text:
Having problems with your Intel Mobile Pentium M 780, 2.26 GHz 533MHz 2MB CPU,Retail (INTELPM780) ?
Formatting the system with recovery disk CD.
\015 I lost my recovery disk, and now i need to format the system please help me get the recovery disk.\015
Answers :
Can you still boot into the os? if so you dont need the rocovery disk. just open your command prompt and type "format C:\\" or the letter of your current hard drive you want formated. it will ask are you sure you want to format? just press y
Repair Help & Product Troubleshooting for Intel Mobile Pentium M 780, 2.26 GHz 533MHz 2MB CPU,Retail (INTELPM780)
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text:
În data de 13.02.2019, Miercuri, începând cu ora 09:00, datorită unor lucrări la …
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Stand tall for the Beast of America. Or Againist. Your choice.
Welcome back to FPNYC's offical Bioshock blog (Blogshock? Bioblog?)!! "REAL" Bioshock fans will get the reference in the title, which only make sense if you own a TV. And continue to not comment on the blog. Good times.
I mentioned the existence of a "Bioshock Infinite" art book last week, and now that I've beaten the damn game (REALLY good doesn't even begin to cover the quality of the game, or it's ending, play it for yourself and I'm fairly confident you'll agree), I picked a copy of it for myself because I may have an addiction problem of sorts.
So what did I think of it? I'll get to that in a minute, because I just want to point out that I am loving the fact that we're getting quality artbooks based on western video game over here. Bradygames have released some okayish ones, but the books released by Udon (where the crap is the Bayonetta on Udon??) and more recently Dark Horse are really well packaged, and make for really good reads/collectibles. MORE OF THIS PEOPLE, CHRIS APPROVES!
"The Art of Bioshock Infinite" is a 184 page hardcover released by Dark Horse Comics that clocks in at 9 x 0.9 x 12 inches and retails for $40. While some chapters are light on text, it's a relatively spoiler-free read, and chock-full of gorgeous art. There's a lot of cool concept art for things that never made it into the game, or went through a ton of changes. At $40 it's hard to recommend this book for any non-fans, but if you sunk 12+ hours into the game like I did within a week of it's release and need a new fix, this is a good way to get it until the board game and/or the Heroclixs drop.
::: Swears this is the last time he'll mention the game until said 'Clixs or more toys are released. You are powerless to stop him :::
::: Makes another smarmy remark about reviewing yet another wave of Batman Play Arts figures:::
The newest, and possibly final wave of Arkham City Batman toys via Square-Enix have hit our shelves and man, they are beefy. This time around we're graced by an extremely jacked version of Tim Drake as Robin (new 52 continuity joke goes here) and the AC take on the classic Dark Knight Returns version of Batman (Frank Miller joke goes here). As you can tell, there's A LOT of plastic involved with this figures, which means you're definitely getting your $60-worth with these figures.
While I'm not crazy about cage-fighter Robin (AC's continuity is a tad silly in some areas) look, I have to admit that the figure captures the design well. Both he and Batman sport 26 points of articulation, and come with variant hands, heads, and some accessories; a bo staff for Robin, and a grappling hook for Batman. I would have gone with a mud-covered mutant gang member corpse myself, but that's just me. And yes, Robin IS in scale with the standard AC Batman & Catwoman figures, and I guess the DKR Batman too, even though blah blah canon, blah blah nerd, blah blah prostitute joke.
I am such a good blogger you guys.


text:
If we can learn anything from globalization, the call to action in the war against the deadly Ebola virus by various international organizations is good to emulate. This video is a case in point.
"UNICEF and the USA's Centers for Disease Control and Prevention (CDC) have been working closely with Idris Elba on two videos, aimed to raise funds and provide information and support to the people of West Africa who are fighting Ebola on a daily basis.
This is no ordinary game. This is life or death. Idris Elba gives a team talk to West Africa."


text:
A brother showed me a schedule that they were using in his congregation. It was a compact schedule that fitted everything on one piece of paper.
This schedule does not include the following:
- None of the themes
- None the song details
- None of the prayer assignments (see version 2 or 3)
- None of the student assistants
In addition, this schedule is designed for congregations who do not have a second class.
It should be noted that a few of the headings used on the schedule are in English and if you want to use the schedule in another language you will have to edit a copy of the script and adjust the text as needed. For example:
> Treasures From God's Word
How To Install
Step 1:
Step 2:
The new schedule will now show in the droplist.
There is now a second version of the script available which also includes opening / closing prayer assignments.
There is now a third version of the script available which includes improvements for when you have more than one school. It still shows only the students from the main hall but there were some issues with the display. This is resolved in version 3. Please be aware you need to install Meeting Schedule Assistant v18.0.8 or higher to use this script.
Please leave a comment if you have decided to use either of these schedules and would like support with any issues.


text:
I had made a conscious decision not to post about it today. But then, this morning over breakfast…
"Mom, is it 9-11?"
Pause. "Yes. Why?"
Panic. He wasn't born yet. How much have we talked about? How much has he heard?
"That means the new app comes out in 8 days!"
And do you know what I felt? In all raw honesty: relief. Relief that my 9-year-old son doesn't remember what I remember. Relief that he didn't see what I saw. Relief that his heart doesn't automatically stop every single time the fighter jets fly low and fast over our house.
Because that pain? That's my pain, not his. That's the world we adults live in, not theirs.
Always remember. Never forget. To each person, the same words, but different meanings.
To me… always remember those dear souls, friends and family, who lost their lives to something we will never fully understand and honoring them by living each day out loud.
To never forget that it's our job to teach our children to rise above and be better than we are. To rise above the revenge hate and fear mongering and gross assumptions.
To love each other better. To help each other more. To laugh every chance we get and to make others laugh even more.
We honor those that lost their lives, by honoring each other with every new sunrise and sunset that we are blessed to witness.
Always remember that this is our world and our legacy which will soon be theirs; never forget to use that pain that will always live somewhere deep inside of us — the kind of pain we hope they never have to know — to teach our children to be better than we were and are.
I fully believe we have the power to leave the world a better place. It starts with you, and me, and him, and her. Together.


text:
Passion for Metals
CellMark Metals is a worldwide trading and service organization. The Division source and sell, market and distribute physical metallurgical commodities and raw materials, in our own name or as agents. Agencies include machinery and equipment to the foundry and mining industries. With a network of offices in Europe, Asia and America, the Division services the entire globe. We offer various commodities, for spot and long-term opportunities and keep also inventory for distribution.
In all our engagements with physical trading of raw materials, we take on a long-term perspective. Over the years, CellMark Metals has built strong far-reaching relationships with producers and consumers as well as with fellow traders, agents and representatives. With a passion for metals, our supply chain know-how and our experienced professionals in local markets, we help clients acquire specific products and services, efficiently and cost-effectively.
The financial services we offer include off-take and pre-financing agreements, trade finance, credit risk management and LME hedging.
CellMark is registered in accordance with EU's REACH regulations for the commodities we are importing and handling.
Our logistics services include chartering, warehousing, consignment stock, just-in-time deliveries, crushing, sieving and packaging.
We are constantly looking for new opportunities and are willing to participate in new or existing ventures. Our strategy is to generate growth by providing world-class supply chain services in the industries in which we work.
– Claes Lundman
CellMark Metals


text:
- Overview
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- A Leggjob City
- Conventional mess
- Défaitistes vaudois?
- Elevating thoughts
- English Lesson
- From cat to lamp
- Grillo strilla
- Guide Dog No More
- Heil Honey
- Honest Road Signs
- Horizontal Skyscraper
- IBE - Part I
- Let It Snow
- Looking into the mirror
- Lose €1bn
- Monumental History
- Museum without a cause
- Nazi Donald Duck
- Night test ride
- Problems with Semantics
- Rooftop views
- Save the Web?
- Serpenti Romani
- Sic transit gloria rerum
- Speeding up Roman time
- Swiss To-Do List
- Thank you Silvio
- This is not a title
- Under Roman Bridges
- Va pensiero, regali dorati
- Velodrome in Rome
- Italian Full English
- Facts
- Answers
- Timelapses
- All (List)
- A Day in Life
- Aperitivo
- Blinkenlights
- Cat Nap I
- Christmas Carols
- Crypta
- Dinner with Friends
- Ferragosto
- Gone with the wind
- Metro Cavour
- Nightfall
- Noon in Cool Valley
- Quiet Evening
- Railways
- Rain
- Sleep II
- Street View
- Super Space
- Thank you very much
- The Village
- Training Night
- Tree Trimmer
- Weddings
- Xmas Breakfast
- About
- You
HOWTO: Submit a Form with AHAH in Drupal 6
Submitted by cwernli on Sun, 07/11/2010 - 11:49
Dynamic form extension and validation with AHAH is quite easy in Drupal 6; form submission via AHAH on the other hand is less trivial. If you're familiar with AHAH Dynamic Form Extension then this article should fill in the missing details - this example deals with submitting a custom content type:
Step 1: Set up callbacks for button click and (optionally) form validation:
function MYMODULE_form_alter (&$form, $form_state, $form_id){
switch ($form_id) {
case 'MYFORM_node_form':
$form['buttons']['submit']['#ahah'] = array(
'event' => 'click',
'path' => 'MYCALLBACK/submit',
'wrapper' => 'submit-feedback');
$form['#validate'][] = 'MYFORM_validation';
Step 2: Set up menu callback and point it to MYMODULE_submit (described elsewhere).
Step 3: Handle form submission in MYMODULE_submit:
function MYMODULE_submit() {
// include node definition
module_load_include('inc', 'node', 'node.pages');
// load form
$form_state = array('storage' => NULL, 'submitted' => FALSE);
$form_build_id = $_POST['form_build_id'];
$form = form_get_cache($form_build_id, $form_state);
$args = $form['#parameters'];
$form_id = array_shift($args);
$form_state['post'] = $form['#post'] = $_POST;
$form['#programmed'] = $form['#redirect'] = FALSE;
// Process the form with drupal_process_form(), which calls the submit handlers that put whatever was worthy of keeping in the $form_state
drupal_process_form($form_id, $form, $form_state);
if ($error = form_get_errors()){
$output = implode($error);
// since there were errors, drupal_process_form has done its job. No need to rebuild $form.
// Session messages would get displayed at the next regular request, but we're in AHAH here, so that won't happen. Make them go away.
else {
$message = drupal_get_messages('status');
$output = $message['status']['0']; // you might want more than one status message
// everything has been submitted in drupal_process_form, so $form has to be rebuilt
$form = drupal_rebuild_form($form_id, $form_state, $args, $form_build_id);
unset($_SESSION['messages']); // same as above
drupal_json(array('status' => TRUE, 'data' => $output));
Step 4: Optionally handle validation in MYFORM_validation:
function MYFORM_validation(&$form, &$form_state) {
if ($form_state['values']['SOMEFIELD'] == '') {
form_set_error('', t('SOMEFIELD must not be empty.'));
Alternatively you could use the AHAH Helper Module I've been told (haven't tried it out though). Or wait for the release of Drupal 7, where stuff like this ought to be easier.
- Login to post comments
- 12713 reads
Really helpful
Submitted by Goga Mamoulasvili (not verified) on Tue, 12/06/2012 - 03:05.
I was strugling for 2 days to figure out how to give to a node submit button this exact ahah behavior.
It was really helpful, worked like a charm.
Thanx for this great post.
- Login to post comments


text:
Lumenocity 2016
Projection mapped visuals designed and animated by Lightborne accompany the Cincinnati Symphony Orchestra in Lumenocity 2016 at the Taft Theater. As part of the Lightborne team, I was responsible for designing and animating multiple different segments, as well as assisting with the creation and animation of countless other assets throughout the 45 minutes of animation. Creative Director – Ryan McAllister Producer – Lauren Bentle


text:
Soul Art Healing
There's a famous quote, "A picture tells a thousand words". Drawing helps to bring out the stories that lie within you, expressing your innermost thoughts and feelings, subconsciously.
Through art and colour, your heart and soul will be connected, to realise your inner psyche, potentials or even issues that you are currently facing. Drawing is extremely therapeutic and it allows your sub-conscious mind to express itself. Stacey will decipher your drawing to help you come to terms with your situation. This healing is highly recommended if you wish to release emotional blockages, anxiety, depression, or feeling lost in life direction. Your vision will become clear when you look into your heart.
This healing is suitable for adults or children, especially for those who find it hard to express through words, drawing makes the process of expressing easier!
Practitioner: Stacey Lee
Fee: RM400/60 min


text:
Fearne Cotton Lipstick Sequin Top on Celebrity Juice
Where was Fearne Cotton's top from on Celebrity Juice on 23 October? Fearne Cotton was spotted wearing a House of Holland Sequin Lipstick Sweatshirt. Blue cotton sweatshirt with metallic sequin lipstick embroidery from House of Holland. Round neck. Long sleeves. … Continued


text:
Potential arrest no deterrent for dozens in Tacoma
TACOMA - Some Olympia residents among a group of about 50 war protesters in Tacoma on Friday said they are not afraid to get arrested during this weekend's port protests.
"I'm planning on getting arrested," said Chris Stegman, 55, of Olympia, who identified himself as a founder of the local Green Party in Olympia. "It's a good cause."
Stegman and others were gathered at the federal courthouse on Pacific Avenue in Tacoma. They conceded that this weekend's protests, which are aimed at getting the military to stop using the Port of Tacoma for military shipments, might not stop Army cargo from being sent to Iraq. But the protests are important, he said, so people "know globally that there's resistance going on."
Stegman compared the war protesters in Tacoma to the pro-democracy demonstrators in Tiananmen Square in China in 1989.
"We've got the same thing going on here: a dictatorial regime," he said.
Another Olympia protester in Tacoma on Friday, Ray Kavick, said he, too, is not afraid of getting arrested for the cause.
"I'm certainly not asking for it," said Kavick, 22. "But if I get into a position where I have to, I will."
Kavick and a friend were unfurling a large banner emblazoned with "REVOLT" in large, black lettering over a footbridge above the highway behind the courthouse at rush hour Friday when police ordered them to take it down.
Kavick said he would be ashamed of himself if he didn't do something to protest the war. He, too, said it is important to protest "to show the rest of the world that we're not all for this, and we want to actively resist and we want the government gone."
The protesters who gathered outside the federal courthouse held signs reading "Bring Troops Home Now," held papier-mache puppets and chanted anti-President Bush and anti-Dick Cheney slogans. Protesters included Olympia City Councilman TJ Johnson and New York civil-rights attorney Lynne Stewart, who has been convicted of providing material support to terrorists, making false statements and conspiracy to defraud the U.S. government, according to stories on CNN's Web site.
Stewart said she is out on bail pending an appeal of her 28-month sentence.
"Public dollars can't be used to finance war crimes," Stewart said in Tacoma on Friday. "That's what we see the war in Iraq as, war crimes."
One man, Gabriel Eckard, protested the protesters Friday, shouting over them. At one point, Eckard got into a scuffle with some of the protesters, and a Tacoma police officer on a bicycle intervened.
About eight Tacoma bicycle police officers watched the protest, and several squad cars also were standing by. Tacoma Police Detective Gretchen Ellis, who was acting as a police spokeswoman Friday night, said that this weekend's protests likely will generate a substantial amount of extra work for the department.
Ellis added that the city is looking into whether the federal government, military or Port of Tacoma can reimburse the costs to the city police department as it provides security during the port protests. The situation is similar to Olympia's, as city officials here are considering charging the Port of Olympia for police services during military-shipment protests last May.
Phan Nguyen, a computer consultant from Olympia, said he opposes President Bush's plan to boost the troop level in Iraq and said local soldiers belonging to the 4th Brigade, 2nd Infantry Division have not received the desert training they need because of the rush to send them to Iraq.
"I don't believe we should be sending more troops to Iraq right now," said Nguyen, 32. "It has to end now. We have to do what we can; we can't just sit down and let it happen."
Jeremy Pawloski covers public safety for The Olympian. He can be reached at 360-754-5465 or firstname.lastname@example.com.


text:
- Services
- >
- Sourcing
Sourcing Custom-engineered Parts from China
SinoScan has been sourcing custom-engineered parts from China for 15 years. Engineers located in Denmark, Germany, England, USA, Canada, and China and a wide network of suppliers established over the years ensure both cost-efficiency and quality over a wide range of materials and processes.
Our global presence ensures that you are dealing with people that speak your language and share your background. With SinoScan sourcing you have access to robust engineering expertise from both your home area and China.
We do not charge for any services rendered in pre-production phase. Our only source of revenue is actual and approved deliveries. This means that we are 100% committed to making every project a continued and stable success.
SinoScan offers:
- All quotations delivered with relevant technical documentation
- Samples made with production tooling
- Inspection and documentation of all production batches
- Comprehensive ISO9001:2008 certified quality management system
Sourcing Process Overview
Pre-production and Quotation (1 – 8 weeks)
- Drawings are supplied by customer or prepared by SinoScan's engineers and documentation department.Part Specifications in English and Chinese are prepared to ensure clarity and a sufficient level of detail with regard to technical requirements, standards and definitions throughout the supply chain.All documentation is maintained by our Quality department in English and Chinese in accordance with our ISO9001:2008-certified quality management system.
- SinoScan's Western and Chinese engineering teams work with the customer and potential suppliers to identify the production process that provides optimal cost and quality performance for each specific part.If needed, SinoScan's engineers will advise the customer on part design as well as process selection to optimize for production cost and quality.
- SinoScan has in its network more than 100 active suppliers, many of them with a history of cooperation lasting 10-15 years.Our understanding of the capabilities of each supplier and our relation with them, is an important asset during the quotation work.From the suppliers shortlisted during the initial investigation, SinoScan's engineering team chooses the most suitable candidate based on capability, capacity, cost, and past performance.
- Quotations are provided with part specifications and include unit and tooling prices, based on documentation, batch size, stock arrangements, and estimated annual usage.Prices are quoted DDP in customer's local currency or otherwise as per customer requirements.All business transactions are conducted between the customer and SinoScan UK Ltd.Standard payment terms are 8 days after delivery.No prepayment or L/C is required.
50 percent of tooling costs are paid at commencement of sample production and the remainder at sample approval.
Tooling is the sole property of the customer.
Unit Prices are adjusted when the combined change of material index price and currency rate is in excess of 5 percent of said unit price.
Local/off-shore Warehousing and/or vendor-managed inventory (VMI) services provided as needed.
Tooling and Sample Production (3 – 12 weeks)
- During tooling and sample production SinoScan's Western and Chinese engineers work closely with the supplier, to ensure full compliance with technical requirements and quality standards.Although SinoScan assumes full responsibility for production and maintenance of tooling, it remains the sole property of the customer.All samples are produced with final production tools to ensure consistency between samples and actual production batches.
- An agreed number of samples are produced and distributed to the customer, the relevant SinoScan market company, SinoScan's engineering and sourcing office in Shanghai, and SinoScan's supplier.Samples are labeled, stored and entered into our ISO9001:2008-certified quality management system (QMS) together with all relevant test reports and certificates.If several iterations of sample production are necessary, all sample versions and related documentation are likewise labeled, stored and recorded in our QMS.
- During the sample production stage, an original test report (OTR) is drafted by SinoScan's engineers.The OTR specifies all dimensions, tolerances, surface requirements, functionality requirements and other requirements that are to be measured and/or tested and documented.Full test reports based on the OTR are provided with all deliveries throughout the product life cycle – from the first sample through to regular production.Additionally, SinoScan provides its current customers with a wide range of in-house, supplier and 3rd party certificates related to material composition, specific industries, functionalities, and various regional directives.
- Samples and all relevant documentation are delivered to customer for approval.After customer approval of drawings, part specifications, samples, test reports and material certificates, test order production is commenced.
Test Order Production (3 – 12 weeks)
- The test order production stage exists in order to evaluate the efficiency and stability of the production line, and to ensure that quality performance is maintained in the transition to regular production. All test order batches undergo rigorous quality control to ensure compliance with all specifications and the stability of the chosen production processes.Where necessary, workflow procedures and instructions are formulated by SinoScan's engineers and the supplier and stored in our ISO9001:2008-certified quality management system (QMS).Such workflow procedures and instructions are implemented at production floor work stations, so that they are readily available and easy to understand for production staff.
- Packaging instructions are issued for all parts, from the smallest and simplest part to complex retail-ready design products.All parts and products are packaged and labeled according to customer requirements and to meet the challenges from sea, airfreight and land transportation.SinoScan's engineers provide packaging design services as needed.
- Whenever needed, dedicated measuring tools are procured, entered into and maintained in our ISO9001:2008-certified quality management system (QMS).Test order production batch is delivered with test report based on the original test report (OTR – see "test report" tab under "Tooling and Sample Production"-header) and all agreed upon certificates.Additional testing of critical requirements, dimensions and tolerances is performed on entire test order production batch or a representative portion of the batch.
- Test order production batch is delivered to customer with test report and material certificates for approval.After customer approval of test order production batch, regular order production is commenced.
Regular Order Production (3 – 12 weeks)
- All production batches are checked and documented according to the original test report (OTR – see "test report" tab under "Tooling and Sample Production"-header).Testing is done at SinoScan's suppliers or at our own facility in Shanghai before shipment.Production batches are delivered to the customer complete with test report and other agreed-upon certificates.All Test reports and related certificates are stored in SinoScan's ISO9001:2008-certified quality management system.
- SinoScan's logistics department handles customs clearance, tariff coding, import/export taxes and VAT refunds. We ensure that issues that might result in sub-optimal tariff coding, missing paperwork or extensive waiting periods are dealt with in a timely fashion.SinoScan have long-standing cooperative relationships with best-in-class freight forwarders and customs handling partners, internally in China and internationally, ensuring the stability and timeliness of deliveries.Transportation time by sea to either Europe or North America is typically 4-5 weeks.
- SinoScan offers warehousing in China, North America and Europe, and Vendor-managed customer inventory (VMI) solutions.This enables us to serve a wide range of customers for whom lead time constraints are a critical part of supply chain-related considerations.Additionally, raw materials and component stock agreements are implemented, as required, at our suppliers in order to optimize production lead time.
- On-going supplier development is an integral part of our business model and quality management system (QMS). Many of our suppliers have grown both revenue and capabilities under the scrutiny, support and encouragement of SinoScan.The daily contact between SinoScan's engineering teams in North America, Europe and China and our suppliers forms an important part of this work. Suppliers are audited annually according to our ISO9001:2008-certified QMS.Where needed, SinoScan support suppliers with knowledge, staff and financial resources for required capital investments.


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|Up a level
Kato, Norihiro and Loh, Marie and Takeuchi, Fumihiko and Verweij, Niek and Wang, Xu and Zhang, Weihua and Kelly, Tanika N. and Saleheen, Danish and Lehne, Benjamin and Leach, Irene Mateo and Pinidiyapathirage, Mohitha J. (2015) Trans-ancestry genome-wide association study identifies 12 genetic loci influencing blood pressure and implicates a role for DNA methylation. Nature Genetics, 47 (11). pp. 1282-1293. ISSN 1061-4036
Wong, Rachel H. X. and Coates, Alison M. and Buckley, Jonathan D. and Howe, Peter R. C. (2013) Evidence for circulatory benefits of Resveratrol in humans. Annals of the New York Academy of Sciences, 1290 (1). pp. 52-58. ISSN 0077-8923
Wilmot, E. G. and Edwardson, C. L. and Achana, F. A. and Davies, M. J. and Gorely, T. and Gray, L. J. and Khunti, K. and Yates, T. and Biddle, S. J. H. (2012) Sedentary time in adults and the association with diabetes, cardiovascular disease and death: Systematic review and meta-analysis. Diabetologia, 55 (11). pp. 2895-2905. ISSN 0012-186X
Iyer, Abishek and Woodruff, Trent M. and Wu, Mike C. L. and Stylianou, Con and Reid, Robert C. and Fairlie, David P. and Taylor, Stephen M. and Brown, Lindsay (2011) Inhibition of inflammation and fibrosis by a complement C5a receptor antagonist in DOCA-salt hypertensive rats. Journal of Cardiovascular Pharmacology, 58 (5). pp. 479-486. ISSN 0160-2446
Wong, Weng-Yew and Brown, Lindsay (2011) Nutrapharmacology of tocotrienols for metabolic syndrome. Current Pharmaceutical Design, 17 (21). pp. 2206-2214. ISSN 1381-6128
Chan, Vincent and Fenning, Andrew and Hoey, Andrew and Brown, Lindsay (2011) Chronic b-adrenoceptor antagonist treatment controls cardiovascular remodeling in heart failure in the aging spontaneously hypertensive rat. Journal of Cardiovascular Pharmacology, 58 (4). pp. 424-431. ISSN 0160-2446
Poudyal, Hemant and Panchal, Sunil K. and Diwan, Vishal and Brown, Lindsay (2011) Omega-3 fatty acids and metabolic syndrome: effects and emerging mechanisms of action. Progress in Lipid Research, 50 (4). pp. 372-387. ISSN 0163-7827
Panchal, Sunil K. and Poudyal, Hemant and Arumugam, Thiruma V. and Brown, Lindsay (2011) Rutin attenuates metabolic changes, nonalcoholic steatohepatitis, and cardiovascular remodeling in high-carbohydrate, high-fat diet-fed rats. The Journal of Nutrition , 141 (6). pp. 1062-1069. ISSN 0022-3166
Poudyal, Hemant and Campbell, Fiona and Brown, Lindsay (2010) Olive leaf extract attenuates cardiac, hepatic, and metabolic changes in high carbohydrate-, high fat-fed rats. The Journal of Nutrition, 140 (5). pp. 946-953. ISSN 0022-3166
Iyer, Abishek and Fenning, Andrew and Lim, Junxian and Le, Giang T. and Reid, Robert C. and Halili, Maria A. and Fairlie, David P. and Brown, Lindsay (2010) Antifibrotic activity of an inhibitor of histone deacetylases in DOCA-salt hypertensive rats: research paper. British Journal of Pharmacology, 159 (7). pp. 1408-1417. ISSN 0007-1188
O'Brien, Daniel and Chunduri, Prasad and Iyer, Abishek and Brown, Lindsay (2010) L-carnitine attenuates cardiac impairment but not vascular dysfunction in DOCA-salt hypertensive rats. Basic and Clinical Pharmacology and Toxicology, 106 (4). pp. 296-301. ISSN 1742-7835
Loch, David and Chan, Vincent and Hoey, Andrew and Brown, Lindsay (2009) Rosuvastatin attenuates heart failure and cardiac remodelling in the ageing spontaneously hypertensive rat. Basic and Clinical Pharmacology and Toxicology, 105 (4). pp. 262-270. ISSN 1742-7835
Rayment, Erin A. and Upton, Zee (2009) Review: finding the culprit: a review of the influences of proteases on the chronic wound environment. International Journal of Lower Extremity Wounds, 8 (1). pp. 19-27. ISSN 1534-7346
Rayment, E. A. and Upton, Z. and Shooter, G. K. (2008) Increased matrix metalloproteinase-9 (MMP-9) activity observed in chronic wound fluid is related to the clinical severity of the ulcer. British Journal of Dermatology, 158 (5). pp. 951-961. ISSN 0007-0963
Wang, Jianxiong and Zhou, Shi and Bronks, Roger and Graham, John and Myers, Stephen (2008) Supervised and home-based exercise training for patients with intermittent claudication. International Journal of Angiology, 17 (3). pp. 137-140. ISSN 1061-1711
Loch, David and Hoey, Andrew and Morisseau, Christophe and Hammock, Bruce O. and Brown, Lindsay (2007) Prevention of hypertension in DOCA-salt rats by an inhibitor of soluble epoxide hydrolase. Cell Biochemistry and Biophysics, 47 (1). pp. 87-98. ISSN 1085-9195
Levick, Scott and Loch, David and Rolfe, Barbara E. and Reid, Robert C. and Fairlie, David P. and Taylor, Stephen M. and Brown, Lindsay (2006) Antifibrotic activity of an inhibitor of group IIA secretory phospholipase A2 in young spontaneously hypertensive rats. Journal of Immunology, 176 (11). pp. 7000-7007. ISSN 0022-1767


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Explosive new findings about the sugar industry might make you so mad, you'll get a toothache. A report published in the journal PLOS Medicine claims that the sugar industry had a big influence on how dental research was conducted during the 1960s and 1970s, which could still have a huge effect on dental practices today.
Researchers from the University of California San Francisco pored through 319 industry documents and they found that a sugar industry trade group worked closely with the National Institutes of Health to figure out ways to tackle tooth decay that had nothing to do with cutting back on sweets. A whopping 78% of the sugar group's priorities made it into a national dental group's request for research from scientists.
From the late 1960s to the early 1970s, the sugar industry, along with other food industries, funded research on dental plaque and even a vaccine against tooth decay, but most of the research never panned out. And one sugar industry panel was almost identical to a panel advising the National Institutes of Health.
The tactics were very similar to what the tobacco industry was doing with lung-cancer research during the same time period. And though it happened a while ago, their heavy involvement could have laid the foundation for policies that are still being followed today — and the researchers say it's a warning for the future.
"Our findings are a wake-up call for government officials charged with protecting the public health, as well as public health advocates, to understand that the sugar industry, like the tobacco industry, seeks to protect profits over public health," co-author Stanton A. Glantz said in a press release.
The Sugar Association responded to Time:
"It is challenging for the current Sugar Association staff to comment directly on documents and events that allegedly occurred before and during Richard Nixon's presidency, given the staff has changed entirely since the 1970s. However, we are confused as to the relevance of attempts to dredge up history when decades of modern science has provided answers regarding the role of diet in the pathogenesis of dental [cavities] … A combined approach of reducing the amount of time sugars and starches are in the mouth, drinking fluoridated water, and brushing and flossing teeth, is the most effective way to reduce dental [cavities.]"
NEXT: 8 Secrets Dentists Wish All Their Patients Knew »
This story originally appeared on WomansDay.com
More from Woman's Day:
• The Best Foods for Your Teeth
• 10 Natural Ways to Get Whiter Teeth
• 8 Things You Didn't Know About Toothpaste
Photo: Getty Images
From: Woman's Day US


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Leading Provider to Financial Services Industry Also Takes Top Honors for Employee Engagement and Best Use of Technology
SAN ANTONIO, TX – June 23, 2011 – The Professional Teleservice Management Association (PTMA) has named Harland Clarke the 2011 Contact Center of the Year among contact centers with more than 75 seats. PTMA also presented Harland Clarke with honors for "Best Employee Engagement Practices" and "Best Use of Technology" as part of the association's annual Excellence Awards, which recognize outstanding contact centers in South Texas.
"The judges were very impressed with all aspects of Harland Clarke's service delivery," said PTMA President Debbie Winans. "It was evident that every employee was deeply committed to the goals and objectives of the company."
Harland Clarke's San Antonio contact centers employ 600 employees and manage customer care calls for nearly 11,000 financial institutions. PTMA noted several best practices demonstrated by Harland Clarke, including:
- Integration of individual development plans into daily employee performance
- Use of industry-leading technology at every employee interaction, including hiring, on-boarding, training, and performance and talent management
- Alignment of daily contact center operations and customer interaction to the company's vision and values
"We are truly honored to receive this recognition," said Kaari Swope, Harland Clarke's senior vice president of Contact Center Services. "It speaks to the extraordinary commitment, focus, knowledge and, most importantly, results that our Contact Center team delivers on behalf of our clients."
"The exceptional service our Contact Centers provide each day is another example of how we help our clients enhance their customer relationships and achieve success," said Jana Schmidt, executive vice president, Sales and Marketing for Harland Clarke.
The PTMA Excellence Awards competition took place over a three-month period and included a rigorous application, site visits and presentations before a professional panel of contact center experts. Harland Clarke won awards in three of the four categories in which the company was eligible.
About Harland Clarke Corp.
Harland Clarke Corp. is a leading provider of best-in-class integrated payment solutions, marketing services and security solutions. It serves clients in multiple industries, including financial services, retail, healthcare, insurance, and telecommunications, and ranging in size from major corporate brands and trade groups to micro-businesses and individual consumers. Within its payment solutions business, Harland Clarke provides needed products and services to nearly 11,000 banks, credit unions and major investment firms. Harland Clarke Marketing Services' portfolio is expansive, with a dozen solutions designed to address the needs of banks and credit unions and their account holders through life cycle management. Harland Clarke delivers integrated marketing campaigns focused on acquisition, onboarding, engagement, retention, and cross-selling, utilizing extensive print, phone and email channels for campaign execution. Headquartered in San Antonio, Texas, Harland Clarke employs nearly 4,300 people nationwide and operates manufacturing and contact center facilities in multiple states and communities. Harland Clarke is a wholly-owned subsidiary of Harland Clarke Holdings Corp., which also owns Harland Financial Solutions and Scantron Corporation.
About PTMA
The Professional Teleservice Management Association is a professional not-for-profit organization whose members represent customer contact organizations, community alliances, and the suppliers who support them. Its mission is to provide a forum to promote the knowledge of people, technology and education through the sharing of concepts, tools and best practices. PTMA members represent leading companies of all industries, committed to offering excellent customer service and a rewarding work environment. PTMA opens a world of best practices and networking opportunities for members, its corporate partners and community leaders in South Texas.


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WASHINGTON — Sen. Sherrod Brown may give the country's biggest banks heartburn, but there are signs he's positioning himself as an industry ally ahead of a potential bid to run the Banking Committee.
In recent months, the liberal Democrat and vocal "too big to fail" opponent has taken on several efforts that suggest a more pragmatic approach to financial services issues. He's spearheaded a proposal with several Republican lawmakers to tweak capital requirements for insurance companies under the Dodd-Frank Act and raised concerns that some relatively uncomplicated regional banks are being classified as systemically important.
"What he's done extraordinarily well is that he went from being someone the banking industry was probably fearful of, given his populist background, to probably being the preferred Democrat for some banks," said Edward Mills, an analyst at FBR Capital Markets. "He's a strong defender of Dodd-Frank, but also someone who is willing to take an honest look at the potential consequences of the law and to make changes as necessary."
The moves come as the banking panel prepares for new leadership next year, after Chairman Tim Johnson, D-S.D., retires in December. Brown is considered a front-runner to head the committee, despite his relatively junior status, if Democrats manage to hold on to control of the chamber after the November elections.
That's because several lawmakers ahead of him, including Sens. Jack Reed of Rhode Island and Robert Menendez of New Jersey, are said to be intent on running other committees. Sen. Charles Schumer of New York is also a contender to take over the banking panel, though observers have suggested he will likely pass up the opportunity so that he can focus on party leadership.
Brown, who joined the Senate in 2007 after serving 14 years in the House, has been an active member on the Banking Committee. He currently serves as chairman of the financial institutions and consumer protection subcommittee, and has previously indicated that he is interested in running the full committee.
A spokesman for the lawmaker declined to comment for this story, but pointed to the senator's work on legislation to raise capital standards at the largest banks and his efforts to push big banks to divest their physical commodities businesses, among other issues.
More recently, Brown has also taken up several causes more favorable to the financial services industry, including a fix to the Collins amendment of the Dodd-Frank Act that would make clear that the Federal Reserve does not need to apply bank capital standards to systemically important insurers.
He also recently held a subcommittee hearing on whether the $50 billion threshold for systemically important banks is appropriate, a key issue for regional banks that would like to see that number raised to $100 billion or even higher.
Such efforts could help many in the industry see Brown in a more nuanced light ahead of the battle for the chairman role.
"We have heard some Democrats worry that donors in New York so fear Brown that they are pushing for anyone else to get the job. Fund raising is an important job for anyone is leadership, including a committee chairman. So the worries won't be taken lightly," Jaret Seiberg, an analyst at Guggenheim Securities, wrote in a client note earlier this month. "We think this explains what we believe is a deliberate effort by Brown to clarify that he opposes the mega banks, but is supportive of regional banks and other financial firms."
Analysts said Brown's work on some of these more recent issues suggests a willingness to take another look at the financial reform law, potentially opening up a sought-after discussion around regulatory relief for smaller institutions. That would mark a sharp departure from Johnson's leadership, which has centered on protecting Dodd-Frank from any changes.
"No one in their right mind would question Sherrod Brown's progressive track record, which allows him to be a dealmaker on targeted regulatory relief for Dodd-Frank," said Isaac Boltansky, a policy analyst at Compass Point Research Trading.
Brown would also likely find himself in a good bargaining position with Republicans, who have been much more vocal about making changes to the financial reform law.
"The people that really want changes are the ones who have to compromise, so if his negotiating partners, being Republicans, ask for too much, then he can turn around and walk," said Brian Gardner, an analyst at Keefe, Bruyette Woods. "If such an effort were to fail, then he can blame Republicans for overreaching and being unreasonable."
Still, it's likely too early for Wall Street to rest easy over the prospect of a Brown chairmanship. Observers said the Ohio Democrat is unlikely to abandon his aggressive pressure on the country's megabanks.
Last year, Brown co-sponsored legislation with Sen. David Vitter, R-La., to raise capital standards at the largest banks, and the two continue to warn about the subsidies the big banks receive for their size. Even if he couldn't get legislation passed to censure the largest institutions, he would have the power of the bully pulpit at his disposal.
"Certainly the 'too big to fail' banks would be rather anxious," Gardner said. "I don't think that some of the legislation that Brown has put forward with Vitter on with capital rules can pass the Senate, but it would control the hearing agenda. The emphasis would be on more capital, higher capital and breaking up the big banks."
Depending on how membership of the committee shakes out next year, Brown could even find himself with new allies to bolster his cause. Many of the Republican contenders for the Senate hail from more rural states — if some of them end up on the banking panel, they are likely to share Brown's distrust of the largest institutions.


text: Tsampa is a type of roasted flour, usually made from barley. According to sources compiled by the Whole Grains Council, barley is particularly beneficial at regulating blood glucose and cholesterol levels. Tsampa is a staple in Tibetan and Nepalese cuisine. Like oats, tsampa can be prepared as a breakfast porridge - just like this vegan coconut tsampa recipe.


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FORUM: Creating value through post-deal integration
June 2013 | SPECIAL REPORT: MERGERS & ACQUISITIONS
Financier Worldwide Magazine
FW moderates a discussion on value creation and post-deal integration between Denzil Rankine at AMR International, Richard Jackson at Bain & Company, Danny Davis at DD Consulting, and Jeffery M. Weirens at Deloitte.
FW: In your assessment, do acquirers pay enough attention to post-deal integration when pursuing a deal? Do such acquirers often hold unrealistic assumptions about the ease of achieving synergies and combining operations?
Rankine: A survey we conducted 15 years ago showed that less than half of buyers had a proper integration plan. Since then, there has been a substantial improvement in post-deal planning. However, this is a complex topic, and still too often the urgent crowds out the important and there are too many loose ends at the point of change of ownership. These lead to uncertainty and often to a post-deal performance dip. Synergies tend to be overestimated. Cost reduction synergies are typically more deliverable; it is the sales growth synergies that are generally overblown due to optimism or a lack of understanding of the real fit between the businesses.
Jackson: Buyers, generally, drastically underestimate the time and effort required to achieve a comprehensive, successful post-deal integration. While most buyers know synergy realisation will take a large-scale coordinated effort from both parties, many underestimate the myriad stakeholders and constituents who must be managed, how difficult managing culture integration will be, and how much anxiety will permeate the combined organisation throughout the process. The starting point for unrealistic synergy assumptions is often before the deal is signed. In fact, when we recently surveyed more than 350 executives on the reasons for disappointing deal outcomes, overestimating synergies was the number two reason – poor diligence was number one. Hence, companies should use the diligence process to realistically assess the nature and extent of synergies available. These will depend on the deal's strategic rationale, and whether you are pursuing a scale or scope acquisition. Only then should you estimate the potential value, the probability and the speed with which synergies can realistically be achieved. Also be sure to account for the investments or one-off costs, and the work required to achieve them. The first day of diligence is really the start of merger integration. It is an opportunity to chart a course early and set a plan to capture as much value in the business combination as possible.
Davis: All buyers think about post-deal integration, as this is needed to put synergies – costs and deliverables – into their discounted cash flow (DCF), in order to get a valuation and thus a satisfactory purchase price. Do they get the right people with the right experience to help them think about the synergies? I would have to say, no. So, do they often hold unrealistic assumptions about the ease of achieving synergies and combining operations? Yes. Clearly if the company, or the people working on the deals, do not have a good enough deal experience, they will struggle to make good estimates of the synergies. Nor will they know how those synergies are to be planned and delivered, or how much time and effort they will take. They are not going to arrive at a good purchase price or a suitable 100-day plan. Furthermore, they will not deliver a good deal, or deliver the maximum value.
Weirens: In the rush to finalise a transaction – sometimes referred to as deal fever – post-close integration planning is at times not attended to until very late in the diligence process or even post-deal announcement. This is a risky occurrence, with the result often being unexpected surprises and lower than projected results. Sophisticated serial acquirers have learned to avoid this occurrence and bring post-close integration planning or business leadership – often one and the same – into the deal early to begin developing the overall integration strategy, governance, and priorities. This allows proactive acquirers to not only jumpstart post-close integration planning but also to begin modelling potential integration decisions into the valuation model during the diligence phase. This often leads to improved decisions, to more accurate financial models, and to acquirers avoiding potentially nasty integration surprises.
FW: What kinds of risks should corporate executives expect to face in the post-close integration process? What specific areas should acquirers focus on to achieve a successful integration?
Jackson: Our deal-integration work shows three things can typically go wrong in failed integrations: first, failure to capture incremental value from deals and synergy targets missed; second, loss of key people; and third, the integration process fails, which causes the base business to suffer. Successful integrations require laser-like focus on articulating the value of the transaction early, resolving the thorniest people issues quickly and productively, and resolving key decisions early to minimise the distraction to the base business. Successful acquirers plan carefully for merger integration. They determine what must be integrated and what can be kept separate, based on where they expect value to be created. It is critical to design the integration program to the deal, not vice versa. To integrate where it matters, experienced acquirers understand the need to tailor their actions to the nature of the deal. Then, they mobilise to capture value, quickly nailing the shortlist of 'must-get-right' actions and efficiently executing the much longer list of broader integration tasks.
Davis: The main risk is not having a well thought out plan. In our work we refer to a 6000-item checklist and a draw on a great deal of experience. With poor or slow planning you get very poor implementation and will probably experience a downward effect on sales or profit. Taking communications as an example, if you know what you're going to do, when, where, how and with whom, then you can develop a communications plan that will inform employees, customers, suppliers, and so on. If you do not have a good communications system, you will probably suffer from poor integration and outcomes. Most people would agree with this assertion, yet few truly understand how to put together a great communications plan, the basis of which is a full and comprehensive 100-day plan.
Weirens: Risks are present in many deals and attempting to capture each risk may likely require a significant amount of space and time. That said, there are several major risks which have a high probability of occurrence and a severe negative impact when they do occur. First, rigorous day one readiness plans that are pressure tested prior to close with a specific focus on customer and employee retention and the understanding and communication of the organisational structure and the operating model of such organisation. Second, a robust post-close 90-day roadmap that analyses the organisational interdependencies to assess business continuity and to build momentum post-close to keep the organisation focused on significant priority items. And third, a culture assessment and broad change management plan. We use our battle tested change management playbook to endeavour to identify cultural similarities and differences in order to develop strategies for the combined organisation to maintain performance while addressing cultural challenges. Examples include the innovative use of change leaders, communications, and leadership alignment.
Rankine: Communication is the most essential starting point. At the time of a deal the only people who are genuinely happy are the seller and all the advisers who have their fees. Everyone else is somewhere on a scale from concerned, through worried to frightened. That includes senior management, employees, customers and suppliers. An acquisition is fundamentally disruptive and all of these people will be thinking about the impact that it will have on them, not how great the deal is for the buyer and seller.
FW: Do cross-border mergers give rise to greater post-deal integration challenges in comparison to domestic mergers? What steps may be taken to mitigate the challenges unique to cross-border deals?
Davis: All integrations are complex. So running across geographic locations, functions and divisions just adds a little more. There are always differences in culture, people and processes. When considering cross-border deals, it will depend on the type of company that is being purchased and what the buyer intends on doing with it. Working cultures will be different, and this will only be magnified when buying across borders. Sometimes the cultural differences will be irrelevant, yet on other occasions these differences will be critical to the future of the business, the integration process and the status of the deal. Companies need to start thinking about the cultural assessments that can be carried out, the plans and mitigating actions coming out of those assessments and how to deliver any changes required. Culturally speaking there is clearly a spectrum. At one end, you cannot fundamentally change a person's nature; you cannot turn a French person into an English person, for example. In the middle of the spectrum, you may wish to alter certain behaviours within a workforce. At the other end of the spectrum, you might buy a company and be forced to impose things upon them, such as health and safety regulations.
Weirens: While many deals have their unique challenges, cross-border mergers bring their own additional risks and considerations – as well as opportunities – due to myriad legal, regulatory, and in-country standard practices. Examples include: addressing Foreign Corrupt Practices Act requirements and specific in-country considerations – for example, works councils – and even getting the transaction approved by the various country antitrust authorities can be a challenge. The biggest step to mitigate these challenges is for the integration team to have the global governance in place to monitor and prioritise risks and drive value creation across the entire footprint. Another leading practice is having home country integration hubs connected to regional or country integration centres to stay ahead of specific cross-border challenges because, just like in politics, all integration is local.
Rankine: Cross-border deals are naturally more risky. It is essential to buy in countries where you have some level of cultural alignment. Does your CEO love or hate Club Med holidays? A very successful roll-up in the events industry in France was led by a UK CEO who loved this very French experience. This example may seem trivial, but it is fundamental.
Jackson: In general, the elements of success for integrating a domestic merger and cross-border deal are very similar. However, cross-border deals generally add three layers of complexity that must be addressed: first, exacerbated people and culture issues; second, complex institutional structures and legal and regulatory frameworks; and third, geographic dispersion of operations and key stakeholders. To address these issues, integration leaders must be proactive in attacking each one early and with dedicated resources. The chief executive officer and leadership team should make it a priority to tackle cultural and people issues early. Furthermore, dedicate resources to navigating legal and regulatory frameworks in order to keep the integration on track. Finally, mitigate geographic dispersion by setting up the integration team where the action is. Plan globally but think locally.
FW: Could you outline the benefits of appointing an Integration Director? What should this role entail and what attributes and experience should the director possess?
Weirens: Choosing an effective Integration Director pays huge dividends, such as effective governance and leadership, accountability, and speed to value. Executive leadership can benefit from a full-time, dedicated integration lead who guides the team through integration strategy, planning, and ultimately execution. Such a lead is accountable for delivering the deal's intended results to shareholders, employees, customers, and the board of directors. Effective integration leaders move easily between strategic and more operational environments and should be able to translate the vision of the deal into well-disciplined planning and execution. I have seen the most effective integration leaders coming from the stable of established leaders existing in a company. A common pitfall is appointing a less experienced or senior professional to the position. This may lead to credibility issues, and a lack of comfort with the conflict or tough decisions and actions present in every deal. Put simply, executive leadership should be looking to the brightest in the organisation, otherwise they are looking in the wrong place. If it doesn't hurt to take the selected individual out of their current role, then they aren't the right person for the job.
Rankine: Integration requires a lot of time and effort, so appointing an Integration Director is a solid move. However, depending on the size of the business, that person need not have that title. The most important thing is to second management to the acquired business. This improves the atmosphere and heads problems off at the pass. Ideally these people will have good communication skills, and can act as a bridge between the businesses and add value where there can be some positive skill transfer.
Jackson: The largest benefit of appointing an Integration Director is clearly setting out a single point of coordination across all integration programs. It also establishes clear lines of accountability to lead, monitor and communicate progress. Key attributes of successful Integration Directors include a deep understanding of the post-integration business model and how change will affect key constituents, a strong connection to the corporate functions, and a person widely respected across the organisation. An acquisition or merger needs a strong leader for the Integration Management Office. He or she must have the authority to make triage decisions, coordinate taskforces and set the pace. The individual chosen should be strong on strategy and content, as well as process and relationships – in other words, one of your rising stars.
Davis: It is imperative that companies appoint an Integration Director to manage the deal and ongoing integration; without this, all is lost. The Integration Director would ideally be sourced from within the acquiring company or the target firm. Although an independent person could also be appointed to the position, it important that that person does not have a vested interest in the deal, such as someone who is trying to sell a large number of consultants into the deal. The appointed officer would then need to be supplemented with capable, knowledgeable and resourceful staff who have the requisite skills to provide support. Previously we have established a project management office – PMO or IMO – and have supplied good support staff. An Integration Director will be aware of the politics involved with the integration process and will understand that actions and decisions taken today will have consequences and repercussions in the near future.
FW: Is poor communication a common problem in post-deal integration? How can firms better communicate their aims and intentions to an acquired business and its employees? To what extent is this fundamental to the integration process?
Rankine: Communication is the top priority. It is impossible to over-communicate. Tell them what you are going to tell them – tell them, and tell them again. There are so many ways for messages to be misheard when people are under stress, as at the time of a takeover. One silly example was a company meeting called by the new owners in a room with fewer chairs than participants – the rumour soon went around that those not sitting would be fired.
Jackson: A well-developed, proactive communication plan is a key element of any successful integration. Communication should start early – at announcement – and continue throughout the integration process. Initial communication should focus on clearly articulating the deal vision and integration thesis. Later communication – post-close – should focus on highlighting early integration successes. Along the way, integration leaders should be careful to communicate consistently across stakeholders and avoid statements that may limit future flexibility on major decisions. It is okay to acknowledge uncertainty on key issues but emphasise commitment to resolving and communicating these issues as soon as possible.
Davis: Communication is often poor during the integration, planning and delivery stages. In our experience we have found that one of the keys to ensuring good lines of communications is having a great overall integration plan. This means every part of the integration across each function and division is planned well in great detail. That way, because we know exactly what is going on at any given time, we can plan to communicate the right message to all stakeholders at the appropriate time. One of the keys to good communication is reducing the levels of uncertainty people have. If employees clearly don't know what they're supposed to be doing, people will pick up on this and therefore feel increasingly uncertain. This could lead to high turnover of staff or could impact productivity, hurting the performance of the company in the process. The solution is to plan, plan, and plan.
Weirens: Poor communication is common in post-deal integration, which is unfortunate because an effective communications campaign is your biggest weapon in owning the narrative with your customers, employees, shareholders, regulators, and board of directors. Serial acquirers realise this and have a robust communication playbook that tailors messages to each audience and provides content-rich and timely messages. They use two-way communication, including face-to-face as well as many of the newer social media channels, and also provide a feedback mechanism so they know what's working and what isn't. Keeping all stakeholders informed behind the reasoning and potential impact of specific integration actions aligns the organisation in one strategic direction and serves as a building block of the new company.
FW: If the acquired company is carving-out of an existing entity, how should integration leadership manage the need to receive support from the parent company? Can post-close services between parties pose a risk to the value of the deal?
Jackson: Carve-outs require careful planning to mitigate the risk to deal value. Acquiring companies should invest the time to define the operating model for the target company from day one and beyond. Furthermore, confirm the parent is willing to provide the necessary transitional support under reasonable terms and costs. This step includes pressure-testing transition services agreement (TSA) terms and comparing them to external benchmarks. Don't be afraid to negotiate. These post-close services only pose a risk to deal value to the degree that they force acquiring companies to lose focus on core customers, key talent, and critical processes.
Davis: We frequently put in place a TSA between the two parties. This establishes the services the seller will provide to the buyer. However as the seller has a great deal more information about the state of the business, its systems, people and process there is often a ratcheting up of costs after a given period of time. In order to minimise costs, we need to fully understand what to integrate and how, and get plans turned into action – otherwise we will get caught with large running and transition costs later in the deal. These costs pose a risk to the overall deal value if they are not remedied quickly and successfully. A seller may prepare a business for sale and, as part of their aim to maximise value, might be playing games around this area.
Weirens: Acquiring a carve-out entity comes with its own unique challenge in that you're acquiring a business that may not be a standalone entity – for instance, it has to rely on shared services with its soon to be former parent company. The acquirer has two main strategies in this situation. The first is to try to rapidly integrate and build the capability in the acquired business. The second is to rely on transition services from the parent company. In our experience, it usually takes a combination of both strategies to achieve business continuity at close. This situation increases the buyer's risk as they are relying on a company that is not in the service providing business. To address this risk and decrease costs, the buyer should have a rock solid TSA that contains detailed schedules outlining the business requirements, service levels, timing, and responsible parties. This detail avoids confusion on what is being provided, and equally importantly, what is not being provided. Post-close, integration leaders need to have detailed TSA exit plans, including escalation paths for rapid conflict resolution. Early and active management of TSAs can decrease risk and, in many cases, accelerate the final separation and integration.
Rankine: Acquiring a carved-out entity is not an ideal scenario and needs careful planning and negotiation. There are inevitable hidden costs and this is typically a bumpy ride.
FW: What steps can integration leaders take to carefully measure the achievement or failure of the integration effort? What, in your assessment, is the leading metric to measure such achievement?
Davis: Integration leaders need to plan well and plan early, utilising internal staff wherever possible and supplementing their experience with suitable veteran externals. It is also important that potential consultants be thoroughly vetted, checking people's CVs, meeting them, ensuring that they know what they are up to. In one horrendous example, a partner moved from one firm to another, taking the sales presentations with him for both strategy and M&A. He only managed to take the strategy consultants with him. He sold some M&A work to a client, and you can guess what happened to the deal. Integration leaders will need to decide on management straight off, as well as having good governance, delivery tracking and structures in place. Staff who can spot issues rapidly and a strong steering committee are also crucial, so that any issues indentified can be flushed out and sorted before they become problems.
Rankine: Everyone will obviously look at financial performance, but that is just a part of the picture. Operational KPIs are a good measure – for example, has the number of sales calls dropped as staff worry about internal politics? Has absenteeism increased through lack of motivation or people going to interviews? Where feasible, a company should conduct a 'before and after' employee survey measuring atmosphere and motivation.
Jackson: Integration leaders must track two types of metrics while monitoring integration efforts. The first is related to implementation progress – for example, implementation milestones and key decisions made. The second is related to synergy, including synergies banked, and change in industry KPIs. The key is to monitor these at both the individual initiative level and integrated across initiatives. This comprehensive viewpoint will provide integration leaders with the visibility necessary to diagnose and address issues before they disrupt the integration.
Weirens: Qualitatively, achievement is measured by how closely the transaction achieved the original strategic rationale – for example, realising growth through cross-selling and new product introduction, capturing cost synergies and retaining key talent. Quantitatively, synergy realisation is the most common metric used, comparing realised savings – and costs to achieve – to the original deal model. Many successful firms expand and accelerate synergy opportunities and track their realisation through an approach that drives accountability beyond the integration team. Building on the top-down estimates provided in the deal model, the integration leader can work with the business and functional leaders to expand and accelerate both cost and growth synergies and then develop rigorous bottom-up achievement plans. To help achieve alignment and success, these savings plans should be tracked separately, as well as built into respective business and function budgets through the organisation's regular monthly and quarterly reporting management processes.
Denzil Rankine founded AMR International in 1991. His experience spans 30 years of advising companies on strategic development and acquisition throughout the world. Mr Rankine has worked across numerous sectors but has a particular focus on media, information and technology, as well as industrial products. In addition to strategic development work for major groups, he has been involved in significant deals in these sectors, and dozens of smaller transactions. He has authored five books on M&A.
Richard Jackson is the head of Bain & Company's M&A practice in the United Kingdom. He possesses over 12 years of consulting experience and advises clients globally in both developed and emerging markets with a focus on investment opportunities, for both strategic and financial (private equity) investors. Mr Jackson earned an MBA from Harvard Business School and a Masters of Engineering and Bachelor's degree from the University of Cambridge.
Danny A. Davis is an M&A integration expert who established DD Consulting 12 years ago. He has been a guest speaker on strategy and M&A at London Business School for more than a decade, and was program director of M&A at Henley, providing training and consulting services around M&A integration, carve outs and internal consolidations. Mr Davis was a Trustee on the Board of Chartered Management Institute, part of GPMIP and recently authored a book on M&A integration.
Jeffery Weirens leads Deloitte Consulting's global M&A and restructuring practice. He serves as adviser to senior client executive teams and boards of directors on improving shareholder returns through effective execution of acquisition, divestiture and restructuring strategies. He works closely with both strategic and private equity clients across the entire M&A lifecycle. Mr Weirens was awarded a Master of Business Administration (MBA) at the Johnson Graduate School of Management at Cornell University.
© Financier Worldwide
Denzil Rankine
AMR International
Richard Jackson
Bain & Company
Danny Davis
DD Consulting
Jeffery M. Weirens


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This month, the Choiseul Institute of France has just published its inaugural list of Africa's 100 Most Promising Young Business Leaders Under the Age of 40, and making the rankings are seven women entrepreneurs, our Lionesses of Africa.
This influential new business ranking list for Africa has been inspired by the exceptional growth of African countries and the economic transformations taking place across the continent as a whole. Dynamic and thriving companies are being created by passionate and market savvy entrepreneurs, and their efforts are helping to a new driving force for economic development and growth in Africa.
Helping to lead this entrepreneurial charge in Africa are a number of inspirational women entrepreneurs, all Lionesses of Africa, who are making waves in their various industry sectors and countries. Each of these women were selected on the basis of their active contribution to the overall economic development of Africa. Criteria for the awards included considerations of such factors as image and reputation, background and skills, power and function, influence and networks, future potential and leadership capability. Candidates were selected from 42 out of Africa's 54 countries, with the largest number of laureates emerging from Kenya, Nigeria, Morocco, South Africa, Cameroon, Algeria, Tanzania, Cote d'Ivoire and Senegal.
The women entrepreneurs featured in the inaugural Choiseul Institute of France list of Africa's 100 Most Promising Young Business Leaders Under the Age of 40 for 2014 include:
- Marieme Jamme – SpotOne – Senegal
- Khanyi Dhlomo – Ndalo Media – South Africa
- Magatte Wade – Tiossan Skin Care – Senegal
- Monica Musonda – Java Foods – Zambia
- Bethlehem Tilahun Alemu – Boxtex Plc – Ethiopia
- Tara Fela Durotoye – House of Tara International – Nigeria
- Sibongele Sambo – SRS Aviation – South Africa
Lionesses of Africa would like to congratulate and celebrate the achievements of each of these women entrepreneurs who are an inspiration to all those women who are working hard to build their own businesses and make a difference to their communities and countries across the African continent.


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Happy New Year! Flipping through my pictures of the past year, it's crazy to think at the beginning of 2016, Emmett barely knew how to walk and we had no clue that we'd be having another baby. Now Emmett runs everywhere and Miles is almost 3 months old! It's amazing what you can accomplish in a year, haha! As always, it's hard to narrow down my pictures to our top events of the year, but here are my favorite 16 of 2016:
1. Emmett turns 1 in Flordia
2. Emmett and his friend Navah on Easter
4. Mary and her sweet family come to visit.
5. Emmett takes swimming lessons
8. Finding out we were having a boy!
10. Reunited with my girlfriends for Alissa's wedding
12. Fleeing Hurricane Matthew at 39 weeks pregnant!
13. Miles Walter is born on 10/13!
14. Basketball family Halloween
We will always remember 2016 as the year our family became complete. Here's to a healthy, adventurous, fulfilling 2017!


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{Today's Letters}
Wednesday, November 24, 2010
Today's Letters: Dear Mr. Loerke, this morning while driving to work you pulled over to text me a photo of the sunrise. Just because you didn't want me to miss it. I LOVED THIS. Dear Special Delivery, you are better than a fort, smaller than a giraffe, and will take up half our living room starting today at 10am. CAN'T WAIT. Dear Bossman, yesterday it was 78° so you took us out for froyo and let us have the afternoon off to play. Thanks from the bottom of my candied yams for giving us an early start to Thanksgiving Break. Dear Husband, sometimes Americanos from The Pearl Cup make you so EXCITED. Kind of like Lenny and his rabbits.
HAPPY (almost) THANKSGIVING! What are you most thankful for this year?
17 comments:
- Sister Lynn said...
Thankful for sweet internet connections!
And for sweet real life connections, too!
- November 24, 2010 at 8:19 AM
getting to spend wednesday in my kitchen drinking shipyard pumpkinhead ale (try it and you'll thank me) with my husband and brothers preparing tomorrows dishes, shooting the bull, and listening to bon iver, bonnie raitt, patty griffin, and tracy chapman, because we roll mad deep.
and hey! i'm thankful for your blog, you two inspire me to not only strive for a better marriage with my better half (morally, i'm hands down better looking) (: but to also take the simplicity of life and treat it as if it were intricately rare and beautiful. diggin' you guys more than a dog looking for it's bone, homes.
- November 24, 2010 at 8:28 AM
- Grace @ Arms Wide Open said...
so thankful for my parents who are in town to visit us til the 30th. a little piece of home. :)
- November 24, 2010 at 8:49 AM
I am most thankful to all of the people who have shaped my life and helped me to become who I am on this very day. This includes writers behind blogs like yours because everytime I get to learn more about you I get to learn more about myself. I get challenged or inspired by various things that probably never even meant to be challenging or inspiring when originally written. So thank you for writing and please keep doing it!
Happy Thanksgiving!
- November 24, 2010 at 9:29 AM
- brlracincwgrl said...
I love that you got a picture of the sunrise! There is such a perfect spot that I pass every day on my way to work to catch the sunrise, and I often stop to take a photo! :).
- November 24, 2010 at 9:40 AM
- cait said...
So sweet of your hubby! I'm so thankful for family and precious time off from work to enjoy those little things in life that I often can't give time to. Happy thanksgiving to y'all!
- November 24, 2010 at 9:43 AM
- Shandell said...
whoah! 78 degrees + froyo! It was 30 degrees and 19 this morning here. Uncharacteristically cold for Oregon. So, I'm thankful for my husband clearing out the garage so we could park the car out of the rain, snow + cold!
- November 24, 2010 at 9:59 AM
- Stephanie said...
Jesus, my hubby-face, my family, my Kindle, and DRESSING!!! Dressing and green bean casserole are two of the best things about Thanksgiving. ;)
Also thankful that next month on the 18th will be one year since I graduated and got my Bachelor's in Recreation Leadership (with a concentration in Outdoors and Camping)! Gah! Can't believe I no longer take college classes!
- November 24, 2010 at 10:13 AM
- Kim said...
I am thankful for my family and my health. I am also thankful for Em's homemade applesauce that I shared with my daughter who is home from college. We smeared it on warm oatmeal applesauce muffins. Dee-lish! Thanks so much for sharing you amazing applesauce so I could share this moment with my girl!
- November 24, 2010 at 10:56 AM
- Lima said...
Mama and Papa Lima. Mama Lima taught me that cooking is stress reliving. Papa Lima taught me how to shimmy and shake my booty. They both taught me that having a sense of humor in any circumstance in life is necessary.
...Also, The Hoe's and the never ending supply of ice cream awesomeness.
- November 24, 2010 at 11:31 AM
I am most thankful for my husband and our relationship. Also thankful for: my side of the family and his - everyone loves one another, and gets along; our troops - fighting for our freedom; new opportunities and an unexpected snow that has kept me home and cooking the past two days!
- November 24, 2010 at 12:25 PM
- Erin said...
Most thankful for being blessed with a healthy body. After watching my aunt fight a very brief battle with pancreatic cancer this year, I've become more grateful for the simple gift of life. I'm also thankful for the opportunity to connect with others who seem to make the most of their days and appreciate life :) Your blog constantly makes me smile--because I feel like you and Tim are two people who just make the most of life---and that is AWESOME!
- November 24, 2010 at 3:26 PM
- annie h. said...
i am thankful for the ways the Lord has blessed me with sweet friends
- November 24, 2010 at 3:55 PM
- yourstruly said...
I am most thankful for my hubby encouraging me to take a year off from teaching so that I could re-group and re-energize while I substitute teach here and there, read a whole lot and focus on my home, my health and my relationships! It has been SUCH a blessing!
- November 24, 2010 at 9:09 PM
- Today's Letters said...
sister lynn, well said my friend.
addison, have you tried buffalo bill's pumpkin ale? it's one of our faves. so are bon iver, patty, bonnie raitt and tracy chapman! we think the rare and simple things often are the most beautiful. glad you think so too.
grace, that is wonderful! so happy that both of your parents are able to spend that time with you and your family. a true gift.
sasha, thank you for your sweet, sweet words. what an encouragement. beyond grateful to have you reading the blog!
brl, love it that you often take the same photos. you and the mr. must be early birds. i am a night owl ;)
cait, hope your little things have blessed you these past few days. keep fighting to make them happen in your day to day.
shan, way to go benny! isn't it crazy the difference in temperatures for us. hope you two had a wonderful thanksgiving.
steph, your major sounded awe.some. where can i sign up? :)
kim, so glad you enjoyed it! esp since you and brittany got to be together.
lima, gotta thank the great lion of judah for the hoe's! xo
kirsten, i am hoping for another white christmas in texas this year. last year's was the first since 1923!
erin, what a great reminder to be thankful for each day. thank you* they are truly a gift!
sweet annie, friends in slo and friends in san diego ... you are surrounded!
yourstruly, love it that you made time for you. self care is the hardest to make happen, but it's the most important. thankful for you! xoxo
- November 26, 2010 at 8:57 PM
- ZigZagKitty said...
LOL It gave my first name (Stephanie) instead of ZigZagKitty again. :P And there aren't many colleges that offer that major, but I got it at Jacksonville State University in Alabama. Never heard of us? Not surprised. Although we are the ones that beat Ole Miss at the beginning of this season and had all the sports channels talking! LOL
- November 27, 2010 at 3:21 PM
- Molly Roberson said...
AMAMAAMAMAZZZINNNGGGG. Yes to Tim Tam & Lenny
- October 17, 2012 at 10:17 AM


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Boat projects abound. Still, it's fun to reflect on how I got to this point. A few people have asked me for advice on learning to sail, since that's probably a pretty important part of this sailing life. Right?
I learned to sail on a glacier lake in the Northeast Kingdom of Vermont, where the boats we have are old and water-logged and sluggish in the best of winds. My version of sailing, shared by others who also had no real clue about the sport, was one of flogging sails and a whole lot of paddling, spiced by a too-short tiller extension and a centerboard that slipped out if we heeled too far. I learned that sailing was a sport of independence, of frequent mishaps, and maybe, if you were lucky, some moments of sheer bliss. There was also a lot of paddling and swimming.
This is not the ideal way to learn to sail.
My best friend in high school went on to represent the United States on the sailing team in 2 separate Olympic games. From her, I learned the importance of the proper terminology for all parts of the boat, as well as the joys of actually sailing a boat that moved with the power of the wind. When I had the chance to sail with her, on her family's boat on Lake Ontario, I was treated to a world where the wind was your partner, not something you fought against every second of the time. I learned that sailboats are gorgeous, you can't tell how much closer you are to the finish line than the other guy until you're pretty close to it, and big boats shouldn't involve swimming as a way to get back to shore.
This was a better way to learn to sail.
When I got to college, I decided I'd further my sailing education and joined the sailing club. I went to the University of Virginia, which is situated in land-locked Charlottesville, and we practiced on a man-made lake 30 minutes away from the school. My skipper took pity on me and taught me about hiking out to keep the boat flat, the joys of a well-executed roll tack, and how to rig a 420 while trying to keep your fingers warm. We did, often, sail in cold weather. These college sailing days were filled with laughter and work, endless road trips and late nights of car rides and conversations. Friends introduced me to teaching at Sail Caribbean, a teen sailing camp in the Caribbean where I spent my days teaching teenagers on 50' sailboats the joys of all aspects of life aboard. Sailing is friendship, cooperation, muscle memory, and travel – and maybe, if you're lucky, a little money-making on the side.
This was, so far, the best way to learn to sail.
After college graduation, my husband and I bought our own 28' boat and took off, spending 3 years wandering the Bahamas and the Eastern Caribbean before heading up the East Coast and settling down in Charlottesville. We had to be self-sufficient in ways no 20-year-old thinks about, and every 20 year old ought to experience. From learning the hard way that you better fill your water tanks to the brim before you shove off the docks the first time, to anchoring 5 times for 4 named storms our first year out, to blissful days tacking in and out of anchorages along Venezuela's bay-studded coast – life was full of adventures both amazing and terrifying.
If I had to choose it all over again, I'd pick the last one as my favorite way to learn this sailing thing.
Maybe. Maybe not.
Thing is, all of these had one thing in common. Whether good or bad, all of these involved actually getting on a boat and shoving off from land. I learned something from every single encounter I had with a hull that had a mast stuck in it; actually, I still do. The best way to learn to sail is to get out there and sail, no matter how you get a chance to do it.
If you've got access to a cold lake and a heavy old boat, go for it. If you can learn from someone who's the best of the best, go for it. If you pick up a book, or watch YouTube videos, and then get on a boat and try and try and try again – that's a perfect way to learn to sail. If you have the opportunity to sail on a large boat in the sun-filled Virgin Islands, or somewhere in the tropics, I can promise you you will learn something.
But what if you're older, not starting out as a kid or in high school or in college. What then? Is it too late?
There's a favorite saying that the best time to plant a tree is 20 years ago. The next best time is now. Same holds true with sailing. You might have more patience now, more ability to be deliberate. You might listen better, or research more, or have the funds to pay a decent instructor. Don't let age deter you from trying something new!
If you're a parent, lamenting the fact that you are just learning and you want your kid to learn earlier in life than you did, get out on the water. Sure, let them join a junior program or do a sailing-focused camp or send them off to Sail Caribbean or another of the sailing schools designed for teens around the world. Just get them on the water, messing about in boats. Go with them, learn together, and play.
The best way to learn to sail? That's the way you do it. Stop researching, grab your PFD*, and get out on the water. I bet you won't regret it.
See you out there.
*As an Amazon Associate I earn from qualifying purchases.


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Are You a Caregiver? Read Our Tips on How to Prevent Burnout
Caring for an elderly parent can be as stressful as it is emotionally draining. It can be rewarding but it can also take a toll on your mental health. Not surprisingly, data from the National Alliance for Caregiving/ AARP has found that about 50 percent of family caregivers describe themselves as experiencing some level of […]Read more