibod Club Vibe 2 is your answer to racy fun in public or private. The lacy panties are designed to hold the Vibe 2 in the lining, while a partner controls the remote from up to 20 feet away. The vibrator measures approximately two inches wide and four inches long, and has 5 different speeds so that her pleasure can be increased one notch at a time.
©News Group Newspapers Limited in England No. 679215 Registered office: 1 London Bridge Street, London, SE1 9GF. "The Sun", "Sun", "Sun Online" are registered trademarks or trade names of News Group Newspapers Limited. This service is provided on News Group Newspapers' Limited's Standard Terms and Conditions in accordance with our Privacy & Cookie Policy. To inquire about a licence to reproduce material, visit our Syndication site. View our online Press Pack. For other inquiries, Contact Us. To see all content on The Sun, please use the Site Map. The Sun website is regulated by the Independent Press Standards Organisation (IPSO) Penis Dildo
The first sex shop on the continent of North America was called The Garden. It was opened in October 1971 by Ivor Sargent on Crescent Street in downtown Montreal, Quebec. The Garden combined the basic concept of Beate Uhse (Germany) and Ann Summers (U.K.).[4] The store's opening attracted long lines of curious shoppers. The Palm Beach Post commented: "Like the chicken or the egg controversy, no one is really sure which came first-the sex boutique or the so-called sexual revolution".[5] Vibrators Waterproof
In February 2008, a federal appeals court overturned a Texas statute banning the sales of dildos and other sexual toys, deeming such a statute as violating the Constitution's 14th Amendment on the right to privacy.[33] The appeals court cited Lawrence v. Texas, where the Supreme Court of the United States in 2003 struck down bans on consensual sex between gay couples, as unconstitutionally aiming at "enforcing a public moral code by restricting private intimate conduct." Similar statutes have been struck down in Kansas and Colorado. Alabama is the only state where a law prohibiting the sale of sex toys remains on the books.[34]
The most expensive sex dolls (approximately $1,200 and up) are usually made from silicone (usually above $3,000 at 2016 prices) or thermoplastic elastomer known as TPE (below $3,000). Dolls made of either material can be very lifelike, with faces and bodies modeled on real people in some instances, with realistic skin material (similar to that used for movie special effects), and with realistic (or even real) hair. These dolls usually have an articulated PVC or metal skeleton with flexible joints that allows them to be positioned in a variety of positions for display and for sexual acts. Silicone or TPE dolls are much heavier than vinyl or latex inflatable ones (which consist mostly of air), but are roughly half the weight of a real human being of comparable size. Buying Dildos Online
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This purple vibrator is ideal for couples in which one partner has a penis and one has a vagina. Each end of the toy does something different: The penetrative end can be inserted for internal vaginal vibrations, and the circular end can be used as a masturbation sleeve for penises. Couples can use the Duo at the same time. Simply place the circle around the penis as the lengthy end slides inside the vagina.
Ladies, we have our winner. Funny that the We-Vibe brand disappointed me so much when it came to their "No. 1 couple's toy," but knocked it out of the park so hard on this one. Its shape, which is easy and intuitive to hold, is on point. There are eight different settings for every kind of intensity and sensation, and at full charge, I would be shocked if this doesn't get you off. Bsdm Toys
We offer much more than the standard vibrator or dildo. Your body needs more, and your personality demands it. Whether you prefer g-spot or clitoral stimulation, we got the right sex toy for you. Choose from our collection of dildos, vibrating eggs, pocket rockets, rabbit vibrators, and much more. Many of our sex toys are very discreet, and some are wearable so you can take your pleasure anywhere.
There is a common misconception that vibrators are exclusive to female solo play, but the G-Gasm Delight delivers vibrations of adjustable intensity that can just as easily be used for prostate stimulation and couples play. And unlike the massage wand, the G-Gasm Delight can be used internally without any additional attachments. The G-Gasm Delight boasts a superior design with an ovular tip that lends itself to increased coverage and an inclined neck that maximizes reach. Adam And Eve Sex Toy
These types of toys range from simple and to the point to elaborate, detailed, and over the top. Vibrators are often battery powered, and offer multiple settings to increase the chance of orgasm. While some double as body massagers, others have their own special features, such as a waterproof exterior, G-spot tip, various tips that offer a variety of sensations, or realistic materials, such as latex. Dildos are mainly for insertion and stimulate partnered sex play or spice up everyday masturbation.
Vibrators are vibrating devices intended to stimulate the body. Vibrators come in a range of shapes and sizes, for internal or external use. Some vibrators intended for internal use are phallic in shape. Small vibrators may have a stretchy loop attachment for use as a finger toy or cock ring. Penetrative vibrators usually measure twelve to eighteen cm (five to seven inches) in length and two to five cm (one to two inches) wide often to mimic the size of the average human penis.[citation needed]
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There are no specific laws against using or buying sex toys at any particular age, but there are laws restricting the purchase of pornography. Although the age of consent is 16 in Canada, an age of 18+ is required to purchase or view pornography. Most sex shops sell adult videos, which means that most sex toys remain strictly in the hands of adults.[citation needed]
I sent this over to my boyfriend who was in Iraq at the time. All of the guys in his unit got a kick out of it. They thought it was so hilarious. They all took pictures with it. It gave them a good laugh from all the stress out there. But it eventually popped from the cheap plastic. I guess it wasn't made to handle a bunch of Marines rough-housing with it. But over all I would recommed it as a great gage-gift for anyone. Sex Toy Online Shopping
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redpajama_set_name: RedPajamaCommonCrawl


Generally, right thrust is given to counter gyroscopic effect of the prop giving a tendency to turn left especially at take-off; downthrust to counter the tendency to climb excessively under power. But it is not always needed.
If you have a 1300 mah you could reduce about 50 grams!


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Hans Ruedi Giger ( ; ; 5 February 1940 – 12 May 2014) was a Swiss artist best known for his airbrushed images that blended human physiques with machines, an art style known as "biomechanical". Giger later abandoned airbrush for pastels, markers and ink. He was part of the special effects team that won an Academy Award for the visual design of Ridley Scott's 1979 sci-fi horror film Alien, and was responsible for creating the titular Alien itself. His work is on permanent display at the H.R. Giger Museum in Gruyères, Switzerland. His style has been adapted to many forms of media, including album covers, furniture, tattoos and video games.

Early life
Giger was born in 1940 in Chur, the capital city of Graubünden, the largest and easternmost Swiss canton. His father, a pharmacist, viewed art as a "breadless profession" and strongly encouraged him to enter pharmacy. He moved to Zürich in 1962, where he studied architecture and industrial design at the School of Applied Arts until 1970.

Career

Giger's first success was when H. H. Kunz, co-owner of Switzerland's first poster publishing company, printed and distributed Giger's first posters, beginning in 1969.

Giger's style and thematic execution were influential. He was part of the special effects team that won an Academy Award for Best Achievement in Visual Effects for their design work on the film Alien. His design for the Alien was inspired by his painting Necronom IV and earned him an Oscar in 1980. His books of paintings, particularly Necronomicon and Necronomicon II (1985) and the frequent appearance of his art in Omni magazine contributed to his rise to international prominence. Giger was admitted to the Science Fiction and Fantasy Hall of Fame in 2013. He is also well known for artwork on several music recording albums including Danzig III: How The Gods Kill by Danzig, Brain Salad Surgery by Emerson, Lake & Palmer, Attahk by Magma, Heartwork by Carcass, To Mega Therion by Celtic Frost, Eparistera Daimones and Melana Chasmata by Triptykon, Deborah Harry's KooKoo, "Atomic Playboys" by Steve Stevens and Frankenchrist, by the Dead Kennedys.

In 1998, Giger acquired the Saint-Germain Castle in Gruyères, Switzerland, which now houses the H.R. Giger Museum, a permanent repository of his work.

Personal life
Giger had a relationship with Swiss actress Li Tobler until she died by suicide in 1975. Tobler's image appears in many of his paintings. He married Mia Bonzanigo in 1979; they divorced a year and a half later.

Giger lived and worked in Zürich with his second wife, Carmen Maria Scheifele Giger, who is the director of the H.R. Giger Museum.

On 12 May 2014, Giger died in a Zürich hospital after suffering injuries from a fall.

Style
Giger started with small ink drawings before progressing to oil paintings. For most of his career, he worked predominantly in airbrush, creating monochromatic canvasses depicting surreal, nightmarish dreamscapes. He also worked with pastels, markers and ink.

Giger's most distinctive stylistic innovation was that of a representation of human bodies and machines in cold, interconnected relationships, which he described as "biomechanical". His main influences were painters Dado, Ernst Fuchs, and Salvador Dalí. He was introduced to Dali by painter Robert Venosa. Giger was also influenced by Polish sculptor Stanislaw Szukalski, and by painters Austin Osman Spare and Mati Klarwein, and was a personal friend of Timothy Leary. He studied interior and industrial design at the School of Commercial Art in Zurich from 1962 to 1965, and made his first paintings as art therapy.

Other works

Giger directed a number of films, including Swiss Made (1968), Tagtraum (1973), Giger's Necronomicon (1975) and Giger's Alien (1979).

Giger created furniture designs, particularly the Harkonnen Capo Chair for a film of the novel Dune that was to be directed by Alejandro Jodorowsky. Many years later, David Lynch directed the film, using only rough concepts by Giger. Giger had wished to work with Lynch, as he stated in one of his books that Lynch's film Eraserhead was closer than even Giger's own films to realizing his vision.

Giger also applied his biomechanical style to interior design. One "Giger Bar" appeared in Tokyo, but the realization of his designs was a great disappointment to him, since the Japanese organization behind the venture did not wait for his final designs, and instead used Giger's rough preliminary sketches. For that reason Giger disowned the Tokyo bar. The two Giger Bars in his native Switzerland, in Gruyères and Chur, were built under Giger's close supervision and they accurately reflect his original concepts. At The Limelight in Manhattan, Giger's artwork was licensed to decorate the VIP room, the uppermost chapel of the landmarked church, but it was never intended to be a permanent installation and bore no similarity to the bars in Switzerland. The arrangement was terminated after two years when the Limelight closed.

Giger's art has greatly influenced tattooists and fetishists worldwide. Under a licensing deal Ibanez guitars released an H. R. Giger signature series: the Ibanez ICHRG2, an Ibanez Iceman, features "NY City VI", the Ibanez RGTHRG1 has "NY City XI" printed on it, the S Series SHRG1Z has a metal-coated engraving of "Biomechanical Matrix" on it, and a 4-string SRX bass, SRXHRG1, has "N.Y. City X" on it.

Giger is often referred to in popular culture, especially in science fiction and cyberpunk. William Gibson (who wrote an early script for Alien 3) seems particularly fascinated: A minor character in Virtual Light, Lowell, is described as having New York XXIV tattooed across his back, and in Idoru a secondary character, Yamazaki, describes the buildings of nanotech Japan as Giger-esque.

Films
 Dune (designs for Alejandro Jodorowsky's unproduced adaptation of Frank Herbert's novel; the separate movie Dune was later made in an adaptation by David Lynch)
 Alien (designed, among other things, the Alien creature, "The Derelict" and the "Space Jockey")
 Aliens (credited for the creation of the creature only)
 Alien 3 (designed the dog-like Alien bodyshape, plus a number of unused concepts, many mentioned on the special features disc of Alien 3, despite not being credited in the movie theater version)
 Alien Resurrection (credited for the creation of the creature only)
 Alien vs. Predator (credited for the creation of the creature only)
 Aliens vs. Predator: Requiem (credited for the creation of the creature only)
 Poltergeist II: The Other Side
 Killer Condom (creative consultant, set design)
 Species (designed Sil, and the Ghost Train in a dream sequence)
 Species II (the film includes Eve, based on creature Sil from the first Species film)
 Batman Forever (unused design of a radically different Batmobile)
 Future-Kill (designed artwork for the movie poster)
 Tokyo: The Last Megalopolis (creature designs)
 Prometheus (The film includes "The Derelict" spacecraft and the "Space Jockey" designs from the first Alien film, as well as a "Temple" design from the failed Jodorowsky Dune project and original extraterrestrial murals created exclusively for Prometheus, based in conceptual art from Alien. Unlike Alien Resurrection, the Prometheus film credited H. R. Giger with the original designs.)
 Alien: Covenant (the film includes the Alien creature,  "The Derelict" spacecraft and the "Space Jockey" designs from the first Alien film)

Work for recording artists

 Celtic Frost: To Mega Therion
 Magma: Attahk
 Emerson, Lake & Palmer: Brain Salad Surgery
 Floh de Cologne: Mumien
 Steve Stevens' Atomic Playboys
 Deborah Harry, portraits for KooKoo album cover and videos "Backfired" and "Now I Know You Know"
 hide: Hide Your Face
 Carcass: Heartwork
 Danzig: Danzig III: How the Gods Kill
 Dead Kennedys' album Frankenchrist, Poster insert of Landscape XX (which led to an obscenity trial)
 Atrocity – Hallucinations
 Korn's Jonathan Davis commissioned Giger to design and sculpt a microphone stand, with the requirement that it be biomechanical, erotic, and movable. The contract allowed for five aluminium microphone stands to be made, but Davis purchased only two of the three to which he was entitled. The design of the microphone stand was later adapted to Giger's Nubian Queen, transforming it into a fine art sculpture.
 Helped to design the first professional video clip of "Böhse Onkelz" called "Dunkler Ort" (dark location) from their album Ein böses Märchen ... aus tausend finsteren Nächten, which was released in 2000.
 Ibanez Guitars released a series of H. R. Giger Signature Models with artwork on the body.
 Triptykon: Eparistera Daimones
 Triptykon: Melana Chasmata

Interior decoration
 Giger Bars in Switzerland's Chur and Gruyères
 Maison d'Ailleurs (House of Elsewhere) in Yverdon-les-Bains

Video games
 Dark Seed and its sequel, Dark Seed II, both adventure games for the Amiga, Macintosh, and PC, were developed by Cyberdreams and directly based on Giger's input.
 The dark fantasy games Tormentum: Dark Sorrow and its sequel Tormentum II are both based heavily on the works of Giger and Zdzisław Beksiński.
 Scorn, the sci-fi horror video game draws heavy inspiration from Giger's (and Zdzisław Beksiński's) work, frequently being compared with Giger's films Alien and Prometheus.

Recognition

Giger was awarded the Inkpot Award in 1979.

In addition to his awards, Giger was recognized by a variety of festivals and institutions. On the one year anniversary of his death, the Museum of Arts and Design in New York City staged the series The Unseen Cinema of HR Giger in May 2015.

Dark Star: H. R. Giger's World, a biographical documentary by Belinda Sallin, debuted 27 September 2014 in Zurich, Switzerland.

In July 2018, the asteroid 109712 Giger was named in his memory.

References

External links

 Museum HR Giger

1940 births
2014 deaths
Accidental deaths from falls
Accidental deaths in Switzerland
Album-cover and concert-poster artists
Artist authors
Best Visual Effects Academy Award winners
Fantasy artists
Inkpot Award winners
Swiss occultists
People from Chur
Psychedelic drug advocates
Science fiction artists
Science Fiction Hall of Fame inductees
Swiss contemporary artists
Swiss erotic artists
Swiss graphic designers
Swiss illustrators
Swiss painters
Swiss scenic designers
Swiss speculative fiction artists
Swiss surrealist artists
Zurich University of the Arts alumni


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A rear collision impact can result in a variety of injuries to the driver whose vehicle was struck from behind. Many people suffer whiplash injuries as a result of a rear impact. Whiplash refers to neck injuries resulting from a person's head being suddenly forced forward then backward, similar to the action of a whip. Muscle and ligament injuries associated with whiplash can range from mild to severe and have the potential to persist for months or years after the initial injury. Back injuries including herniated discs can occur as a result of rear end car accidents and are often extremely painful and debilitating. Drivers may also sustain various injuries requiring medical care to the face, head, arms, and hands.
New Jersey Rear End Accident Lawyers at DiTomaso Law Handle Rear End Collisions Involving all types of Motor Vehicles
If you have been injured in a rear end collision, it is imperative that you consult with one of our personal rear end accident lawyers in Cherry Hill, New Jersey before making a statement to an insurance adjuster. At DiTomaso Law, we understand that injuries resulting from rear end collisions can have a significant impact on your life. You may accumulate medical bills from your injuries, be unable to work, and experience pain and suffering as a result of another driver's negligence. Our rear end collision attorneys in Cherry Hill, NJ will assess your case and determine the best course of action to ensure that the liable driver is held accountable, and that you are awarded the maximum damages that you are entitled to for your injuries.
At DiTomaso Law, our rear end collision attorneys have offices in Cherry Hill, NJ and Philadelphia, PA and we represent clients throughout South Jersey and the greater Philadelphia area. Contact us online or call us at 856-219-4970 to schedule your free consultation.
Frequently Asked Questions About Rear End Accidents in New Jersey
What should I do after a car accident in order to pursue my injury claim?
What are the main causes of car accidents, and how can they be avoided?


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Wilmington is a city in New Hanover County, North Carolina, United States. The population was around at 96,000 during 2006;. It is the county seat of New Hanover County. It was named in honor of Spencer Compton, the Earl of Wilmington, who was Prime Minister at the same time as George II was King of England.
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This page was last changed on 10 July 2018, at 19:23.


To celebrate the enormous contribution that Canada's indigenous people have made to this great land, the CNE commissioned local Ojibway artist Kris Nahrgang to create a Unity Pole this year.
The majestic and vibrant 25-foot pole by Nahrgang has become a popular attraction at the CNE, and has drawn lots of attention to the artist. It was carved from a majestic white cedar tree from the Peterborough area, and embraces both indigenous and universal symbols.


WooD HeaD is the Universe expressing itself with musical vibrations of the air molecules around, thereby causing a positive release of neurotransmitters in the brains of those being vibrated! Any instrument can and will be used! Amplify our sounds immediately right where you are so that you may enter into the eternal bliss that is WooD HeaD!!!
WooD HeaD is on IMRadio 2.0!
WooD HeaD has been invited to be a part of IMRadio 2.0 which is an internet radio station that plays only Independent Musicians...my favorite! Come check us out and let us know what you think! Thanks for stopping by and remember..."To WooD HeaD or To WooD HeaD...THAT is the question!"
WooD HeaD has MADE IT to the TZMR Battle of the Bands FINALS on Saturday, November 6th @ 7 PM! If we can get enough of you all to come out and scream for WOOD HEAD during the judging at the end, then we will WIN IT ALL!!! A NATIONWIDE 120-SHOW TOUR and $100,000 in MUSIC PRIZES! EVERYONE COME OUT AND LET'S TAKE WOOD HEAD TO THE TOP TOGETHER!
SEE WooD HeaD's FUTURE LIVE @ The TZMR Battle of the Bands SEMI-FINALS @ 7 PM, THIS SATURDAY Oct. 23rd @ THE MONEY on 110 S. Cherry St. in Rock Hill, SC! We are carpooling anyone who needs a ride to the show as long as they meet at our house. SEE YOU ALL THERE!!!
Great songs,great sound, great lyrics.


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There is only limited data available on the environmental fate of Isohexadecyl 12-[(1-oxooctadecyl)oxy]octadecanoate (CAS 97338-28-8). Therefore, QSAR calculations were conducted where necessary to fulfill the standard information requirements laid down in Annex VIII, 1.5, of the REACh Regulation (EC) No. 1907/2006.
Isohexadecyl 12-[(1-oxooctadecyl)oxy]octadecanoate (CAS 97338-28-8) is characterized by high molecular weight (> 500 g/mole), low water solubility (1.39 µg/L, 20 °C, pH 6.3, OECD 105), a low estimated vapour pressure (< 0.0001 Pa, 20 °C, KOCWIN v2.00), a high estimated log Kow (> 10, KOWWIN v1.68) and a high estimated log Koc (> 5.0, KOCWIN v2.00, MCI). Experimental results from a standard biodegradation study showed that the substance is readily biodegradable (86.0% in 28 d, OECD 301 F). Thus, neither abiotic degradation via hydrolysis nor evaporation and indirect photodegradation in air are relevant environmental fate pathways.
According to the Guidance on information requirements and chemical safety assessment, Chapter R.7b, readily biodegradable substances can be expected to undergo rapid and ultimate degradation in most environments, including biological Sewage Treatment Plants (STPs) (ECHA, 2017). Due to ready biodegradability and high potential for adsorption, the substance can be effectively removed in conventional STPs by biodegradation and sorption to biomass. Furthermore, the Guidance also states that once insoluble chemicals enter a standard STP, they will be extensively removed in the primary settling tank and fat trap and thus, only limited amounts will come into contact with activated sludge microorganisms. Therefore, only negligible amounts of the substance are expected to be released into the environment through conventional STPs, if at all. Whatever fraction is released into the aquatic environment will undergo extensive biodegradation and will preferentially distribute into the sediment compartment through sorption to organic matter, leading to a rapid reduction of the bioavailability of the substance in water. Thus, the relevant route of uptake in aquatic organisms is expected to predominantly occur by ingestion of particle bound substance, but the bioavailability of the substance is presumably very low based on its physico-chemical properties.
Experimental data for bioaccumulation is not available and the estimated log Kow is high (> 10), which may be indicative of a potential for bioaccumulation. However, based on current knowledge, a calculated log Kow of 10 or above is taken as an indicator of reduced bioconcentration, as stated in the Guidance on Information Requirements and Chemical Safety Assessment, Chapter R. 7c: Endpoint specific guidance (ECHA, 2017) and Chapter R. 11: PBT/vPvB assessment (ECHA, 2017). In addition, no chronic mammalian toxicity was recorded in the available studies indicating that the substance is not chronically toxic and or not taken up to a significant extent. Together with other information, this information can be used in a weight-of-evidence approach to conclude that the substance is not B/vB, according to the Guidance on Information Requirements and Chemical Safety Assessment, Chapter R.11: PBT/vPvB assessment v3.0 (ECHA, 2017). This reasoning is in line with the estimated BCF of 0.893 L/kg (BCF/BAF, Arnot-Gobas, including biotransformation, upper trophic) for this substance indicating negligible potential for bioaccumulation.
In case of absorption by aquatic organisms, long chain aliphatic esters are expected to be enzymatically hydrolyzed by carboxylesterases, yielding the corresponding alcohol and fatty acid. Both hydrolysis products are metabolized in aquatic organisms. The metabolization of the hydrolysis products is well established and not of concern in terms of bioaccumulation (for further information see section 5.3 of the technical dossier).
In summary, the substance is not expected to persist in the aquatic environment and chronic exposure, uptake and bioaccumulation is thus unlikely to occur. In the unlikely case of absorption by aquatic organisms, the substance is expected to be rapidly hydrolyzed to the respective fatty acid and fatty alcohol and the potential for bioaccumulation of both the substance as well as its metabolites is considered low.
Overall, the available information on the environmental behavior and metabolism, in combination with QSAR estimates, provide sufficient information to cover all the data requirements set out in Regulation (EC) No. 1907/2006, Annex VIII.


WASHINGTON – Cause of Action (CoA), a government accountability organization, filed a Complaint for Declaratory and Injunctive Relief in the U.S. District Court for the District of Columbia, on behalf of LabMD, seeking to stop the Federal Trade Commission's (FTC) extralegal abuse of government power. LabMD argues that the FTC lacks the authority to regulate patient-information.
CoA is also defending LabMD against a complaint brought by the FTC based, in part, on allegations that a third party was able to obtain data from LabMD's computers through the peer-to-peer (P2P) file sharing program LimeWire. The FTC has attacked LabMD without publishing any data-security regulations or standards and with the knowledge that LabMD's data security practices are regulated by the U.S. Department of Health and Human Services (HHS). HHS has never suggested that LabMD violated any patient information data-security regulations or requirements.
In September, CoA challenged the FTC's statutory authority to regulate patient information data-security practices as "unfair acts or practices" under Section 5 of the FTC Act and disputed the FTC's claim that LabMD supposedly failed to provide reasonable and appropriate security for personal information on its computer networks. Earlier this month, CoA filed a Motion for Protective Order before an Administrative Law Judge on behalf of LabMD seeking to quash 35 subpoenas served by the FTC in a single day. As the filing today argues, the FTC's subpoena tactics are wrongfuly instrusive and burdensome. These tactics are consistent with the FTC's plain goal of forcing LabMD into submission by exhausting the small Atlanta-based cancer diagnosis company's resources.
Using abusive tactics that would not be tolerated by any independent federal court. For example, the FTC served 35 subpoenas on third parties around the country demanding at least 23 depositions to take place simultaneously. For LabMD to comply with the FTC's oppressive subpoenas, LabMD would have to hire more than 23 attorneys and pay for their transportation to appear at depositions in California, Georgia, Pennsylvania and Florida, etc.
The lawsuit filed today, along with the previous filings on behalf of LabMD, can be found here.
To schedule an interview with Cause of Action's Executive Director Dan Epstein, contact Mary Beth Hutchins, 202-400-2721 or Kevin Schmidt, kevin.schmidt@causeofaction.org.


Mr. Kaoru Umeki "Representative Director"
Mr. Hiroshi Yuzawa "Managing Director"
Mr. Kohei Sumita "Financial Director"
Mr. Yasunobu Sawada "Corporate Auditor"
Company was established with 32 million yen capital, headquarters located in Okubo 2-1-8, Shinjuku-ku, Tokyo.
Business office started at Sakuragaoka 27-1, Shibuya-ku, Tokyo.
Moved headquarters to Tomihisa-cho 4-15 , Shinjuku-ku, Tokyo.
Increased capital to 41 million yen.
The founder Mr. Seishi Ishida passed away at the age of 58.
Ms. Teruyo Ishida was appointed as the President and Representative Director.
Mr. Kaoru Umeki was appointed as the President and Representative Director.
Acquired exclusive distribution rights of "Yoshida gourmet sauce". Started sales.
nhận cấp phép bán độc quyền "nước sốt Yoshida". "nước sốt Yoshida" bắt đầu đưuọc bầy bán.
Moved headquarters to Akasaka, Minato-ku, Tokyo, due to business expansion.
Moved headquarters to Shimbashi, Minato-ku, Tokyo, due to business expansion.
Changed company's name to "IGM Corporation"
Increased capital to 51 million yen.
Launched Vietnamese food series under registered "Xin chào! Vietnam" brand.
Established the first joint venture in Ho Chi Minh City, Vietnam named TIPOCO. Capital was approximately 15 million yen, ownership ratio was 51%.
Increased capital to 54 million yen.
Changed the first joint venture's name to "iGM Vietnam Company Limited".
Increased shareholding ratio to 75%.
Established the second joint venture in Ho Chi Minh City.
Vietnam names "Dashi Lab Company Limited". to rpoduct Japanese and Korean seasonings.
thành lập công ty con Dashi Lab LLC tại thành phố Hồ Chí Minh, Việt Nam.


text:
Cosmos » Astronomy » How to build a galaxy
24 March 2022 /
Jamie Priest
How to build a galaxy
Researchers construct a time-resolved picture of the formation history of the Milky Way.
Credit: Luke Peterson / Moment / Getty
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Figuring out the nitty-gritty of how our galaxy assembled itself from the scattered debris strewn across the emptiness of space is a challenging task. If we could hit rewind, what would our galaxy look like in its earliest days?
A team of researchers from the Max Planck Institute for Astronomy in Germany have tackled this stumper, finding a way to look back in time to piece together the evolutionary history of our galactic home. Publishing in Nature, the researchers describe how they compiled the astronomical equivalent of a scrapbook album to track each stage of the Milky Way's evolution.
To do this, they drew on an enormous dataset recently released from the European Space Agency's Gaia space observatory and the Large Sky Area Multi-Object Fibre Spectroscopic Telescope in China, picking out a subset of stars known as subgiants.
Subgiants are unusual stars, sustained by hydrogen shell fusion, that exist in the brief stellar evolutionary phase that permits the most precise and direct age determination. As far as stars go, these ones are open books – their age can be calculated from their luminosity, and the materials that built them billions of years ago can be read from the spectra of their photospheres.
This makes them ideal for use in galactic archaeology.
"To unravel the assembly history of our galaxy we need to learn how many stars were born when, from what material and on what orbits," say the researchers.
"This requires precise age determinations for a large sample of stars that extend to the oldest possible ages – around 14 billion years."
While subgiants fit the bill beautifully, they're not easy to find.
Because of the short lifetime of their evolutionary phase, subgiants are relatively rare. Putting together the large sample size required for a galactic history project has long been considered an insurmountable challenge.
But recent advances in astronomical capabilities are changing the playing field, giving astronomers access to data that their forebears could only dream of.
For this study, the researchers tapped into the vast wealth of data made available by the Gaia space mission. Launched in 2013, Gaia is a space observatory on an ambitious mission to chart a three-dimensional map of the Milky Way with unprecedented precision.
Trawling through Gaia's most recent release of data, researchers were able to pick out an incredible 250,000 stars in the subgiant phase, covering a large spatial volume of the Milky Way.
The team estimated the age of each individual subgiant, finding that they ranged from 1.5 billion to 13.8 billion years old. They then identified and characterised the origins of subgiants in different structural regions of the Milky Way, dividing them into "disk" and "halo" stellar populations.
Their findings suggest that the formation of the thick disk had already begun around 13 billion years ago, only 800 million years after the Big Bang.
They further suggest that the Milky Way likely evolved in a few different phases, starting with forming populations of stellar material and stars in a thin disk – as opposed to material that is a part of halo populations that orbit every which-way, or bulge populations that rotate around like a squished sphere – around 13 billion years ago.
After filling its core, the galaxy then merged with the Gaia-Enceladus galaxy – also delightfully known as the Gaia Sausage – two billion years later to finish assembling its inner galactic halo. This is thought to coincide with the time when most of the stars in the thick disk formed, the researchers say. The age, composition and motion of these stars highlight the dynamic processes involved in the formation of our galaxy, they conclude. It makes for exciting times in astronomy: as data continues to flow in from missions like Gaia, and from the much-anticipated James Webb Space Telescope, our understanding of the evolution of galaxies looks set to develop rapidly.
Originally published by Cosmos as How to build a galaxy
Jamie Priest is a science journalist at Cosmos. She has a Bachelor of Science in Marine Biology from the University of Adelaide.
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