text:
(Optional) From Idea to Opportunity: Interview with Amy Errett
Entrepreneurship 1: Developing the Opportunity
Kurs 1 von 5 in Unternehmertum Spezialisierung
How does a good idea become a viable business opportunity? What is entrepreneurship and who fits the profile of an entrepreneur? This introductory course is designed to introduce you to the foundational concepts of entrepreneurship, including the definition of entrepreneurship, the profile of the entrepreneur, the difference between entrepreneurship and entrepreneurial management, and the role of venture creation in society. You'll explore where technology entrepreneurship and impact entrepreneurship align and where they diverge, and you'll learn proven techniques for identifying the opportunity, assessing the opportunity, hypothesis testing and creating a prototype. By the end of this course, you'll know how to test, validate and prototype your idea, and also whether or not you fit the profile of an entrepreneur! You'll also be ready to move on to the next phase of entrepreneurship in Entrepreneurship 2: Launching the Start-Up.
Discovery-Driven Planning, Elevator Pitch, Planning, Entrepreneurship
The lectures are indispensable for anybody embarking into new business ventures whether on a start-up or an established corporation. Great advice from world class faculty that has industry relevance.
It was very interesting to learn how to explore and test an idea. The additional audio and video interviews add up. On top of that, the professors use practical examples to illustrate the theory.
Module 2: Opportunity Analysis
In this module, you'll learn how to discover, develop, and assess opportunities, so you can choose one that has the best potential for success. Starting an enterprise is uncertain by nature, but you can increase certainty and decrease some risk by evaluating potential opportunities using thoughtful processes proven to help you decide which opportunities are better positioned for growth. You'll learn how to determine a market need, develop a solution, evaluate your solution using a variety of methods, and pressure test your idea. You'll also learn several methods of evaluating opportunity, including using customers, the VIDE model, and the tournament method. You'll see these processes applied to real world examples of both opportunities which were ultimately successful and those that failed. By the end of this module, you'll be able to apply these evaluation process to your own opportunities, and/or use them to discover new ones with greater potential for growth.
2.1 Opportunities and Uncertainty7:19
2.2 Push and Pull and the Sources of Innovation13:42
2.3 Customers as Sources of Opportunities16:56
2.4 Importance of the Idea (VIDE Model)13:19
2.5 Assessing Opportunities7:24
2.6 The Tournament Approach7:55
(Optional) From Idea to Opportunity: Interview with Amy Errett24:47
Lori Rosenkopf
Vice Dean and Director, Wharton Undergraduate Division
Karl T. Ulrich
Vice Dean of Entrepreneurship and Innovation
Ethan Mollick
Xinmei Zhang and Yongge Dai Professor, Professor of Marketing
Kartik Hosanagar
David Hsu
Richard A. Sapp Professor of Management
Sprache wählenArabischer RaumEnglischVietnamesisch
>> Hi, I'm Lori Rosenkopf, I'm the Vice Dean and
Director of the Wharton Undergraduate Division and
I'm a professor in the Management Department at Wharton.
We're here today for the entrepreneurship specialization and my guest is Amy Errett.
Amy is a Serial Entrepreneur, she's also a Serial Venture Capitalist and
she is currently the CEO and Founder of Madison Reed.
Amy, how did you know you had a good idea for Madison Reed?
>> I knew it was a great idea, because I've spent my career both running,
starting and investing in consumer facing companies.
And one of the things that I learned about both of sides of that
is that great consumer ideas,
typically where consumers have some pinpoint that you're trying to solve.
And the point that we're trying to solve is better for
you hair color to a 108 million women in the US who color their hair every 6 weeks.
So as a venture capitalist, there's sort of three things that you look for.
One, size of the market.
Well, this one's huge.
Two is the product different and differentiated.
We've taken out the harsh chemicals and number three is,
is there a passionate team that wants to invest.
And typically, venture backed companies don't have access for
seven to eight years.
I know that that's news to most people who think it's 18 months.
And so, do you have a group of people that's really passionate?
And in addition, I took a walk with a venture capitalist friend when I was
thinking about doing this and he kept calling me for days.
Didn't have a deck, just realized the size of the prize and
that I was passionate about pulling it off.
>> And what did you have to do as you got going with this to test that idea?
>> Well, I've come to realize that for most people, but in particular,
entrepreneurs.
When you're younger in your career, you don't value this one thing that as you get
a little older in your career you value, which is your time.
Most people think it's all about, can you get the money?
And I think it's a lot about can you get the money, but
are you going to spend your time well?
So I didn't take any money until I had really figured out that we could formulate
this, that we could actually get it into the tubes.
And that most importantly, that it worked for consumers.
So once I knew that we did that, then I understood that we had to put the gas
pedal down and reduce the business and see where it went from there.
>> And since then have you had to do any sort of pivoting or
has it been smooth sailing?
>> Well, I'd say, it's been pretty smooth sailing.
Although asking an entrepreneur about smooth sailing is sort of one of those
things that our definition of smooth is that the boat
didn't capsize twice a day and the winds weren't 80 miles an hour.
Most entrepreneurs, the concept of smooth sailing is just powering through
the resilience to get through all the things that you can't possibly know that
could go wrong, but kind of coming back Madison Reed.
One of the biggest issues was we thought that the business was only direct to
consumer and we'd been shocked that actually,
there's a salon channel business that we never anticipated.
So the pivot is not that we're doing anything that is different,
it's just that the demand is coming from a bunch of different places not just direct
>> So, tell us how the professional salons have reacted to your offering?
>> Yeah, it's interesting,
because we took an approach right from the beginning which was and versus or.
And what I mean by that is out of the 108 million women,
50% of the women color their hair at home and 50% color at a salon.
And so you would think that our stance about the brand would be fire your salon,
they're terrible, only use this DIY product.
And in fact, we took an approach which said, we have a suite of products.
Whether you color at a salon or you color at home,
we can offer you a bunch of different alternatives like a root touch-up
that you can use between salon usage.
And I think the salon channel embraced us, because they actually saw it as
a way to make more money off of some of our products and so it's gone really,
really well.
The biggest surprise has been our business is directly consumer,
we're not used to having sales people that have to run ads or call salons or.
So, we've had to spend a little bit of time understanding this intermediary
channel and then another big surprise has been Sephora.
We didn't anticipate the retail distribution versus the direct to
consumer on the website.
And so we're in 224 Sephora stores now and sephora.com and there will be a couple
of other things in the next couple months that I'll introduce that are sort of
surprising for a company that you would think is direct to consumer.
A 100% versus an omni channel approach,
which is turning out to be what's going to happen.
>> How important is talent management for you and your venture and for
all entrepreneurial ventures?
>> Yeah. >> What mistakes
do entrepreneurial firms make?
What advice would you give?
>> Yeah, I think that it always, whether you're an investor or
whither you're a founder, really the world begins and ends with people.
And so what I've learned every time that I've tried to convince myself that,
that isn't true and it's usually out of moments of making bad hires or
moments of not being able to find the right people.
What you start to realize is that you could have the best idea in the world and
the truth is that could be left on the table without execution.
And so when I think about talent management,
I think it's pretty much everything.
And it's been everything from recruiting the best team that we could possibly get
in kind of a crazy idea that people weren't paying attention to,
all the way to talent management and my investors and
that's a piece that people don't talk about.
Who you choose around the table on your board is as important sometimes as
the people that are working side by side.
There's a lot of dynamics about investors and board relationships.
So, talent management for
me is like who are the people that you want in a life boat?
Whether they be the execs that work for you, whether they be
the folks that you partner with in terms of partnerships, consultants.
In the beginning, we tried not to have a lot of full time employees, but
we actually gave some equity up for people who form partnerships.
Our first box was done by guys that use to work at IDO, we gave them some equity.
All of the formulations were done with people that
had come out of the hair color industry and we gave them a little bit of equity.
So, talent is really a complex issue.
But at the end of the day, I think it's pretty much, everything.
And as a business gets more complex, it gets hurt.
So the truth is that it's in the beginning it's hard to recruit people who want to
just think your idea is interesting and you get into the stage where it starts
working and the stakes get higher, then the kinds of people that brought you to
the level aren't the people that can scale the level, then the people that can
scale the level aren't the ones that want to put process in.
It's the gift that keeps on giving, that's the best way that I'll say it.
>> So you've mentored and advised many people over your career,
but let me turn it around now.
Who was the best mentor or advisor you ever had and what made them so?
>> So I think early in my career as an investment banker and as I say, often,
it was not good for all those involved.
Meaning, it wasn't a fulfilling.
I may much more entrepreneurial than working
in a large sort of financial institution person.
I didn't know that at that point in my career and
I think in terms of the organization.
I'm not sure that they got the best of me, but I ended up working for
a guy who ended up being a life long mentor to me.
And I remember my first conversation, I was just out of college, undergrad before
I actually went to Wharton to graduate school and I was quite sure of myself.
And I remember, having this conversation and saying to him,
all these people are getting promoted.
What do I need to do to get promoted?
And he paused and he said, well, when you start acting that way,
then you'll actually become that.
And that has always echoed in my head as a mentoring moment,
which is that being an entrepreneur, it's just about resilience and
persistence and Paying it forward, and continuing to believe,
in the face of nobody else believing.
And in a certain way, that's acting that way, and
then you will manifest that and become that.
And what I've said all along, in all the parts of my career in mentoring people,
is you just can't be any further than you are right at that moment.
Right, so you need to understand the steps to get there, but
you also have to understand that a lot of it is just paying it forward and
a lot of it is, you're not really entitled to anything, you have to earn hit.
>> Are there certain personality characteristics that you believe
are critical for entrepreneurs?
>> Yeah, one is that I talk about all the time is resilience.
Right, the way that I think about it all the time is,
there was actually a little thing that I put on Facebook which was
sort of hilarious, but it was really true.
And it went something like this, I don't know, yet
I'm an entrepreneur I don't whether I need a hug, a shot of vodka.
[LAUGH] A reality check or somebody just to tell me my
idea kind of doesn't make any sense.
From moment to moment,
the amount of resilience that you need is just extraordinary.
So what I used to look for
as an investor is somebody who just wasn't going to, no was not possible.
They were going to go around the mountain, through the mountain,
over the mountain and make it happen, right?
because I believe if you get a group of people who want something bad enough,
you can do extraordinary things.
So one is resilience, second is just persistence.
Third is what I call agility, not flexibility.
And this is something I talk a lot about.
Flexibility is one of those things which says,
I'm going to move in whatever direction something shows me right at the moment.
That's a very dangerous trait I think in an entrepreneur,
because most great entrepreneurs have some, there's a moment inside of them
where it's an unwavering in the face of adversity, an unwavering peace.
Which is in our business, it would had been easier to put chemicals on them.
Cheaper, typically work better because it's just blast your, the root follicle
of your hair, colored deposits rate, what everybody is used to should smell bad.
I've been unwavering that regardless of what anyone says we need to do what's
best for our consumer, that there is a social mission in this company, right?
We're going to prove to the CPG companies that it can work and
be awesome and be better for you, right?
So if I was flexible, I would have heard what people said,
maybe that's the way we should go, that seems easier.
Versus being agile, those are two really different concepts and
agility is really like, I look at the fact pattern, I understand what's going on.
I check in with myself about what's okay, and I will course-correct as things go on.
But I'm not just going to go with the wind because it seems like it's easier or
someone is trying to influence me.
And I think if you just look at the history of time.
You look at Howard Schultz,
and his father-in-law didn't think why don't you get a real job?
This coffee thing isn't going to pay the bills, right?
I mean, these are the things.
I'm sure Mark Zuckerberg, Steve Jobs, you go down the list.
And I am not comparing myself to any one of them, right?
But I'm just saying if you look at people that are just, it's almost like you
just know and you're not going to give up.
So I think it's those things,
I think emotional intelligence is a huge part of being a great entrepreneur.
Because it's not really always just the idea,
it's the sensing, it's the paying attention to all the little facts.
And then the other part of it as I would say is being self reflective.
Having self awareness, that in that meeting you were just obnoxious and
you need to kind of go take a walk.
That person seems like the way that you're trying to motivate them isn't working.
And what part do you own?
I think when you can get to that place in your life there's magic there.
>> Let's talk about the bigger picture of venture creation in society.
So as an entrepreneur, as a venture capitalist, how do you see this role?
And how do you start to quantify it in our own work or more generally?
>> So when I, this is my fourth company, in-between three and
four I was a venture capitalist.
I ran and opened the Marvarot office, a Seattle based firm.
Had a third of its investments here in the bay area but
never had a physical presence.
And for the first six months I kept apologizing to all of my CEO friends.
Like I jumped over the fence, do you still love me?
And what I started to realize in that journey was,
it's one of the greatest gifts that you could ever have.
I mean here you are, literally being able to make people's dreams come true, right.
It's a very noble profession, if you think about it.
And if you can approach it that way,
which is that I was a thesis based investor, right.
So I knew the things that I was looking for and
then trying to find the people that fit into those things.
I think about being an entrepreneur or
creating those businesses, historically look at the growth in the U.S.
what, close to 70% of job creation comes from small companies, right?
Now the other side of this that I always try to tell everybody as being,
now an angel investor, and I am still a venture partner at true venture series,
it was my series a investor.
What I try and
tell everybody is 95% of the companies in the US aren't venture backed.
So there's a lot of danger in believing,
I think people need to understand not every company needs to take venture money.
And, in fact, in some cases, taking venture money is not a good thing to do.
That doesn't mean you won't run a successful company, right?
But I do think small business creation, as a concept,
is what excites me, because I think it's where passion
meets career meets wealth creation meets mission, social mission.
I think it takes a special kind of person to not just start one but to work in one
because it's really about can you handle the uncertainty and the creation
of this dream rather then knowing that, I'm terrible when it's certain.
That's a part of me that I'm not good in big companies.
I'm really not very good at it.
>> Talk to us about your networks and how they help
you acquire resources, whether that's talent or funding or endorsements.
>> I would say that the biggest
advantage that I've had coming back onto this side has been exactly that.
That I've always had a great sort of network, but I think the more of a track
record, the more of an invest, my investors I coinvested with, right?
I had shortcuts, right.
I tell people all the time that one thing you're getting is capital.
That's important.
But really what you should be looking for in your investors is a network.
Right? Who do they know that could help you
recruit in an unfair advantage without having to pay recruiting fees.
Right? Who do they know that they can call up and
say, can you talk to this person because there's a distribution field to be done,
what are the short cuts?
And then I always talk about getting the band back together, right.
That's something that one of my cofounders and I worked together two careers ago.
We don't have to think about finishing the sentences, the trust,
the factor of understanding who we are as real people are there between each other.
And that's just an advantage that you can't buy that.
That just exists, that's the shortcut of all these things.
So, I think it is very important.
I also think that it doesn't actually correlate just the age.
So, I want to be really careful and to have people think well,
you had to do these things for 20 years before that happens.
That's not true at all.
The Alumni Association of Wharton, where you went to business school,
where you went to undergrad, where you grew up with people,
where you worked with them in the past, these are all the skill of networking.
It doesn't just have to come as a function of doing it for a long time.
It comes as a function of understanding that those relationships are really going
to shortcut your success.
>> Acquiring customers is an awfully important part of your business.
Can you tell us about how you assess the costs of doing so and
how much of your resources you decide to devote to that?
>> Yeah, it's a great question.
I think that
this notion of talking about OmniChannel creates a very interesting dilemma.
because in our opinion the women primarily that we are attracting or
any company that is knowing their customer really has to
understand that acquisition has a lot of parts to it, a lot of distribution.
So, for us it's been a lot online, right,
in new tactics like actually targeting on Facebook.
One of the things that Facebook has been incredibly interesting about, and
I'm going to share a funny story about how these channels can affect each other,
is that you can build these look alike audiences.
So if you effectively know who your customer is or your target is, Facebook
can build these audiences of like-minded people to serve your ads to, right?
So, it's very targeted.
So for us our resources that in the beginning
the majority of our resources was paid acquisition.
Literally we were paying per customer to get to effectively get to a place where
we had enough of a nucleus that we could start leveraging social.
And we could also start leveraging what I would call referral,
which has become a huge part of our business.
So every time that we ship a box,
we actually ship these beautiful cards that are inspirational quotes.
And on the back of them, they're give this to a friend, and
you know $15 off your first purchase at Madison Reed.
It's crazy how much a consumer who loves something,
wants to share that message, right?
And so for us, it's been a combination of paid acquisition,
lots of things, Pintrest, Facebook, Pandora, a lot of organic traffic.
So we've worked really hard on keywords,
on SEM, a lot on social, a lot of referral.
And then in our business this notion of now the Sephora of the world,
which is what we call non-paid acquisition, but there's margin erosion,
right, what you get in retail.
But how do you look at that on a blended basis?
And then the newest thing for Madison Reed has been TV commercials.
So we are on national TV.
It's been a really interesting ride.
It's so fascinating to me that our acquisition on TV
is almost equal to Facebook, which is really unheard of,
which it really just validates for us that she's watching TV.
And in our case she buys 1.5 x what everybody else buys.
So that's really our core target.
Now the interesting question that you asked is, how do you look about,
at resources?
We're 18 months into this ride, and so we're very early
in being able to understand the correlation between those two things.
But the more complex your business gets,
this notion of multi-channel attribution becomes a very complex subject.
And what I think nirvana is is just what I call effective CPA, right.
Nirvana at the end of the day is, you have this many customers.
You spent this much money.
You divide that, and you come up with a CPA that's highly profitable.
You're in business.
We aspire to get there.
We're getting better.
But it was very much getting the flywheel going in the beginning.
A hard part about e-commerce businesses is you can get upside down pretty quickly,
right, because if the lifetime value isn't there, right?
If the cost of your customer acquisition doesn't get payback because she doesn't
Now, the good news in our business it's a subscribable business
which has already very, very, high lifetime value.
So we have the ability to understand that.
But, I would say for anybody thinking about this that the core issue
in a business model is really this notion, especially of a consumer facing business,
is what does it cost to get the right customer?
We've had to make some decisions that have been really courageous, hard.
We were acquiring some customers at one point for a single product.
And even though the product was highly, really boosting our revenue,
they weren't coming back and buying because the product was lasting too long.
So we had to decide that that was the product that we were going to put
in non-pay channels.
So that we didn't have to acquire a customer, but
it was just some margin erosion.
But it was basically, in some ways,
we acquired a customer on somebody else's distribution.
And it took a while to get there, but for a month and a half, we took a revenue hit.
And it took a lot of courage to both know those metrics but to make a decision.
I just don't believe that any short-term decision in a company is
the right decision.
I think juicing numbers, I think all those things come back in,
they're not the right decision.
And this is another thing about entrepreneurs,
is like you're really playing for the equity, the value.
You're not playing for December or February or April.
And I think that's a mistake, a rookie mistake a lot of times that people make.
Just because conventional wisdom is show that you grow really fast,
jack up your valuation, get a whole bunch of money.
The problem with that scenario is eventually,
if your business isn't profitable, you don't really have a business.
>> You talked about your networks coming from a series of career experiences,
affiliations with prominent places like Wharton.
Our audience may or may not have those same opportunities.
What sorts of things would you recommend to our viewers about
building their own networks?
I think that everybody has a network.
I think it's a matter of trying to figure out how to leverage your network, right?
And so, believe it or not,
as many of my network comes from my non-profit affiliations, right?
So I think this notion of sort of giving back, this notion of being in
your community actually is a great thing to do for the world.
And I also think it has a lot of benefits.
So join a board.
You'd be surprised who else is on the board with you, right.
You'd be surprised about the experiences of what you find out about meeting
other donors.
You'd be surprised about what you learn around the table.
I think their community creates the ability for people
to spend time together and learn, and I just think that everybody has a network.
Right, it's just a matter of trying to figure out what is your network and
where can you put that to use.
I also think things like in LinkedIn, Facebook,
these things have created connections between people that don't necessarily
have to be something that happened because you actually met somebody face to face.
But LinkedIn is an amazing thing.
If you check out LinkedIn and
you look at how many people are actually one step away from you.
It's amazing, the number of people that I get to reach out to me
that I don't know that are asking me for something is enormous.
And the truth is every time somebody does that, I respond.
I may respond by saying I'm swamped, I can't do that.
But do you want to send me an email and I'll read it and
tell you whether I think it's crazy or not?
Do you want me to send a business plan?
You want me to make two intros, right?
I actually think that if you do things respectfully, people will respond to that.
>> Any other advice you might have for aspiring entrepreneurs?
>> It's the greatest thing that you could ever do, right?
It's just if you're somebody who believes in the passion of those dreams,
how lucky are we to get to do that?
I try to tell younger folks that work at Madison Reed,
when they've just have a bad day, I'm like, wait wait, wait, whoa, whoa, whoa.
Let's come back to this.
At some point of your life you're going to look back and
you're going to say I created that, right?
That my thumbprint is on that,
that most people spend their whole life and never get that chance.
So I consider it just an honor and something that I think if people
have gratitude about that they'll realize that we're lucky.


text:
by Richard M. Dolan
Phenomena Magazine Issue #4
from DisclosureProject Website
Earlier in 2004, Phenomena Editor Richard Dolan interviewed Dr. Steven Greer. Greer is the founder of the Center for [the] Study of Extraterrestrial intelligence (CSETI), which claims to have initiated communication and contact with extraterrestrials on Earth.
In addition, Greer has founded the Disclosure Project, dedicated to ending official secrecy regarding UFOs.
Dolan (D): In 1990, you formed the Center for the Study of Extraterrestrial Intelligence (CSETI), and within three years you're getting an invitation to meet with Laurence Rockefeller. How did that happen so quickly?
Greer (G): To be honest with you, I think it was the force of the message. Not only had we put together an enormous amount of documentation about the phenomenon, but we had also formulated teams that were going all over the world, and had reproducible results with hundreds of witnesses - who had been able to signal to these objects. We had different teams in England, or Belgium, or Mexico, or places in the United States. From a number of them we got videotapes, photographs, or other witnesses who saw the event happening.
D: Some of the stories are extraordinary.
G: Yes, and they're all absolutely true. In fact they're way understated. This is what caught the attention of people like Laurence Rockefeller, Mrs. Buttros Ghali [wife of the former UN General Secretary], former head of Army Intelligence General Stubblebine, and eventually friends of the President [Clinton]. Some very good friends of the President became cognizant of what we were doing and urgently wanted us to get information to the President, to his science advisor, as well as to some of the senior military intelligence people in his administration after he got elected in 1993.
So we put together briefing materials and had meetings. The main thing is that this is an inside game. I hate to use that term, but this has mainly been a process of educating two classes of people who are "insiders."
One are the people who are on the inside, who should know, but don't, such as Presidents, CIA directors, and so on. The other part of it is educating, from a new paradigm, the national and international security control group - which some call MJ-12 - that deals with these issues. That is a committee of about two or three hundred people, and I know a number of them.
The issue here is to educate them to the need for disclosure, for safe applications of technologies, and for this matter to be handled wisely. We feel that it has been handled promiscuously and dangerously. If you look at some of the things that have happened over the last fifty years, aside from it eroding the rule of law and democracy, the actual handling of the subject itself has been dangerous.
It's a very dangerous thing for example, for the Commander in Chief of Atlantic Command, Admiral Harry Trane, not to have had adequate information on the subject and to scramble jets up and down the eastern seaboard trying to force down one of these objects. [This refers to an alleged military-UFO encounter from May 1981 - Ed.]. This kind of behavior, which has mainly taken place in a vacuum of secrecy, is a danger to the national security.
You have people who have a need to know who can't find out anything. And then you have other people who do know and are controlling it, but they're in a cult of secrecy that becomes hermetically sealed.
D: You briefed CIA director Woolsey, and there's talk that you briefed some other very high-level Clinton officials. I'm wondering who those were. For example, the name Al Gore came up. Did you in fact brief Al Gore on UFOs?
G: Well, there are a number of people in public life that I don't want to comment on, who we are currently meeting with. They are and extensive group of people. They include people who are currently friends with every living president. There's not a living president who doesn't have a close associate on our advisory team. So from that, you can extrapolate.
D: Can you give a sense of when these briefings were happening, the kinds of things what were said? What do you think of Bill Clinton himself, and his sense of all this?
G: First of all, for the most part, very few people in most administrations knew anything about the subject. They knew what they saw on a badly-done documentary on the Discovery Channel. It's a sad statement, but that is really true.
This is not just the executive branch. I met with a member of the intelligence community back in the 1990's. That was Senator Richard Bryan, and it was traumatic. I use that word because there's this sense that [these officials] know this is the truth. But the problem is that if you make the case this is real, and you're talking to someone who is the head of the CIA, or is a high official in the intelligence community, you find they have been denied access. They've made an inquiry through channels and have been told no such project exists.
This is frightening. Not in the sense that the phenomenon is is frightening, but that people could be at those levels of responsibility and operational divisions where they really do have a need to know, and where they are completely left in the dark. I would say that none of the reactions have been, "oh this is silly, it's nonsense." This is important to hear: I haven't had a single meeting with a high official, either scientific, political, or military, who has had that reaction. Not in the least.
D: What were some of the other types of reactions?
G: Dismay, deep concern, and great interest.
D: Would you say they generally believe there's some kind of cover up going on?
G: Oh yeah. I had with a member of congress who is on the House National Security Committee who said to me, bluntly: "We of course are window dressing."
I'll never forget the poignant moment when we were finishing the nearly three-hour meeting with CIA Director [James] Woolsey and his wife, Dr. Sue Woolsey (who at the time was the Chief Operating Officer at the National Academy of Sciences). He was getting ready to leave, Secret Service were out front, and I gave him a summary packet with a set of recommendations for the Clinton Administration. This was in the December of 1993. He looked at me and said, "Dr. Greer, how can we disclose what we are being denied access to? What would that say to the world?"
It's a very sobering thought, because part of the illusion here is that people we elect are actually in control. They're not. This is something that most people don't discuss. These [government officials] are not stupid or naive. Clinton was a very bright man. Cohen was a very brilliant man. Woolsey was a very smart man. They know there's something going on.
When we did our first briefing for members of Congress in 1997, we gathered about a dozen military witnesses of UFO events. Following that, I had a meeting over at the Pentagon with a senior official, an admiral at the Joint Chiefs of Staff level. My military advisor, a man with great access to the senior flag officers, was a friend of this gentleman. We went over there with a couple of these witnesses.
Prior to the meeting, I had given him some documents, code names, and numbers. These were current code names and code numbers. He took them and made inquiries at the Pentagon into these projects, and he hit pay dirt. He actually located these projects. When he made an inquiry, wanting to know what these projects were doing, he was flat out told, "Sir, you don't have a need to know." This is an admiral with the Intelligence Director. They told him he didn't have a need to know. He was furious.
D: These are the code words for UFO related programs?
G: Yes. They're actually ETV, extraterrestrial vehicle, related. No one uses the word UFO, by the way. UFO was coined after they knew they weren't unidentified and they knew they didn't fly. (Laughs).
By the end of this briefing, this admiral said to me, "If this is true, and I have no reason to doubt it, you're dealing with some of the most powerful technologies. These are things that could do circles around my B-2 stealth bombers." He also said, "Unless the civilian authorities authorize me to push further, there's not much I can do." I then told him what we were planning to do with the Disclosure Project. To the extent that we could get people and documents and other things, we were going to put them out there. He looked at me and said, "If you can do it, do it."
I was in Britain meeting with the Ministry of Defense, and also the former head of the Ministry of Defense, Lord Hill Norton. He's a Sea Lord, a Five Star Admiral. At one point he asked, "Why the hell wasn't I told about this when I was head of the Ministry of Defense?"
I said "Sir, what would you have done while you were head of the MoD, and you found out that there was a clandestine group that was transnational - e.g. transcended national borders - that had this information. That had lied to the Presidents, Prime Ministers, and high officials. That had used hundreds of billions of taxpayer dollars to work on these projects, and had sequestered them inside private corporate structures. And had also, literally, engaged in elimination - murder - in order to keep it secret?"
He looked at me and said, "I wouldn't have stood for it for one bloody minute!"
I said, "That's why they weren't going to tell you, and that's why they will never tell you."
You see, the first thing these folks do is a soul biopsy. By that I mean they're going to take a reading of you as a person. Your whole person. If they don't think you'll go along with the game, they're not going to tell you. Or they'll tell you disinformation, or set you on the wrong track.
Whether or not you know has nothing to do with your position. This is the big mistake that the UFO research community has made. Assumptions have been make, [like] "oh, you're the head of the National Security Agency, you know." Some NSA chiefs have known, some haven't. [Former NSA Director] Bobby Ray Inman knew. Others haven't. Some CIA directors had knowledge, others didn't. Bill Colby knew a great deal.
D: Is that why Bill Colby died?
G: Yeah, basically, I mean that's an untouched story.
D: He died in 1996, in what was described as an 'unfortunate boating accident.'
G: [long pause] Well, I have never said this publicly, but I'll say it now because this is now many years gone. The week that he died, he was scheduled to meet with a member of our board, to transfer an enormous sum of money and actual hard material. Proof of this whole matter. Because he was sick of the secrecy, he was old, and he wanted it to come out. He very much supported what we wanted to do. One of his best friends, who was an old colonel, was our go-between. And it was under very suspicious circumstances, that's as far as I'll go.
I will say that this colonel, who was good friends with Bill Colby, came to the wake of a good friend of mine who died - there were three of us who got metastatic cancer the same month, and I'm the only one left living, all under rather strange conditions, that's all I'll say about that. He said to me, "You know, we can't look back. We've got to to forward." These are tragic losses that both of us have had. It's very emotional I can't talk about this and not get choked up. Some of the things that have happened to keep this secret are really unconscionable.
D: I've been suspicious of Colby's death for a long time. I think a lot of people are.
G: We know exactly what happened. I know when it happened, how it happened, who ... but the whole point is that I'm not one of these take a pound of flesh, revenge kind of guys. I'm more like, "let's keep our eye on the ball." The ball is the future of civilization we have here on this planet. We're running out of time to do some of the right things that should have happened in the 1950s.
D: What about your efforts regarding Zero Point Energy?
G: From the Disclosure Project and the CSETI work we met a number of scientists from places like Murray Hill, Lockheed, and Northrop. They worked on some of these exotic propulsion and energy systems, and had not already been gobbled up by the military-industrial-intelligence complex. We concluded that there was actually enough science and invention to form an effort to bring it out.
So a spinoff of the Disclosure Project became Space Energy Access Systems, Inc. It's not so much that we're trying to bring out antigravity, electrogravity, or magnetogravitic technologies to the public at the first blow. But revealing science and physics behind energy generation capabilities that would explain the behavior of UFOs.
We've developed a collection of some two dozen or maybe three dozen inventions and inventors. Some are bench-type prototypes. Some are a little more developed, dealing with energy and propulsion systems that merit further research and development. My opinion is that it will take ten or twenty million dollars to take most of those things into anything of commercial value. By that, I mean something you could put into your house, start operating off the grid, extracting energy from the quantum vacuum space, the so-called zero-point energy field.
We can now state with some confidence that we have observed and tested systems out there that are far enough along that they're not decades away. Maybe 12 to 24 months away from having at least Generation One energy devices that could completely replace oil, gas, coal, and nuclear power.
Of course, we have a basic R&D need that is going to be rather expensive. Large corporations will not fund this, and if they do, they're doing to "black box" it. These technologies have been known since the 1940s and 1950s, and it's been "black shelf" for that long. But there are some cracks of light coming out. One of them is a powerful member of the Senate that we're meeting with. He's showing a tremendous amount of interest in this area - and I think I can open some doors for some basic science R&D funding.
D: Do you have a device, or a blueprint of a device, that actually would produce excess energy?
G: Well, of course, Tom Bearden and his MEG [Motionless Electromagnetic Generator] is being developed that does this. It's not ready for commercialization. It needs quite a bit of further R&D. But, yes there are. We visited another gentleman who's got a device, more old fashioned, kind of a Tesla-type rotary system. But this device was putting out 400-500 watts of usable power at 60 hertz and 110 volts from basically the quantum vacuum field. It was quite remarkable when this person had some threats, he was frightened.
For many of these inventors, unfortunately, the currency of fear goes a long way to keeping them from being too bold. But, yes, we have seen these things, and I'm optimistic that it can be done. My big concern is will it take longer than the earth will allow. There are some serious problems going on right now.
D: Yes. We're in the middle of a natural gas crisis in North America and we're maybe a decade away from hitting the petroleum wall.
G: Correct, and the people I work with at the Department of Energy have pointed out maybe less than a decade from now, particularly if there's any economic development at all in Russia, China, and India.
D: Plus, there's evidence OPEC's cooked their books, so there's really not telling how much is left.
G: Yes, and also what the refining and shipping capabilities are. This is a very complex, centralized, energy supply line trying to feed six billion people. One of the problems with the whole fossil fuel game is that its very zero sum. Meaning that there's only so much of it to go around. It almost requires that about 80 percent of the world's population be impoverished, while maybe twenty percent, if we're lucky, can live something of a civilized lifestyle. When, locked away in these black boxes of covert industry and military intelligence, are the solutions for this.
D: Unfortunately it does not look as though we are even close to moving in that direction.
G: Well, I wouldn't be so sure. There's the outside game and the inside game. The inside game that I see going on is encouraging. I would estimate upwards of 40 or 45 percent of the policy group that deals with these issues are in favor of this coming out. I know there are preparations being made for that to happen. I think a number of people in circles around the world are beginning to look at this problem, and are thinking there are serious secrecy issues that need to get resolved.
There are also some promising technologies that they are just beginning to be made aware of. That's why I tell people, part of this is an educational and "consciousness raising" process. But part of it also is being bold enough to say "we're prepared to provide the leadership to do this."

redpajama_set_name: RedPajamaCommonCrawl


text:
<!DOCTYPE html>

  <meta http-equiv="Content-Type" content="text/html; charset=utf-8" />
  <title>The source code</title>
  <link href="../resources/prettify/prettify.css" type="text/css" rel="stylesheet" />

if(typeof econda.media.helper == 'undefined') {
    econda.media.helper = {};
}

/**
 * Helper to setup trackig for html5 video tag based media playback.
 *
 * Helpful links:
 * check player events: http://www.w3.org/2010/05/video/mediaevents.html
 *
 * @markdown
Example:
    <!-- Our video -->
    <video id="videoTagId"
           controls="controls">
        <source src="./media-files/movies/trailer.mp4"/>
        <source src="./media-files/movies/trailer.ogv"/>
        <source src="./media-files/movies/trailer.webm"/>

        <p>Your Browser does not support the html video tag.</p>
    </video>

    <!-- setup econda video tracking -->
    <script type="text/javascript">

        // enable debug output
        econda.debug.setEnabled(true);

        // Setup player tracker
        var trackingHelper = new econda.media.helper.HtmlVideoTracker({
            player: document.getElementById("videoTagId"),
            tracker: {content: "HTML5 Example Video"}
        });

    </script>
 *
 * @class econda.media.helper.HtmlVideoTracker
 * @extends econda.base.Object
 * @constructor Constructor
 * @param {Object} cfg Configuration options
 */
econda.media.helper.HtmlVideoTracker = function(cfg)
{
    var cmp = this;

    cfg = cfg || {};

    /**
     * Private properties collection
     * @property {Object} __p
     * @private
     */
    var __p = {

        /**
         * @cfg {econda.media.MediaTracker/Object} tracker Reference to tracker object or config options for a new tracker object.
         */
        tracker: null,

        /**
         * @cfg {Object} player Reference to html video element
         */
        player: null
    };

    this.__defaultProperty = "player";

    /**
     * Reference to element where we can get duration etc...
     * video or source tag.
     * @private
     * @property {Object} ve
     */
    var ve = null;

    /**
     * True as soon as we could read infos from player object.
     * (Duration, etc...)
     * @private
     * @property {Boolean} playerDataLoaded
     */
    var playerDataLoaded = false;

    /**
     * Data we wrote or have to write to tracker object
     * @private
     * @property {Object} trackerData
     */
    var trackerData = {};

    /**
     * Helper function to update tracker properties.
     * We can't do this directly because the tracker might be set
     * at a later time. You can call this function without parameters
     * to write all stored data to tracker.
     *
     * @method
     * @private
     * @param {String} property Property name to update
     * @param {Mixed} value Value to assign
     */
    this.updateTrackerData = function(property, value)
    {
        if(typeof property != 'undefined') {
            trackerData[property] = value;
        }

        if(typeof __p["tracker"] != 'undefined') {
            __p["tracker"].set(trackerData);
        }
        return this;
    };

    /**
     * Set tracker object or configuration. See constructor of MediaTracker object for details.
     *
     *     // Example:
     *     ytTracker.setTracer({
     *       content: "Video Name",
     *       category: "/Example Videos"
     *     }
     *
     * @method
     * @param {econda.media.MediaTracker/Object/String} tracker tracker object, tracker config or content name
     */
    this.setTracker = function(tracker)
    {
        __p["tracker"] = new econda.media.MediaTracker(tracker);

        // write cached data to tracker object
        this.updateTrackerData();

        return this;
    };

    /**
     * Get tracker object
     * @method
     * @return {econda.media.MediaTracker}
     */
    this.getTracker = function()
    {
        return __p["tracker"];
    };

    /**
     * Set reference to html video element
     * @method
     * @param {Object/String} domNode Html video tag or element id
     * @chainable
     */
    this.setPlayer = function(domNodeOrId)
    {
        var domNode;

        if(!domNodeOrId) {
            econda.debug.error("No dom node given in HtmlVideoTracker.setPlayer().");
            return this;
        }

        // get dom node if we've got a string (= element id)
        if(typeof domNodeOrId == "string") {
            domNode = document.getElementById(domNode);
            if(!domNode) {
                econda.debug.error("No dom node found with given element id: "+domNodeOrId)
                return this;
            }
        } else {
            domNode = domNodeOrId;
        }

        // check if it's a html video element
        if(typeof domNode.tagName == 'undefined' || domNode.tagName.toLowerCase() != 'video') {
            econda.debug.error("Given element is not an html video tag in setPlayer().");
            return this;
        }

        __p["player"] = domNode;
        ve = domNode;

        this.addEventListeners();

        return this;
    };

    /**
     * Add event listeners to assigned video element
     * @method
     * @private
     */
    this.addEventListeners = function()
    {
        var e = __p["player"];

        e.addEventListener("loadeddata", cmp.handleLoadedDataEvent);
        e.addEventListener("seeking", cmp.handleSeekingEvent);
        e.addEventListener("seeked", cmp.handleSeekedEvent);
        e.addEventListener("play", cmp.handlePlayEvent);
        e.addEventListener("pause", cmp.handlePauseEvent);
        e.addEventListener("ended", cmp.handleEndedEvent);

        return this;
    };

    /**
     * Handles the players loadeddata event
     * @method
     * @private
     * @param {Object} event Event object
     */
    this.handleLoadedDataEvent = function(event)
    {
        econda.debug.log("got loadeddata event");

        cmp.updateTrackerData("duration", ve.duration);
        playerDataLoaded = true;

        // tracker should have all data now, so initialize it.
        if(__p["tracker"]) {
            __p["tracker"].init();
        }
    };

    /**
     * Handle video "seeking" events
     * @method
     * @private
     * @param {Object} event Event object
     */
    this.handleSeekingEvent = function(event)
    {
        var t = __p["tracker"];
        econda.debug.log("got seeking event");

        if(typeof cuedSeekedEvent != 'undefined') {
            clearTimeout(cuedSeekedEvent);
            delete cuedSeekedEvent;
        }

        if(t) {
            t.setState("paused", ve.currentTime);
        }
    };

    /**
     * Handle video "seeked" events
     * @method
     * @private
     * @param {Object} event Event object
     */
    this.handleSeekedEvent = function(event)
    {
        var t = __p["tracker"];
        econda.debug.log("got seeked event");
        if(t) {
            var pos = t.currentTime;
            cuedSeekedEvent = setTimeout(function () {
                t.setState("playing", pos);
            }, 250);
        }
    };

    /**
     * Handle video "play" events
     * @method
     * @private
     * @param {Object} event Event object
     */
    this.handlePlayEvent = function(event)
    {
        var t = __p["tracker"];
        econda.debug.log("got play event");

        if(t) {
            t.setState("playing", ve.currentTime);
        }
    };

    /**
     * Handle video "pause" events
     * @method
     * @private
     * @param {Object} event Event object
     */
    this.handlePauseEvent = function(event)
    {
        var t = __p["tracker"];
        econda.debug.log("got pause event");

        if(t) {
            t.setState("paused", ve.currentTime);
        }
    };

    /**
     * Handle video "ended" events
     * @method
     * @private
     * @param {Object} event Event object
     */
    this.handleEndedEvent = function(event)
    {
        var t = __p["tracker"];
        econda.debug.log("got ended event");

        if(t) {
            t.setState("stopped", ve.currentTime);
        }
    };

    /**
     * Return reference to html video element
     * @method
     */
    this.getPlayer = function()
    {
        return __p["player"];
    };

    return this.setup(cfg, __p);
};
econda.media.helper.HtmlVideoTracker.prototype = new econda.base.Object();

redpajama_set_name: RedPajamaGithub


Mark has been a senior advisor, investor, and partner to Fortune 500 and mid-size companies for more than 30 years. His work has focused on increasing shareholder value and growth by building customer-focused strategies, leading product and service innovation, harnessing big data to increase sales and customer retention, and aligning operations with strategy.
Mark's expertise includes executive leadership, financial management, strategy development and implementation, M&A, private equity investing, cost management, performance improvement, omni-channel development and management, e-commerce leadership and new business venture incubation. Mark founded Organic Growth Partners (OGP), a strategic consulting firm, and led high-profile growth strategy and transformation efforts, seamlessly assuming C-level roles and revitalizing teams for banks, restaurants, retailers, business services companies, insurance brokers, information technology companies and nonprofits.
Before launching OGP, Mark was a managing director in a closely held, middle market private equity firm where he led investments in financial services, business services and energy exploration and development companies. This followed senior executive posts at Bank of America in Consumer/Small Business eCommerce, Internet Banking, Channel Strategy and Development, and Small Business/Middle Market Commercial Banking. His online banking strategy vision resulted in the company achieving the #1 position in online banking with a 50% reduction in consumer attrition rates.
Prior to B of A, Mark was a senior partner at Mercer Management Consulting and Strategic Planning Associates (now Oliver Wyman). He was the lead partner for assignments with prominent financial institutions in the banking, credit card, payments, insurance, investment management and securities brokerage sectors and built one of the largest financial services practices in the management consulting industry.
Mark received an A.B. in Social Change from Brown University and an M.B.A. from Stanford University's Graduate School of Business.
Contact us to explore how we might help your organization. We would be happy to share our experience and highlight past projects that might be of interest.
We help companies grow profitably, transform through innovation, pursue strategic transactions and improve operational efficiency.
We work with executive teams in media & technology, consumer products & retail, financial services, healthcare and industrials, and are engaged by private equity and corporate M&A groups to provide investment and operating support.
I hate this job. I need this job.
© 2019 Silver Ridge Advisors, LLC. All Rights Reserved.


text:
Q: CouchDB Document Update Handlers: Javascript I am trying to create a generic document update handler.
I am using:
function(doc, req) {var field = req.query.field;  var value =
req.query.value; var message = 'set '+field+' to '+value;  doc[field] =
value; return [doc, message];  }

This works ok with simple json but not with a nested object such as
"abc":{"ax":"one", "by":"two" ...}

my curl command is:
curl -X PUT 'http://127.0.0.1:5984/db/_design/updatehandler/_update/inplace/id?field=abc.ax&value=three'

The result is a new field is created and the existing abc:{ax:one} is left
untouched.
With a simpler example:
if I have: "xyz":"five"
curl -X PUT 'http://127.0.0.1:5984/db/_design/updatehandler/_update/inplace/id?field=xyz&value=ten'

... works correctly.
I have not yet tried the generic process on "pqr":[s, t, u] yet but I guess
this may require a different design modification as well.
Ideally one wants something that works in at least the abovementioned three
cases if possible, as long as it is not too complex for it not to be worth
the effort.
Could someone possibly kindly help here or refer me to some javascript examples please.
Many thanks.
John

A:

function (doc, req) {
    function merge(nDoc,oDoc ) {
        for (var f in nDoc) {
            var tmpNewDoc = nDoc[f],
                tmpDoc = oDoc[f];
            var type = typeof(tmpNewDoc);
            if (type === 'object' && tmpNewDoc.length === undefined && tmpDoc !== undefined) merge(tmpNewDoc, tmpDoc);
            else oDoc[f] = tmpNewDoc;
        }
    }

    if (!doc) {
  return [null, toJSON({
   error: 'not_found',
   reason: 'No document were found with the specified ID or an incorrect method was used.'
  })];
 }

 try {
  var newDoc = JSON.parse(req.body);
  merge(newDoc, doc);
 }

 catch (e) {
  return [null, ToJSON({
   error: 'bad_request',
   reason: 'Invalid json or processing error'
  })];
 }

    return [doc, toJSON({
        doc: doc,
        ok: true
    })];
}"
  }

Simply pass the new document to this handler. It will merge the new values to it (warning, the arrays will be overwrite). If you also want to merge array, you can either use a third party library or build your own recursive merge function.

redpajama_set_name: RedPajamaStackExchange


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text:
3.5 out of 5 stars from 1414 reviews 1,414
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E3 2007 Facebook Like Button
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Game Videos (36)
Gamer Pictures (5)
Themes (6)
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text:
Why Popcorn Time Makes Us WannaCry: How To Prevent A Ransomware Attack
It seemed like a legitimate email. At least until the dreaded pop-up appeared telling you that your files had been encrypted. Ok, take a deep breath, you have an anti-virus program to get rid of malware. But this is different. This is asking for money to get your files back. And there's a time limit? It's like something out of a hostage movie. And unless you've been backing up your files – or are secretly Liam Neeson in Taken – you may have to pay the ransom. Wait, there's another option? That's right, you can also choose to infect two of your friends with this software in exchange for a free key to decrypt your files. To pay or to infect? That is the question.
Ladies and gentlemen, welcome to the new era of ransomware.
A Modern-Day Sophie's Choice
Ransomware attacks are skyrocketing as cybercriminals continue to find new ways to infect individual and corporate computers in an effort to get their piece of this $1 billion dollar industry. While most ransomware has a pay-to-retrieve format — like last month's WannaCry, the biggest cyber-attack in history, infecting more than 230,000 computers in four days — there's a new variation on the scene. It's called Popcorn Time and it's the ultimate test of your moral compass — pitting you against your friends, family or coworkers as you decide whose data is more valuable. Sophie, eat your heart out.
It's like there is an industrial cybercriminal kitchen that continuously churns out new recipes with new ingredients and we are the taste testers. If the software can be improved – in other words, it's easy to bypass the ransomware — these cyberchefs head back to their pantry and search for that secret something that will perfect the dish. Think of ransomware as movie theater popcorn with layers of butter and Popcorn Time like it's artisanal truffle butter big brother – both delicious, but one has that extra something. Unfortunately, in this case, ransomware attackers aren't testing our flavor preferences, but rather our morality and pocketbooks. And they still haven't found the perfect combination of ingredients, so it is likely we will be seeing new menu items in the near feature.
What is ransomware?
Ransomware is malicious software that either disables access to a target device (locker ransomware) or encrypts files (crypto ransomware) with the intent of holding them hostage until the user agrees to pay a specified ransom to regain access. While the first iteration appeared as far back as 1989, ransomware began garnering public attention with the Trojan.GPcoder in 2005. This multi-layer malware has quickly evolved into one of the most popular methods for cybercriminals to hijack your computer – and make some quick cash.
How does ransomware work?
While there are many ways for ransomware to infect computers, the most common is through email. Hackers send phishing campaigns – infected messages – that when opened will download the malware to a device. Sometimes these emails are obvious (Did you really think a Nigerian prince would ask you for money?), while some are disguised as invoices or pay slips and others are sent directly from a hacked account from your contacts list.
Other means for spreading ransomware include infected USBs, downloading files from untrusted websites and malvertisements (infected online advertisements).
How common are ransomware attacks?
According to Symantec, global ransomware attacks rose 36% in the last year with "100 new malware families released into the wild." Kaspersky further supports these findings showing businesses went from being attacked once every 2 minutes to once every 40 seconds. And as the number of affected companies and individuals grows, so does the ransom. Last year, you could expect to pay an average of $1,077 to get your data back (up from $294 in 2015), while only time will tell how much that rate will continue to rise.
Technically, no you don't have to pay – and cybercrime authorities discourage giving in to this extortion. However, each case depends on the individual or company involved and it's important to assess the situation before making any decisions. Consider the following:
How much data was compromised? Some attacks only affect one computer, while others creep into the entire network. Evaluate what exactly was infected and whether you can continue operations without this information.
Did you back up your server? We can't stress enough how important it is to regularly back up your data, especially with ransomware on the rise. With your files protected on a separate hard drive, cloud or server, you will be able to start from where you left off without having to pay.
How long will it take to return to normal operations? 72% of employees with infected computers were locked out of their files for two days, while 17% were blocked for ten. This could cripple the productivity and operations of businesses running on a smaller scale, while others – like hospitals – simply can't afford to have prolonged down periods due to the nature of their work.
Only 34% of people worldwide do not pay when they encounter ransomware. And while this number is higher in the US (64%), it's important to recognize that payment is not required. Weigh your options carefully and determine what will work best for your specific case. Also, keep in mind that you are dealing with criminals, so there is no guarantee they will follow through after you pay. In fact, 20% of those who paid the ransom did not receive their decryption key.
How can I prevent ransomware?
The best way to avoid ransomware is to keep it from infecting your computer in the first place. It may seem like common sense, but as hackers continue to innovate, it's up to individuals and companies to be proactive and implement precautionary measures:
Back up your system. Always, always, always back up your files on an external system. If you have a great deal of important data, consider setting up two backups: an external hard drive and a cloud-based system. Note: if you only have a physical hard drive as a backup, be sure to disconnect it from the network when back up is completed to prevent it from attacks.
Install monitoring software. Computer monitoring software, like FlexiSPY, gives you an added layer of protection. Know immediately if anyone is visiting risky websites, downloading pirated files or using external storage devices that could compromise the security of your network.
Use a strong anti-virus. Regularly update your anti-virus program and consider paying for a more powerful version, especially if you need to protect important company information.
Be aware. Educate yourself on the dangers and signs of ransomware. Taking time to know what to look for and how to avoid it will decrease your likelihood of being attacked – and hopefully save you some money and stress. When in doubt, don't click about!
What if I do get infected?
If you do find yourself hit by WannaCry, Popcorn Time or another variation of ransomware, there are steps to take for rectifying the situation:
Disconnect the infected computer. Taking your machine offline will keep it from spreading any malware to other machines on the network.
Download ransomware removal tools. See which software would work best for your case, but keep in mind that with so many types of malware, no product is 100% guaranteed.
Visit www.nomoreransom.org. This international initiative is made up of some of the world's leading cybersecurity and cybercrime players who "have joined forces to disrupt cybercriminal businesses with ransomware connections." They have a number of decryption keys available that may be the answer to regaining control of your computer.


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Stand Up and Sing
This Stand Up and Sing lesson plan also includes:
Students locate historical references in songs. They create music/lyrics to illustrate an historical topic.
opinions, freedom of speech, constitutional amendments, freedoms
free speech, opinion, social studies
Hidden Messages in Spirituals
Slaves laboring in the cotton fields of the old South singing joyously may have convinced overseers that their workforce was happy and content, but in truth, these spirituals contained secret codes. After viewing a short video about...
6th - 8th Social Studies & History
Songs of America
Combine your lesson on patriotism with a lesson on comparing and contrasting. Focusing on The Star Spangled Banner, Take Me Out to the Ballgame, and The Old Folks at Home, this lesson prompts learners to compare and contrast each song...
6th - 8th Visual & Performing Arts
Songs of the Civil War
Students investigate music of the Civil War era and explore how music can be used to arouse and express emotion. They identify a rhythmical musical pattern and match lyrics to it.
3rd - 12th Visual & Performing Arts
25 Greatest Protest Songs - Lesson 3
High schoolers analyze the lyrics of protest songs as a catalyst for social change. They discuss the influence of music on behavior and explain the use of music as a means of self-expression.
Sing Away Songs
Students research the history of Bryce Canyon National Park. They identify geological features of the Park while examining its recreational activities. They work together to write lyrics to a song about the Park.
Nos Creemos Americanos: Braceros in History and Song
Mexican folk songs offer an authentic look at WWII immigrant workers. This study of the U.S. Bracero Program sets historians up with context information so they can write their own corrido. The class reviews themes and formulas of...
The Songs in Uncle Tom's Cabin
Experience Harriet Beecher Stowe's Uncle Tom's Cabin in an innovative, musical way. A list of audio links leads class members to spirituals from the novel, such as "Die in the Field," "The Wings in the Morning," and "Blow Ye the Trumpet."
Write a Song About American History
Students explore the historic background of the song, The Battle of New Orleans. Working in pairs, students research other historic events and write their own songs based on them.
1960's Protest Songs
By learning about 1960's protest songs, and the politics of the era, students can broaden their understanding of music and history.
The Presidents Song
Remember learning to spell "encyclopedia" by singing along with Jiminy Cricket? How about using a singing exercise to learn the names of the presidents? "The Presidents Song," includes the names, in order, from Washington to Coolidge....
3rd - 8th Visual & Performing Arts


The spirit soul is a living conscious being and the physical body refers to a combination of dead matter. The spirit soul, though, is often confused with the subtle or ethereal body.
To get a better understanding of the difference between soul and spirit, read this article from read this article from ezinearticles.com. Besides, you can find information about etheric body at Wikipedia.
You may visit this page to get an idea about the Levels of Self by Rudolph Steiner, the founder of Anthroposophy.
If interested in gaining an understanding about the spirit, then here is an interesting account of the size of the atomic soul.
Thus, the death of the physical body does not put an end to the journey of the conscious living entity residing in it. There are a host of reasons as to why the living entity changes bodies.
Having witnessed the death of a close friend or family member, we tend to look deeper into these answers and try to search for our own original identity.
Our original identity as a spirit soul is different from our experiences derived from the mind and body.
Nevertheless, until we realize who we really are, these experiences bring us closer to the understanding that we do not cease to exist at any point of time and the spirit soul has a destination that we are presently unaware of.
Hence, death is just a transition from one body to another, from one realm of awareness to another. In fact, it is death that gives meaning to life, or else we would be too absorbed in the activities of the body and neglect the spirit soul that actually pervades the body.
Philosophically speaking, death proves beyond doubt that our activities are under the control of a superior authority and we are not the sole controllers of our lives. If we had full control, we could easily defy death and become immortal.
Nonetheless, being obsessed with the phenomenon of death and underestimating the value of beautiful life is not fair. People often lose the desire to live and decry life after losing a loved one.
However, instead of being pessimistic, one can take advantage of death as a means to learn about life and the purpose of one's existence.
Death instigates us to examine the importance of life and how it can be utilized in the best possible manner.


#stampinup #faithfulinkspirations So, apparently, I took a week off from creating and blogging. I hadn't planned on doing it. I just never felt that creative urge last week. Nothing was wrong. Maybe I just needed a little time to chillax and have free time.
My kids are in college now (well, the oldest is still home), so I have lots of free time. I took advantage of that and honest-to-goodness did absolutely nothing last week. It was kind of glorious in a guilt-ridden kind of way.
Over the weekend, I attended the Proverbial Stampers Holiday Catalog sampler get-together. We have a sampler session with the launch of every new catalog. It's a great way to build up our samples. And, for me, it's a great way to get to make cards with sets I don't (yet) own. I'm always glad to go, especially when my BFF Lynn can come along. It's a great time spent chatting and stamping.
I must have completely overlooked the "Festive Phrases" stamp set in the Holiday catalog. I skipped right over it. Thankfully, we made four cards with this set and now it's on my wish list!! Today's card is really simple and really cute!
First we stamped the "pick your potion" image in Basic Black Archival Ink onto a 2" by 2-3/4" piece of Whisper White Card Stock. We used Rich Razzleberry and Pumpkin Pie Stampin' Write Markers to color in the dots on the cauldron. We adhered this to a 2-1/4" by 3" piece of Pumpkin Pie Card Stock.
Next, we embossed a 4" by 5-1/4" Rich Razzleberry Card Stock mat with the Oh My Stars Embossing Folder. We adhered this to a Basic Black Card Stock card base. We added a 1" by 4-3/4" strip of Pumpkin Pie Card Stock and a 1" by 4" piece of Spooky Night Designer Series Paper before using Stampin' Dimensionals to add the stamped focal point. I finished the card by adding a few Basic Rhinestones.
Isn't this card adorable? Wait until you see the other cards we made from the "Festive Phrases" stamp set! I'll be sharing them in the next week or so, so stop back often to see what I've been up to!


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American Business & Technology University (ABTU) provides one of the most interactive distance education models in the industry while being among the most affordable ones. ABTU emphasizes on delivering an online learning experience which is at par with that of a traditional classroom and no less.
American Business & Technology University (ABTU) is one of the rarest and the most valuable institutions in distance education today. ABTU delivers undoubtedly the most effective e-learning platform by offering students the best of traditional teaching methods while integrating modern techniques and flexible program structure.
Additionally, writing skills and online communication skills are introduced on day one and reinforced in every course as students are guided through the writing of their LinkedIn profile, instructed to create and revise their resume, involved in discussions, and reflect upon how each course will help them achieve their professional goals. To continuously improve their programs, ABTU regularly collects and implements feedback from program advisory councils and industry experts.
ABTU is accredited by the Distance Education Accrediting Commission (DEAC). ABTU is also approved to operate by the Missouri Department of Higher Education and is Missouri's first accredited online institution. Additionally, ABTU has been granted approval to participate in Department of Defense, Veterans Affairs, and Title IV Federal Student Aid.
ABTU was named as the Best Value School in 2016 and 2017 by University Research & Review and is a Military Friendly School since 2010. Moreover, it was recently named as an approved Service Member Opportunity College in 2017.
Grounded in its roots as a technical college, ABTU offers programs in the areas of growth and employability to allow graduates the opportunity to be successful. Programs are offered at the undergraduate, graduate, non-degree certificate, and vocational levels in the areas of Business, Healthcare, and Information Technology.
ABTU has always ventured to deliver an educational experience superior to that of a traditional classroom utilizing the latest audio/video streaming communication technology. By doing so ABTU keeps the lines of communication open with students through weekly live class sessions, instructor office hours, and consistent advising calls.
ABTU's flexible program structure allows students to assemble credits in their area of study while earning their degree without wasting time, money, elective courses, or transfer credits. As students begin their program, they first earn a Certificate (after 9 months), then gain a Technical Certificate (after 1 year), followed by an Associate's degree (after 2 years), and then a Bachelor's degree (after 4 years). Students can also personalize their program by selecting specific skill concentrations or completing any one credential level which meets their goal.
ABTU is unrivaled in responsiveness to student feedback. Feedback is consistently used to improve the processes in every facet of the institution including: course design, course development, student advising, content delivery, teaching, reporting, and support. Often, student recommendations are implemented immediately to improve the student experience, and quality of the course.
American Business & Technology University is committed to providing quality, affordable, relevant, and interactive distance learning opportunities. The University's programs focus on the knowledge and skills necessary to help our students enhance their professional development, advancement, and personal lives.
To accomplish this ABTU recruits experts in respective field from all over the U.S, evaluates them through a rigorous hiring process, trains them through an interactive course, and holds them to incredibly high standards through a teaching evaluation program unlike any other. The result is a collaborative team of industry experts transformed into skilled online educators who are not bogged down with research obligations, but instead are held accountable for the quality of the student experience they deliver.
Founded by their father in 2001, ABTU is now led by Lute & Ramsey Atieh in their hometown of Saint Joseph, Missouri.
Lute Atieh joined the university in 2008 and currently serves as the Chief Executive Officer. Lute developed early models of ABTU's virtual classroom, building a platform for the student experience which is continuously improved upon today. Pioneering low-cost initiatives has allowed over 95% of students to attend ABTU without opting for student loans in recent years; an accomplishment unprecedented in ABTU's history and practically unheard of in online higher education.
Ramsey Atieh joined the family efforts in 2010 and currently serves as the University President. Ramsey is primarily focused on upgrading the university's information systems, and learning management systems to better engage and retain learners. Recently leading the redesign of ABTU's programs, he introduced a flexible program structure allowing students elasticity throughout their program. Increasing the student's ability to specialize in their skills and earn valuable credentials along the way to their degree.
Meeting adult learners' needs with high quality, interactive teaching and training will continue to be the focus of ABTU as they charge forward launching new programs in areas of economic and employment growth. Recently launched short-term certificate and vocational training programs provide adult learners the opportunity to train for a specific employment area and prepare for an industry certification in less than a year. These new programs offer training in healthcare specialties such as billing and coding, electronic health records, medical administrative assisting; as well as business, and information technology specialties such as project management, human resources, accounting, network administration, and server configuration. All of which aligns with industry certifications offered by Microsoft, CompTIA, Project Management Institute, QuickBooks, National Healthcareer Association, American Medical Certification Association and the American Health Information Management Association.


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Thank you very much for saying so. I really enjoy taking pictures. It's always a welcome distraction.