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The FedEx UX Journey, Part 1
Underlying FedEx's global shipping and logistics business is a complex technological infrastructure with many digital customer touchpoints. FedEx has recognized the need to improve the user experience of its systems, and has taken strong steps toward not only creating a UX practice area, but also toward moving the entire company to pay closer attention to UX in its customer-facing products. This interview is the first in a set of articles we'll be running over the coming months to examine how FedEx is building its UX competency and practice. They're still early in what they call the UX "maturity model," so this interview focuses on the genesis of the effort and some of its early goals and successes.
This article is part of UX Magazine's Business UX Leaders series. You can read more about the series, read other articles in the series, or sign up to receive future articles in the series by email. You can listen to the audio using the player below (on our site) or download the audio file.
- Downey: Hello everyone, this is Mike Downey to UX Magazine and for my day job, I work at Microsoft on rich client technologies. This is the first of a multi-part series talking with shipping giant FedEx about how they've implemented a UX discipline across their company, and we want to find out more about that. With me, we have Tom Wicinski, he's the VP of Digital Access Marketing at FedEx, and he has a member of his team with him: Brice Stokes, who's a manager of digital user experience. Welcome, gentlemen.
- Wicinski: Thank you, good morning.
- Downey: So Tom, I thought maybe we'd start off with you. You can give a little bit of background on yourself and your group, and what you guys do at FedEx.
- Wicinski: Sure. I'm a 17-year veteran with FedEx, having come up through multiple areas of the company. For the last two and a half years, I've been in Digital Access Marketing, which in essence is the product management role for all of our software products that we put into customers' hands around the key goal of automating and making faster the way they interact through transactions with FedEx—whether it be shipping, whether it be track a package, any of those types of interactions—trying to turn all of those interactions into electronic-based as opposed to a phone call or manual type paper airbills.
- We have several products that we implement, obviously one of the most well-known ones is fedex.com from which you can actually perform many different types of activities—whether it's ship a package, track a package, learn about FedEx services, pay your bills even is available. So we're turning it into a true channel for customers to interact with FedEx. We also offer software products to meet particular customer needs. We have an enterprise-class level of software that we implement directly into customers' business operations—whether it's running a fulfillment center that generates packages and labels at very, very high speeds to match their operations. We also offer a software product geared towards the desktop that allows customers to very easily integrate with their own customer databases and very quickly generate labels.
- So we're a traditional product management company in that sense, with very much of a software focus.
- Downey: So a lot of people I think probably think of FedEx as a very operations-centric company—they're the shipping company. But it sounds like that's not really doing it justice, right?
- Wicinski: Yeah, I think over the last several years, for sure, as we've taken a very strong shift towards trying to manage the customer experience as well. We found that customers, while we have eased the process of generating a transaction, they want it to be quick and easy. They're looking for us to make their jobs easier. And with that shift in mindset, as we've had to shift our own mindset and take more of a user-centric design approach into the way we do our software. It's not just around, "This is the way FedEx wants to do it," customers are now demanding that we make their lives easier and we're adopting those kinds of design principles into all of our software products.
- Downey: So that's really the sweet spot, I think, for what we want to talk about. So you mentioned user-centric design; to kind of set the tone for our conversation, why don't you explain how you define UX? How is UX important to FedEx?
- Wicinski: Sure. It really shifts the burden the opposite way of the way we've been doing things as far as inside-out. We've really tried to attempt to take an outside-in view, and be able to look at what our overall experience of our software is, as opposed to any just one feature.
- Being an operationally-focused company as you described, we'll launch a new transportation product or a new service periodically looking for new revenue opportunities, new market niches. And what was occurring to us over time is our software looked like an accumulation of a bunch of projects—every time we added a new one. And I think that the shift that we've taken is we've taken a more holistic approach now into our design process, and rather than designing for any one individual product or project, we're now taking a holistic approach in designing the overall product with those capabilities in mind.
- So we've already started to see some shifts in our thought process, in our design capabilities, and ultimately in the output we put in customers' hands—where it is starting to make it easier for customers and we're avoiding those kind of pain points that can often occur when you don't think holistically.
- Downey: So it sounds like you've been able to establish a pretty strong discipline for UX across the company. I work, myself, with a lot of large enterprises who continue to struggle not just to understand UX, but to understand how to get it implemented in a noticeable way, in a consistent way, across a large organization. Tell me about that. How long have you guys been able to have this kind of cross-company discipline, and what were your challenges in getting to that?
- Wicinski: Yeah, and what I don't want to overstate, either, is we're still very early in our journey. I do think we've made some great success with as limited of time as we've been at this, because really we've only started this, truly committed, in June of this past year. So we're quickly approaching our first year on this. It was one of those worries that the topic had been brewing for some time but the commitment didn't really come until June. And when I say commitment, I'm talking organizationally, resources, everything else that goes with it.
- But I think out of the gate in June the first step that we took was really around understanding roles and responsibilities, empowering a team in terms of the decisioning process, and committing the resources and process to make it happen. So we really had started to institutionalize it because we attacked it on those domains. Again, once we got it implemented as part of our standard product development process, that was probably one of the biggest items for us in terms of getting other to understand it, because it now became part of a core process.
- Downey: So how did you get the ball rolling? Is this something that you tried to adopt principles in small ways and then branch out from there? Did you just sell a vision and dive into it? How did you actually get this process started so that you could get it implemented?
- Wicinski: We sold the vision. We had enough examples as to where we'd failed against the experience that the FedEx brand promises. So we had some pain points that we needed to overcome. We had a very solid plan around where we wanted to go. So yes, we sold the vision pretty quickly and easily.
- And then getting it institutionalized into the standard processes probably took the next amount of time for us to crank through. But we've successfully done that. And we did that by jumping into a handful of projects very quickly and showing the difference in the mindset, showing the value that we'd would get out of it, and then, like I said, empowering the team enough to say, "Hey, this makes no sense," and forcing the team to rethink around how they're doing things, ultimately leading to a better outcome. So we had some very early successes as well that really helped fuel us along.
- Downey: I think related to that, I've found myself that in a lot of especially large IT organizations, there's often an under-appreciation of design and really the function of design in all aspects of the company. Where were you guys when you started this endeavor, and did you hit push-back along the way as you tried to integrate UX and design principles into your different products?
- Wicinski: Great question. Actually, it happened very easily for us, but not necessarily intentionally. And what I mean by that is, we actually started about a year ago with iRise as a visualization tool primarily intended to generate better business requirements. So we had a very strong IT support from that tool standpoint. The subtlety that helped us move along is we didn't necessarily see iRise solely as a business requirements tool, but as a way to really start UX-type practices. So we had a common ground to work from—different objectives originally, but a very common ground to work from along with our partners in IT. And I think that has helped move us along because we've gotten better at the use of iRise, and not only is it helpful to solicit business requirements (which was their main intent), but we've also been able to use it to evangelize design opportunities for consideration to the various project teams.
- Downey: Good… So I like the more tactical examples because I find—and you probably find this, yourself—when you talk about UX so much of the conversation is at a very high level and I think in a lot of case the disconnect is between the high-level principles and the actual tactical implementation—how do you make this stuff work? How much has that changed at FedEx now? Have you organizationally changed how you approach your customer experience and how you implement these principles?
- Wicinski: Again, Brice's organization didn't exist prior to June, so the easy answer is "yes." Where we are in our evolution is we're actually on the cusp now of deciding what is our next step organizationally, because we're fast approaching the cross-over point of what we can do as we're currently organized. But we've made significant progress by putting this one team in place. So we're starting to see where the additional opportunities are. So we're just now starting to have those discussions around what does the future state of the organization look like.
- So, as an example, there's a few skill sets that we simply do not have in our organization today. We've been able to get to this point by outsourcing it, but again as truly being committed to customer experience, some of those skill sets we think need to be in-house.
- Downey: And how are you dealing with that? Are you finding it hard to find good people to manage that? Is there a shortage of that type of expertise?
- Wicinski: I think that there is, generally, but we haven't… again, we're kind of in the middle of that phase right now. So I can't say we've been out aggressively recruiting yet for that. It's starting to show up internally, that need. So this is kind of where we are in terms of the maturity model.
- Downey: Right. So then let's turn to Brice for a minute, then. So Brice, you've been kind of the tip of the spear, it sounds like, for this practice. What have been some of the big challenges that you've faced as you've been starting this process internally?
- Stokes: Sure, good question—it's probably the one I'm asked most often. The challenges that we've had right from the beginning were immediately finding opportunities to show value. The user experience buzzword looks great on a business card and it's fun to talk about, but unless you're really able to help others and help your peers in both IT and marketing, you could just be seen as another layer in the process. And so I think early on our original focus, in terms of our own evangelism internally, was finding those projects that we could work on helping with user flows, doing more of the process mapping—so some of the more tedious tasks that the teams in the past have struggled with, or aren't as glamorous as, say, working through visual designs.
- My team really was quick to roll up their sleeves and help others. Defining success metrics in a much broader term than just a launch date I think was another important objective. But there are many pieces of the UX practice that we were adding to our traditional product development cycle. And so coming to teams and saying, "we're going to be doing extra work," the original reaction was, well, that's going to require more resources on their end. But turning the opportunity into one where we could help provide assistance helped demonstrate the value the UX team was going to be providing.
- Downey: So again, to get a bit more tactical, when you have those types of conversations where you're going to another team and saying, "Hey, I think we essentially need to add another aspect of your project planning process," by implementing some of these UX studies, and customer-centric design, and interviews, and all those different tactical things that you do, how do you manage all of that internally? Are you only approaching a few teams initially and then using them as examples to other teams that you approach? Are you lending resources from your own centralized organization out to those individual product teams to help with that?
- Stokes: Yes, and yes. So one key team member that I have on the UX front is our traffic manager. And so we have a very, very large, visible whiteboard that all of the corporate initiatives that are strategic to FedEx that we all need to be providing resources for and ensure that they are realizing success upon launch—all of those projects are added to the whiteboard and we overlay that with our UX activities. And our traffic manager fills out the required… basically it's a request form that you would use for any agency that we would entertain in our past lives.
- But this is something similar that we would use with all the project teams, and then we assign our own team members to really not increase the work load on those project teams, but to show that we're going to take on that work load ourselves and provide value. And then track that progress and report on a regular basis with executive management. And I think having executive management involved early and often throughout the process and providing accolades and real engagement in terms of what the teams are building has been a real asset in terms of increased morale, and crisp execution on what's most important to the targeted customers.
- Downey: Great. So Tom, back to you again. Brice mentioned that executive support was really important; how have you managed to make all of that happen, and how have you kept the momentum rolling?
- Wicinski: To me, movement always ties to visibility, and I've stayed very visible on this topic—particularly with this team in general. I meet every week, every other week, with this team directly as far as what challenges they're running into, what opportunities still exist. So it's something I've definitely dedicated time to, to make this team got off the ground and moving forward.
- Brice and I talked at the beginning about how this is going to be as much of a content job as change management because we're changing the way we've done things for many, many years. And to me the sense of urgency necessary for change was very clear. We heard from our customers the pain points they were feeling, so the sense of urgency was actually very easy to maintain with the team. And then it was around visibility and knocking down barriers for them as we moved along each step of the way. I'm not sure it came out real clear with Brice when he was talking through his example, but we found some allies very early on in the process. Some of his peer managers on his team all of a sudden became proponents of the work he was doing. They saw it first hand, how it influenced their product. So we rode a wave of good news.
- Downey: That sounds like it's really critical to sound the trumpets and make sure people throughout the organization realize the value and the ROI for this work. How do you guys actually measure and articulate the ROI for this practice?
- Stokes: Well, it's always a little difficult to quantify one particular activity. But when you look at the end-to-end process of all of the activities that roll into the entire software development process, you have metrics around time-to-market, quality, defects, customer satisfaction, and increased loyalty. And those are metrics that we've been monitoring for a number of years. Conversion rates inside a project or a product are critical to success. But defects—there's a tangible cost associated to fixing a defect in production or addressing a customer experience issue in production versus addressing it early on in the requirements process. And I think focusing on production—either defects or customer experience issues—and reducing that number has been the key driver in terms of metrics that we've had a laser focus in reducing.
- Downey: So in making this case for this heavy investment in UX initially and trying to articulate the ROI, what were some of the outcomes early on that you expected from this practice?
- Stokes: You said outcomes?
- Downey: Yeah, what outcomes were you expecting and has that changed since your initial assumptions?
- Stokes: Okay. Well, early on we had a specific project and, without going into details, we had a number of features that we had to add to our invoice payment application. And typically, if you would have followed the pre-user experience practice, we would have sat in a room, we would have went through a Word document, we would have had our own debate, and then we would start building, and we'd see what launched.
- Well, by working with our peers in both IT and marketing, and using iRise simulations, and doing more up front requirements gathering processes, and walking through concepts early on, my expectation was that we would make changes early and often and see a rise in our customer satisfaction scores in terms of the prototypes and the concepts that we were building. And we were able to demonstrate real data through multiple iterations and working through multiple concepts to say, the features that we're implementing on round one of the design have been drastically improved, and the customer experience had improved by 20% or more after rounds two, three, and four.
- And so therefore you had supporting stakeholders in terms of the improved requirements that we were passing along to them for the next phase, and as well understanding that our go-to-market communications and products that we were going to be releasing were going to meet or exceed customer expectations.
- Downey: So it sounds like the real data that you were able to model and discuss and articulate with the rest of the business was really helpful. Did you think there was an appreciation, though, for the more intangible or immeasurable benefits that you get from an investment in UX?
- Stokes: I definitely do. I regularly receive notes of appreciation on behalf of the team members that are working on the projects. There's more of a customer focus, there's a different way in terms of creativity and problem solving where teams are getting out from behind Word documents and email and really thinking about the customer as they're doing some problem solving. That's refreshing, and I think it builds teamwork and increased innovation in terms of concepts that the group's coming up with, because you're really having a dialog across multiple stakeholder groups. And I think it just drives increased energy across the organization.
- Downey: Now is that something that is a bit of a surprising outcome to those who have now been involved in this UX practice? Or early on when you guys were really selling the idea internally, do you think people were appreciating those intangibles?
- Wicinski: I think they appreciated them. And I say that as we've done some of this, but we primarily did it with agencies on the outside. We never really empowered our own internal folks to do it. So I definitely think they can have appreciated some of the softer benefits that come along with it. We, for some time, have stated our goal was really ease of use of the software from an experience standpoint, so that didn't change. But there is a sense of greater ownership now that it's in-house as opposed to something that we were outsourcing through agencies.
- Downey: Right. That's an interesting topic, as well. I know a lot of, especially the larger enterprise IT groups do look to outside agencies to assist with this type of process. Do you have any advice on how to do that effectively, so that if your end goal is to bring more of this in house, how can you best leverage outside agencies to help you with that?
- Wicinski: I think it really comes down to figuring out where you want to make the commitment and where you don't, and figuring out how to supplement those places where you have no business either staffing or building because you simply don't have that capability. And we're still working through that as well, trying to figure out what role the agency's going to play even in this new work.
- So we had a sense coming in, with what we started with, we had a sense as to where we want to grow, which means that as we grow our reliance on certain agencies will decrease to some degree. But without question there's always going to be a role for them, and that's what we have to work our way through. So it's really a roles and responsibilities question, and then deciding where do I want that internal capability to reside.
- Downey: I think a lot of people think of agencies as: you go to them, you tell them what you want to have built, and they build it. Have you found that there's kind of a new discipline among agencies where they do more consulting on helping coach you to implement some of these things internally? Less about taking an RFP and turning it into a deliverable, and more about…
- Wicinski: Based on where we are on the maturity cycle, that's what we are expecting more from our agencies now, as well. Because that's a key skill set that we're still trying to build internally, that's exactly what we are asking agencies to do more of today than we probably did traditionally. And again that's simply because they can't always come in on a per-deliverable basis and understand the holistic product. That's why we've decided to build some of this internally and have that expertise where we could take that more holistic approach. But yeah, we definitely count on agencies from a thought-process standpoint, from a current trends standpoint—they can certainly supplement what we have. This was never positioned as a model to completely cut out agency costs.
- Downey: Right, so it sounds like the role of agencies is starting to change a bit, at least specific to how you guys operate your business.
- Wicinski: Yeah, I definitely think so.
- Downey: So that's one aspect of it: bringing in the outside agencies. And then there's enterprise IT, and I work with a lot of enterprise IT organizations and I've found that there's definitely understanding and appreciation of UX now that there probably wasn't within the last few years. How do you guys work with IT, and what's that process been like?
- Wicinski: I think it's been very positive for the reason I mentioned earlier: again, having that common ground of a toolset has helped because they'd already done some extensive training on that—this is iRise in particular. So the organization that we work with very closely has kind of been on this path already, but for a different reason. So I think it's been exceptional, actually, because we've been able to use the same toolset to draw multiple benefits out—obviously, UX being one of those benefits.
- Downey: In my experience, I've found that one of the common things organizations like yours will encounter with IT is resistance to change and resistance to taking on more support workload, basically. If we implement new technologies that are "UX technologies"—rich media platforms and such—then they have to re-train their staff to support it and they're taking on more responsibility. In a lot of cases, IT departments are already overburdened with that. How have you guys been dealing with that? Has that been an issue at FedEx?
- Wicinski: Resourcing and priorities is always an issue—you'll never get away from that. We have made the commitment to do it, we have seen the training get implemented across a large number of individuals, the teams are working very well together on a day-to-day basis on the projects, so in that sense it's been a very good move forward. Like I said, the big gain for IT out of this is: by using these tools, the requirements development process—the systems development process—has gotten significantly better. Because we now have something much more tangible to work with through our prototyping work up front. We're making less adjustments deeper into the development cycle.
- Downey: So to kind of summarize some of the things we've talked about, let's describe a scenario: if I'm somebody who's a champion of UX inside of a large organization right now, and I'm in some kind of position where I can actually exert some influence, what's the advice—the high-level advice—that you guys would give to me based on your experiences over the last year or so since you've implemented this inside of FedEx?
- Wicinski: One, I think, is being able to tie together the pain points your customers are feeling along with the soft benefits that a UX-type focus will provide. I think being able to layer a hard metric on top of it, as well—something that you're going to strive for improvement—would be the next big one. And then after that I think it is very heavy change management. You think around, okay, how am I going to get this organized to move around this. For large organizations, that's often the largest challenge.
- We definitely spent a lot of time around effecting change within the org, creating that sense of urgency around why are we going to go do this, getting those early successes where people can see the tangible benefits that are going to come. Finding that one voice that was going to help champion you, or champion your efforts across peers, across organizations. I think that's the way we've been able to ride.
- Downey: That's great, great advice. So we talked about how you guys sold the vision initially, organized yourselves to start implementing a UX practice, and how you've slowly started to implement that in different products. What, now looking back at it, has been the biggest payoff? How has this changed FedEx as an organization?
- Wicinski: I think that the biggest that came around it is again, if you look at the way FedEx is organized, we're a large company, we've got multiple operating units—Express, Ground, Freight, and so forth—it's really forced the discussion around when and where those units operate differently. And driving the experience because of those differences sometimes created disjointedness from our customers' perspective, and I think that's the obvious…business rules across OpCo's became a focal point for us. And we've seen great benefit from there as to where things don't make sense, and ultimately don't make sense to our customers.
- Stokes: And I would add that, from my perspective, I've seen an increased awareness at the executive level. So being able to capture executive mind share in terms of what we are releasing to market, being able to have those trade-off discussions early on in the requirements gathering process versus having surprise discussions when you are either near a launch date or post-launch date has really been refreshing. It's a great dialog; you still have something very tangible that you can walk through with the executive team and to help build consensus and understanding about what's going to be released to the market.
- Downey: That's excellent. So my last question for you, then, is: now that you've gone this, and are continuing to go through it, what are the biggest surprises for yourselves individually about UX—what things are different now than your assumptions were before you got started?
- Wicinski: Whoa, that's a tough one.
- Stokes: Yeah…well, I'll begin. For my team, I think when we first started it was a team of people that were doing a job previously that was not UX, including myself. And I was a little nervous about the capabilities on the team, about whether or not we would really be able to go through training, roll up our sleeves, and use the tools—even across both marketing and IT. I've been really surprised in a positive way to see that there's a true passion for this space, that I've seen an eagerness for learning.
- We have team member from all areas, not even all in my group. But there's an interest across the entire organization to use UX practices within their own project, and I frequently receive requests from across the entire organization for more training and more understanding, and more practical application of some of these processes. I wasn't sure if we would receive that wave of interest early on, or if we would be perceive as just another layer in the process.
- If I was speaking with any other company of FedEx's size, I would say: look, take the first step and I believe you'll be really surprised in the results. You'll see metrics, of course, that are going in a positive direction, but I think you'll see the soft benefits in terms of morale and engagement increase tenfold.
- Wicinski: I'll extend that thought a little bit. I mentioned earlier around one of the things that we've done with this team is really empower them, that they basically had the authority to stop a project if we weren't able to solve the UX issues that were in front of us. And the surprising part about it is, while we've empowered them with that, they haven't had to use it. Meaning we've been able to build enough of a case through our prototyping efforts and our UAT efforts and so forth that it never got to that degree, that it was much more visible to our various stakeholders on the UX position. We've avoided those debates completely because we made it so obvious that it needed to get fixed. And I was expecting a little more internal tension on that than what we've actually seen.
- Downey: Gentlemen, thank you very much for joining us today.
- Wicinski: I really appreciate it.
- Stokes: Thank you. Thank you for coordinating.
- Downey: Tom Wicinski and Brice Stokes, UX gurus at FedEx. This is Mike Downey. You can catch my blog at richplatform.com. Thanks.
Add new comment
Excellent interview. We (Martin Agency) work with several companies and are facing many of the same challenges that your Tom Wicinski and Brice Stokes (FedEx) mention in their responses.
It is great to see that these challenges are common, also to hear some of the organizational and political things that they did along the way to find some success.
Thanks again -- looking forward to part 2.
The subtle theme here is that they got everyone in IT to think about the customer or the "end user". This is an emerging trend at many clients I have worked with recently - finally! Good to see iRise was a tool that brought everyone on the same playing field.
I wonder if QAing should a part of UX?
Dear Fedex, thanks for the 'talk' but you guys better work on your registration form because it's broken. Bit disappointed to find out it's all talk and they're not following it through.
Went to the site with much anticipation but left with bitter realisation it's easy to talk about it but hard to follow through.
I'll be interested to read the rest of the series. Mike like you mentioned, the tactical examples or practical applications are the real gems to learn from, mistakes and successes. I'm curious to hear more about how they used iRise as I just recently began work in iRise on a project and am trying to determine when is best to start (and stop) using it in the process. Thanks for the article!
i'm working for digital advertising and has a own blog about viral marketing and interactive media communication: Online And Mobile i read this article and i want to thank you very much becouse it give me a big inspiration:)
Thanks for sharing this interview... I think this is going to be a great series! Will be sharing with other on my team.
thanks again
~ Aaron I

subset: commoncrawl


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The award-winning Garmont Zenith Mid GTX hiking boot is rugged enough for day hikes with a loaded pack or lightweight backpacking trips on medium terrain. GORE-TEX keeps feet dry and Garmont's ADD construction offers minimal break-in.
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Comments On Apr 09, 2013:no problems with install, easy to adjust valves to work. I didn't notice any good power gain. Mostly a loss in Torque. I bought an 11:1 CP Piston now, and it is much, much better.
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Comments On Feb 16, 2013:Has some scratches on the lobe and little bits of gunk every where. Just does not look new. As far as the scratches on the lobes I don't know if I should return it and get another one or ate they minor enough to not worry about it. QC is not up to standard as far as performance I have not installed yet. But I'm sure its gonna work, just poor quality.
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Comments On Dec 14, 2012:very happy with the postage and handling of the product excellen. thankyou.
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Comments On Aug 19, 2012:Was easily installed and was delivered within a couple of days.
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Comments On May 30, 2008:Purchased for Raptor 660. First cam broke and hotcams did nothing. This one is doing fine. HOTCAMS are made in TAIWAN.
Additional Comments On Mar 24, 2012:I broke two of these costing me a thousand bucks.
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Comments On May 26, 2011:installed in my raptor, only took a little over 2 hours. made a huge difference in power. would highly recommend if you are looking for some good power.
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Comments On Apr 24, 2011:I have bought these years ago without issues upon my last purchase of these for my LTR 450 I had nothing but issues. The hotcams were already larger than the stock cams creating a VERY snug fit, and when metal heats its going to expand even more after the initial start I had problems starting the quad and burned up a starter and celenoid which are very costly! My tech who has 10 plus years experience called me over to see this, lucky he took them out or the head would have got fried. He had to take and sand these down by hand to get the correct clearance. So direct fitment I think not! Pretty sad you have to modify a product intented for your machine. When you call hotcams you will get a 18yr old that has no clue of anything and rude. No warranty and they will tell you send them back to have them inspected, inspect a new set of cams are you kidding me. All said and done they are ok now, this company has cut corners and tried to save money making these making them cheap. I would buy dasa or a higher quality if buying again, esp when you get terrible customer service!
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Associated Press photo
Wilson Ramos is hugged by a family member after he was rescued last night.
Venezuelan police commandos raided a house in the mountains about an hour from Wilson Ramos' home last night, exchanged gunfire with the catcher's abductors and then rescued him from a bedroom and whisked him away to be reunited with family members.
"The truth is, at the moment they came to get me I was very nervous," Ramos told reporters early this morning outside his family's house. "There were many gunshots … thanks to God, those guys did a tremendous job. I'm super grateful to them."
Roughly 51 hours after he was abducted by four armed men outside his home near Valencia, Ramos was back at the same location, greeted by ecstatic family members, friends, media and other well-wishers who had been anxiously awaiting his return.
"Thanks to God!" Ramos' mother, Maria Campos, exclaimed on Venezuelan television. "Thanks to my country, to my neighbors and toRead more »
- Original Nats Fan - Nov 12, 2011 at 4:15 PM
I am so grateful for this good outcome. Welcome home, Wilson. thanks for all the coverage, Mark, I am so happy for his family.
- Section 109 - Nov 12, 2011 at 4:17 PM
You know, years ago my apartment was broken into (when I was away), and even after the locks were changed, I didn't feel comfortable in my own place for a while and had a hard time going to sleep. Multiply that feeling by about 1,000 and I guess that's approximately the aftermath unease of someone who has been kidnapped, horribly worried about the effect on his family, and rescued through a gunfight. I think Wilson and his family continue to need our prayers and good vibes. But he's home and safe!
- natsfan1a - Nov 12, 2011 at 4:23 PM
Very grateful and happy for Wilson and his family as well. Also wish peace and healing for him and his family as they process this ordeal.
- Scooter - Nov 12, 2011 at 4:25 PM
Yeah, I imagine it's not totally over for the Rami.But for now, they're reunited. And it feels SO GOOD!
- natsfan1a - Nov 12, 2011 at 4:41 PM
They both are so excited, 'cause they're reunited, hey, hey.
- NatsLady - Nov 12, 2011 at 4:42 PM
Just noticed–Got candlewax on my iPhone. Almost want to keep it there to remember how worried we all were… So happy today.
- Tegwar - Nov 12, 2011 at 4:44 PM
Mark thank you for the great reporting on this, As you have shown before you are much more than just a "sports writer".Like everyone else I am grateful and happy that the best possible outcome occurred. I'm sure this traumatic experience will always have some affect on the Ramos family and I hope they will be able to start their healing process soon.
- natsfan1a - Nov 12, 2011 at 5:24 PM
NatsLady, I know. This morning I retrieved the jar from the votive candle that I lit at 6 p.m. yesterday. I'd let it burn down overnight (on the slate front stoop, well away from the walls of the house). A part of me was reluctant to toss it. OTOH, my candles on the gratefulness.org site, to which somebody posted a link yesterday evening, are still burning, the second of them being an expression of thanks and celebration.
- Anonymous - Nov 12, 2011 at 5:45 PM
Great news!! Hopefully, something can be done by management to help ameliorate these possibilities in the future …
- Scooter - Nov 12, 2011 at 6:33 PM
NatsLady, weren't you paying attention? You were supposed to drip wax on the sidewalk!
- natsfan1a - Nov 12, 2011 at 6:45 PM
+1, Scooter.
- FS - Nov 12, 2011 at 6:45 PM
Just saw bunch of Ramos' highlights from the past season. What a great guy!Good to see him back safe and sound.
- natsfan1a - Nov 12, 2011 at 6:47 PM
On one of the broadcasts, maybe on MLB Network, they were playing some clips. My fave is still the one where he tosses his mask to the home plate ump before going back on a popup behind the plate. I lol'd at the time.
- FS - Nov 12, 2011 at 6:52 PM
1a, Not sure how I missed that one. but I just saw it for the first time. pretty cool. For me, that walk-off against Ms is the winner. During that month, they were finding many ways to win ballgames. That game against Seattle and the 14-inning game against White Sox are two of the best games ever.
- natsfan1a - Nov 12, 2011 at 6:55 PM
That was great, too. There's a slideshow on the Post site that includes a still of Ramos getting Gatorade dumped on him. The caption says that Werth is dumping it. Yeah, I'm pretty sure that's Mikey Morse there.
- FS - Nov 12, 2011 at 7:04 PM
That's Morse. Charlie Slowes' call of that game confirms for me, which I have saved on my drive (thanks to Mark Z).
- SonnyG10 - Nov 12, 2011 at 7:15 PM
Thanks to God, the Venezuelan police, and the MLB investigators who brought Wilson out safely. It feels so good to have him back.
- Steve - Nov 12, 2011 at 7:29 PM
It is so good that Wilson Ramos is home safe with his family. Nothing else really matters that much.That said…Hey, I'd love to have a clip of that radio call of Wilson Ramos's HR to beat the M's — I was there with my friend of nearly 40+ years and it's a great memory for us both.I hope I will be among the crowd giving Mr. Ramos a standing ovation the first time he is introduced at Nationals Park in 2012.
- FS - Nov 12, 2011 at 8:04 PM
Steve,does this link work for you?http://www.mediafire.com/?2dk9xb98mxwyd2f
- NatStat - Nov 12, 2011 at 8:24 PM
Like Ramo I'd be most worried the moment that the Federales started to open fire on the perps. Anyway, nice job for all concerned in his rescue.Thank you, thank you, and thank you!Now that we have Pipo back safe and sound, I'm wondering why Rizzo lets his #3 guy in the BP, HRod, pitch his arm out in VWL.Didn't HRod report late to ST, with visa problems and and a sore neck?Particularly pitchers that have made it to the Bigs, I see little reason for them to be spending 2-3 months continuing with pitching efforts. There are only so many miles in an arm.Let's work on those contracts Mike!
- Gonat - Nov 12, 2011 at 8:52 PM
NatsLady said… Just noticed–Got candlewax on my iPhone. Almost want to keep it there to remember how worried we all were… So happy today. November 12, 2011 11:42 AM _________________________________That is a good thought. I'm still shaken by this. I don't wear jerseys to games but may have to start and get a Wilson Ramos #3 in addition to a RAMOOSE is on the LOOSE shirt.
- whatsanattau - Nov 12, 2011 at 9:06 PM
I am no expert, but it does not seem inappropriate to allow a relief pitcher to continue to work in winter league – especially one who has had control problems. In fact it seems an appropriate program.
- NatsLady - Nov 12, 2011 at 9:35 PM
Whatsanattau– was thinking the same thing. I doubt a young, strong kid like Henry will blow out his arm, especially with proper supervision, and he needs to work on control, and on handling situations with runners on base.
- NatStat - Nov 12, 2011 at 10:26 PM
RE: HRod in the VWLTime will tell how his arm responds over the years. In the meantime, having a few armed guards on hand wouldn't hurt.Seems like 162 games/yr. in MLB should be sufficient to work on control and holding runners on. Hitters, and hitting, is a different story. But even they need a break in the action away from the wear and tear of full season of baseball. Jesus Flores needs the opportunity; he didn't play full time last year, and he didn't play at all the previous 2 years.
- baseballswami - Nov 12, 2011 at 10:41 PM
I have thought about Ramos almost constantly these last few days and have been choked up more than a few times. I am grateful beyond belief that he is back with his family. I hope he has lots of support to deal with such a terrible trauma. I can't wait to see him in person and cheer for him until my voice is gone!
- waddu eye no - Nov 12, 2011 at 10:54 PM
from nats site:"Security expert Luis Cedeno told the AP that Ramos' abductors could be linked to one of the Venezuelan criminal groups that focus on high-profile kidnappings."lucky the kidnapping groups are on the chavez payroll so he knows where to find them.
- Anonymous - Nov 13, 2011 at 12:00 AM
And we think we have corruption in dc — child's play compared to venezuela.
- JaneB - Nov 13, 2011 at 12:00 AM
I still keep coming back to see what new info is here about Wilson. Like swami, I get choked up at random moments. And I was thinking something similar to waddu…that there probably was a very easy way to get to these kidnappers. But also, what happens when you don't play major league baseball? Who helps you then? We had planned NOT to go to spring training this year. I'm going to start lobbying for a change in those plans.
- natsfan1a - Nov 13, 2011 at 1:14 AM
Great minds think alike, JaneB. April is much too far away. We had planned NOT to go to spring training this year. I'm going to start lobbying for a change in those plans.
- baseballswami - Nov 13, 2011 at 3:15 AM
Definitely planning a trip to Viera this spring. I hope by then, Wilson is feeling strong and safe. I think the Nationals organization will have to keep a close eye on him for signs of ptsd and other problems that might emerge down the road.
- skidge - Nov 13, 2011 at 4:26 AM
Does anyone have a link for Viera info for a newbie who might want to go this year…?
- Anonymous - Nov 13, 2011 at 4:52 AM
Will the Nats keep Flores given Derrick Norris continuing problems defensively. He needs a good year with ex-catcher Randy Knorr in Syracuse. I think IRod is not going to be brought back … he wants to play and the Nats need to go with youth from here on out. Meanwhile, Jhonatan Solano looks like the next best possibility at backup at this point in time until Sandy Leon is ready. Possibly making Flores more than potential trade bait.
- Anonymous - Nov 13, 2011 at 8:32 AM
I wonder what the truth is re: his rescue(see death of Osama)……..glad he's safe though no matter how it happened
- MicheleS - Nov 13, 2011 at 12:07 PM
skidge, go back to mark's post from earlier this year. I think in February. He has a pretty good round up of what to do in Viera
- natsfan1a - Nov 13, 2011 at 12:13 PM
Yes, bbswami, I was thinking the same thing.I think the Nationals organization will have to keep a close eye on him for signs of ptsd and other problems that might emerge down the road.


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PortraitPhotography 98 Followers
As described by Shadowness Faq: A portrait is a painting, photograph, sculpture, or other artistic representation of a person, in which the face and its expression is predominant. This group has been made to feature Portraits in the art medium of Photography. Please see articles for Joining and Submission.
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It's All Unimportant Until It's You
I Met with a client a while back and got into a debate about what it was like to be a client of their firm. As I kept banging my head up against their story , I persuaded them to humor me and try something new….
I asked the President of the company to go outside and come in as if he was a client arriving for an appointment. Within 5 minutes of sitting in his own reception area he didn't like how uncomfortable the chairs were, hated that he could see a bunch of old boxes in a cubicle down the hall, didn't like how dark it was and we stopped right there.
Stupid exercise?...perhaps. Definitely simplistic. But it was a start.
It will all seem unimportant until it is you waiting in the reception area or stuck on hold.
What if you took some time away from trying to figure out what your clients want next and spend time every month experiencing how they actually see you today.
How many business owners take time to be anonymous clients of their own companies?
Add new comment
"You will believe your service is great until you experience it yourself" as HOWARD said. I would say:
"You will believe your service is great until THE FINAL COSTUMERS don't call you, don't buy yours, don't visit you… until the results talk by themselves."———
"he didn't like how uncomfortable the chairs were"
As a President of a company then he is alone, working without people with values! That Boss got to think about the people who work with him, it means the people who works with him is not working in Pro- to the company interests. As a President of a company, does he got to check all that details? there's no people working with him? does he can attend some targets on his company whithout think about it 'cause, there's somebody preventing somethig fails?
If the chair is not comfortable, or there's no water in the reception: the BOSS got to care about it, as the "excercise" says it. 'cause an small firm can do that. yes. ** but iF you have employees working with you, then somebody would be fired!!! Imagine to David J. O'Reilly Chairman and CEO Chevron Corp. checking if the reception is comfortable. There are specialized people working there to check all that !!
This is a really good idea. I'll do that next time a client forces me to do something that goes against all the usability and organization concepts I have. Maybe they'll learn something too.
Role playing and empathic modelling are excellent tools that allow our clients to see through the eyes of their customers. Unfortunately they are rarely spoken about.
Well done in bringing the concept to the fore in such an accessible manner.
Penlix – perhaps you are correct but the experience allowed my ideas to penetrate the story he was telling himself about their service. You will believe your service is great until you experience it yourself. Blaming it on everything else is always easier than the truth.
But the moment he returned to his big ol' leather boss-chair and got on with his business, I bet my email he forgot all…. well if not, most of all that! Nice excercise though, thanks for sharing!
Excellent exercise; it's a good way to sell user experience to clients, make them understand it.


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Top Definition
A pathetic person that sees conspiracy behind every post in Craigslist's Rants and Raves. A Thumper believes all posts that offend him are the work of one person. He also thinks that all flagging is done by that same person. A Thumper posts repeatably, with a complete lack of creativity, desperately trying to rally the troops to the validity of his twisted view of reality. He fancies himself as a leader, but alas has no followers.
The Thumper in WDC Rants and Raves is crusading against OBAMANAZI, a mythical person that exists only in his mind.
作者 Phuc Yoo
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Thumper is a drinking game. How to play - everyone playing the game must drum their hands on the table/thighs/whatever you got and the first person to start yells out the phrase, "What's the name of the game?" and then everyone else yells back, "Thumper!" then the first person yells out, "And why do we play?" which is returned with, "To get fucked up!" then when all the drumming has commenced the first player does two dance moves then looks to a random player and then they copy the first players second move and then add a move of their own and then look to a different player and they copy the second players move and so on and so forth. If a person messes up a move then, that's when the drinking comes in. He/She has to chug a cup of beer.
"Holy crap, what happened to you last night?"
"Someone suggested Thumper. I was already too fucked up to argue."
"Someone suggested Thumper. I was already too fucked up to argue."
作者 ☼ winnie ☼
big boobs.
Rafe:look at those thumpers!!!!!
Dave:I would really like to motorboat those!!!!
Dave:I would really like to motorboat those!!!!
作者 mwiz
An M-79 grenade launcher or it's operator.
Talk to the Thumper about bombing them.
作者 skyewalker0803
a very religious person. one who always refers to the bible in everyday conversation.
i can't stand those bible thumpers always gettin' in my shit about drinking and sex.
作者 tony
A person who is either closeted or does not yet know they are gay. Called a thumper because they are in the closet and banging on the door to get out.
Bill is such a thumper! If you listen closely, you can hear the hinges rattling on his closet door.
作者 triple_lizard
1. a gun you dumb motha fucka
2. The rabbit from Bambi
2. The rabbit from Bambi
i'm bout to get this nigga wit the thumper
I'd kill Thumper from Bambi if I saw him in the wild. Grrr!
I'd kill Thumper from Bambi if I saw him in the wild. Grrr!
作者 Denny Lamont Kordell


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ChecpusWilkins: Quiz Results
Best and Worst Bosses: Which One Are You? taken over 5 years agoThe Captain |
Are You Ready to Go Back to Work? taken almost 6 years agoYou're totally ready to go back to work |
How Assertive Are You? taken almost 6 years agoYou're Fairly Assertive |
Rate Your Boss taken almost 6 years agoYour boss is Doing Well |
Checpus Wilkins
- Location:
- Warner Robins, GA
- Service:
- Government | Federal
- Status:
- Early Career (0-5 years)
ChecpusWilkins: Activity
ChecpusWilkins: References
- Hobbies:
- Traveling, Motorcycle
- Favorite Movies:
- Gone in 60 seconds,Rocky, Rambo
- Favorite TV Shows:
- Burn Notice, Monk,SVU
- Favorite Music:
- All Music,
Comment Wall
Add ChecpusWilkins as a friend to write on their Comment Wall.
you stay on this site don't you?????? lol
Thanks for the welcome. Happy New Year to you as well.
Hello! Checpus how are you today? Just stopped by to say helloooooooooooo
Hey Checpus:
Nice to meet you. My dad was career Air Force, and flew B-52s out of Warner Robins AFB. I was born there! -
Thank - You, for choosing me as your friend, I am a former U.S.M.C. vet ( 75-79) , drafted in "71" U.S.A. Vietnam.
Thanks for the add. Happy New Year to you as well Brother. Take care.
thanks to you for choosing me among your friends
Hi Checpus - Great to meet you! Thanks for serving our country! My brother is in the Air Force, too - he's stationed at Whiteman AFB in MO right now. Hope you're having a great week!
Good Morning,
How is the weather in Georgia? I'm having to look forward to cold, ice and snow. I hate it! My dad was from Georgia and I wish he'd kept us down there. All my kids and grandkids are here now so I guess I'm stuck. Do you know any good handsome men [black] that are my age? [smile]Have a blessed day and enjoy life sweetie. Trust in the Lord with all your heart.
Thank you for the invite, I look forward to talking with you. I hope you have had a great holiday.
Thank You. It is find other people from Buffalo.
I lived in Niagara,Falls! and I'm in Texas now. I have twing boys and they love motorcycles too. They been riding "dirt bikes" I have A&P license and worked at Kelly in the C-17 program for Boeing. Looks like we have some commun points and we may can exchange inf.
I am from Western New York also.
Hey ChecpusWilkins, Happy New Year hope the weather be good when I make that trip to your state. I'm a Carolina girl would not trade it for the world but a job is another story!
Happy New Year!


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Once football season ends the Tivo gets working double duty, catching up with many of the shows I missed. Wondering what everyone's favorite shows are that they cant miss or tivo all the time. Am I the only one that hardly watches anything on regular tv stations? Whats your top shows? Shameless Californication American Idol X Factor Voice Walking Dead Breaking Bad Homeland Dexter Boardwalk Empire Criminal Minds Just throwing out a few, whats your favorites
Make post sticky on:
Right now the likes of my favorites would include: (in no particular order) Hardcore Pawn Restaurant Impossible Chopped 2 Broke Girls Mike & Molly The Voice/X Factor Nashville Family Guy Shark Tank (I'm In!!!)
Spooky...you've been chopped. Judges?
What the heck is chopped?
Only the food network's #1 show.
Sons of Anarchy It's Always Sunny In Philly Boardwalk Empire Ultimate Fighter The League Kitchen Nightmares Tosh.0 Top Chef
Sons Of Anarchy Dexter Walking Dead Shameless Boardwalk Empire Jumped the shark this season.... Just finished season 1 of Breaking bad has potential, will be watching it with everything going to re-runs the next week or so
Person of Interest is the only show I currently watch every week... Rudolph is on tonight at 8 for all of us with kids!!!!
Can't watch 10:00 shows any more since my daughter started middle school this year and has to be at school at 7:20 every morning..really has thrown a wrench into the sleeping pattern and just can't stay up as late any more with that alarm kicking in every morning....Ugh! So now I'm just an old fart reading in bed from 10 until I fall asleep - LOL Used to like Law & Order SVU and Castle....
American Idol? Seriously? C'mon Marc... Sons of Anarchy Justified Walking Dead You said three.....
Scott....I wasnt giving my opinion. Meant to just throw out some shows asking for opinions. I havent listed my Top 3 yet.
Chopped The Walking Dead The Big Bang Theory Duck Dynasty Swamp People Kitchen Nightmares Hardcore Pawn Dead Files Mobsters
For now I am a big fan of these shows. Shameless The Walking Dead Mysteries at the Museum Off Limits Californication Boardwalk Empire Lots of the Bio channel shows, Mobsters etc Waiting to check out Breaking Bad and Homeland before making a determination


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Showing 1-24 of 209 items found in Outdoors & Play
- Sort by:
Oak Meadows Golf & Banquet
Professional caliber 18-hole golf course. Banquets/meetings up to 400 year-round. Four distinct rooms for meetings, seminars or receptions. Accessible from O'Hare Airport and major expressways.
Raging Buffalo Snowboard Park
World's first exclusive snowboard area, USASA regional event location, state of the art snowmaking system.
Golf Club of Illinois
Hailed by Golf Digest as "The best example of target golf yet built," the Golf Club includes pot bunkers, double greens, fescue-covered mounds and water hazards.
Fox River Trail
Located in Algonquin only 30 short miles west of downtown Chicago is where you will find the Fox River Trail. This medium level trail hugs the Fox River between Aurora and Algonquin. The trail travels along the routes of historic railroad lines and crosses six bridges along the way while it changes surfaces between concrete, asphalt and crushed stone on its way through charming towns such as Carpentersville, Elgin and West Dundee.
Antioch Bowling Lanes
Antioch Bowl is back with 28 premier Brunswick Synthetic Prolanes, AMF's Elite scoring system, and good folk in great leagues. Birthday parties, arcade games, cosmic bowling and Quick Strike snack shop.
C.J. Smith Resort
For 84 years, C. J. Smith Resort has provided everything needed to enjoy a day of fishing and boating on the beautiful Chain O' Lakes in northern Illinois. C. J. Smith Resort is a family owned and operated business since 1929. We believe in providing exceptional service and reasonable prices to our valued customers and guests.
Lake Arlington
Sail boating, Memorial Day through Labor Day, and weekends in September and October. Includes boat rentals (sailboat and paddleboat), 2 mile bike/walk path, picnic area, and playground.
CITY:Arlington Heights
Arlington Lakes Golf Club
The challenging 18-hole layout spans 90 acres of superbly manicured fairways and greens with 14 beautiful lakes to negotiate during a round. Features clubhouse, snack bar area, pro shop, and patio area.
CITY:Arlington Heights
Nickol Knoll Golf Course
Large bentgrass tees and greens give this fun layout a big course feel. Several shots from elevated tees provide a beautiful view of the area. Features pro-shop, snack bar and club house.
CITY:Arlington Heights
Jaynesway Farms (Bartlett)
A complete equestrian center offering English & Western riding lessons, boarding trail rides, pony rides, hayrides, carriages rides and barnyard zoo. Heated indoor arena.
Villa Olivia Country Club Ski Area
Villa Olivia is a public facility. Slope ticket required to access ski and snowboard activities including 7 runs, quad chair lift and 6 rope tows. Villa Olivia has skiwee for kids 4-9 years old, snow tubing, ski, dining, golf, lessons, snowboarding, sleigh rides.
Bartlett HIlls Golf Course
This 18-hole course features a practice range, pro shop, snack shop and banquet facilities.
Apple Orchard Golf Course
Apple Orchard is a par 27, nine-hole course with a pro shop and snack bar.
Villa Olivia Country Club
This Killian/Nugent-designed course features five water holes. An Olympic-size pool is available for free to golfers, along with sand volleyball, tennis, a softball area and more.
Greenshire Golf Course
A well-maintained par 27-layout, with holes ranging between 100 and 210 yards. With the course length being 1,265 yards, Greenshire will test the best of golfer's short game and provides a course for all skill levels to enjoy. The ability to play a round in less than 1.5 hours offers experienced players an alternative to the driving range. Comprehensive instruction from PGA professionals, ladies leagues and exciting events are also offered. Located just north of Waukegan in Beach Park, this course offers everyone, from the novice golfer to even the most accomplished golfer, a real short-game challenge. Open seasonally.
CITY:Beach Park
ThunderHawk Golf Club
This public golf facility, designed by Robert Trent Jones, Jr., is one of the most challenging courses in the Chicago area. This 18-hole, par 72 c golf course is nestled on 241 acres of beautiful forest, marsh and prairie. This is the first public course in the United States to achieve Audubon Signature Sanctuary certification. Banquet facilities are available to accommodate a wide range of group sizes from small private outings to a full-course tournament. Golfers can spot bluebirds while playing one of the hottest courses in the Chicago area. Driving Range also available.
CITY:Beach Park
White Pines Golf Club & Banquets
A local favorite since 1928, White Pines is conveniently located minutes from O'Hare, and its two year-round 18-hole courses are situated on 240 beautiful acres. Banquet facilities are perfect for golf outings, weddings, business or social events, large and small.
Bensenville Park District
DuPage County, Chicago's Western Suburbs - Ten minutes from O'Hare, Bensenville Park District offers everything for your leisure, fitness & banquet needs. From the outstanding White Pines Golf Club to the award-winning Deer Grove Water Park, come and enjoy a variety of activities, parks & events.
The Arboretum Club
This beautiful 30,000-square-foot clubhouse features an upscale restaurant with patio seating and 18 holes of championship golf.
CITY:Buffalo Grove
Xtreme Trampolines
Trampolines on steriods!! This giant warehouse is filled with commercial grade trampolines that are connected together. Play trampoline basketball, trampoline dodgeball and land in a huge foam pit. Kids of all ages love the fun and completely forget that they are getting exercise. Check out this exciting concept online for more pictures and videos.
CITY:Buffalo Grove
Garfield Farm
Discover 19th century farming, food production and native Illinois prairie at this 1840's farm. Seminars on prairie, woodlands, wetlands management: bat, blue bird box construction and tree grafting are available.
CITY:Campton Hills


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Directions to The McKenzie Arena
A new floor was installed at the beginning of the |
The Roundhouse from above. Photo by Butch Johnson (Chattanooga's Eye in the Sky) |
Main entrance outside the arena. |
11,221 fans cheering on the Mocs at the men's game |
The 210,000-square-foot, $15.5 million multipurpose complex is home to the University of Tennessee at Chattanooga's basketball teams. It also houses UTC's wrestling practice area, training room, athletic administrative offices, coaches offices and locker rooms for football, wrestling and men's and women's basketball.
The Arena was renamed The McKenzie Arena on Feb. 21, 2000 after a generous donation from supporters Toby McKenzie and Brenda Lawson of Cleveland, Tenn. The Arena's longtime nickname "The Roundhouse" came about because of the facility's round shape, but also because of the railroad tradition in the city. The building that housed the mechanism to turn locomotives around when it reached the terminal was known as the roundhouse.
The 10,928-seat Arena has two state-of-the-art video boards that enhance the fan experience at every men's and women's basketball home game. Expanded courtside seating and the "Gold Circle" provide fans with an excellent vantage to catch all of the action on the court.
The Arena has also supplied some major entertainment acts for the city of Chattanooga. In addition to ice shows, rodeos and circuses, the Arena has also set a stage for such performers as Elton John, Barry Manilow, Cher, Billy Joel and Alabama. Kenny Rogers was the building's first event, performing for a crowd of 12,000 on Oct. 8, 1982.
The Arena's most recent events have been concerts by Aerosmith, the Red Hot Chili Peppers and Shania Twain, Maroon 5, Carrie Underwood and many other national acts.
McKenzie Arena will serve as the host location for the Southern Conference Men's and Women's Basketball Tournaments in March 2011. It is the third time in the last seven seasons the Mocs have hosted the conference tournament, including 2005 and 2009.
Men's Basketball has a Rich Tradition in the McKenzie Arena
The University of Tennessee's men's basketball team came down from Knoxville to open the Arena on Dec. 1, 1982. A sellout crowd of 11,218 was on hand out to watch the Vols defeat the Mocs 56-49. The game turned out to be a showdown of two future NBA players. Tennessee's Dale Ellis led the Vols with 17 points, while UTC's Gerald Wilkins paced his squad with a game-high 20 points.
The Mocs have compiled an overall record of 338-85 in home games at the Arena, a winning percentage of .799. Throughout its history, McKenzie Arena has seen crowds average around the 5,000-range for its 423 Mocs games. Chattanooga has topped the 10,000-mark 11 times, including a sellout of 11,221 against Tennessee on Dec. 4, 2007.
Defending National Champion North Carolina also visited the UTC Arena during the 1982-83 season. The Tar Heels, who boasted such players as Brad Daugherty, Sam Perkins and a sophomore named Michael Jordan, managed a seven-point victory, 73-66. UTC's Willie White, who would also go on to play professionally, netted 26 points. Jordan finished with 27 points.
The Arena has had many other future NBA stars on its court, including current NBA players Stephen Curry (Davidson), Kevin Martin (Western Carolina), Derrick Favors and Gani Lawal (Georgia Tech) and Jason Smith (Colorado State). The NBA's Atlanta Hawks have held their mini-camp in the Arena for two summers.
10,000+ Men's Basketball Crowds at The McKenzie Arena
Dec. 4, 2007
Dec. 1, 1982
Dec. 21, 1982
North Carolina
Dec. 3, 1994
Feb. 15, 1992
East Tennessee State
Feb. 16, 1987
Feb. 4, 1984
Feb. 22, 1996
Feb. 5, 1994
East Tennessee State
March 14, 1984
Jan. 21, 1991
East Tennessee State
Lady Mocs Dominance in the McKenzie Arena
The first game for the Lady Mocs in McKenzie Arena was an 88-81 win over Clemson on Feb. 13, 1984. Overall, UTC has posted an amazing 158-33 (.827) record in the Roundhouse. Even more impressive is the .860 winning percentage (135-22) posted by the Lady Mocs during the 12 years of the Wes Moore era.
Chattanooga women's basketball started playing all of its home games in the arena in the 1998-99 season. Since then they have had crowds of 4,000+ seven times, including a school-record 10,051 against Tennessee on Nov. 19, 2004.
The Lady Mocs have led the Southern Conference in average home attendance each year since moving to the McKenzie Arena. In 2009-10, they averaged 2,043 fans per game, over 1,000 more than the next closest SoCon school.
The McKenzie Arena has twice hosted the first and second rounds of the NCAA Women's Basketball Tournament. The Lady Mocs knocked off Rutgers in the first round of the 2004 tournament on their home floor. Over 6,000 fans saw one of the biggest wins in school history and Chattanooga also served as a host site for the 2009 tournament.
4,000+ Women's Basketball Crowds at the McKenzie Arena
Date | Attendance | Opponent | Result |
Nov. 19, 2004 | 10,051 | Tennessee | L, 34-68 |
Nov. 16, 2001 | 9,113 | Tennessee | L, 57-97 |
March 22, 2004 | 7,541 | Vanderbilt | L, 44-60 |
Nov. 21, 2008 | 7,008 | Tennessee | L, 63-66 |
March 20, 2004 | 6,391 | Rutgers | W, 74-69 |
Nov. 22, 2002 | 4,073 | Georgia | L, 58-79 |
Nov. 19, 2009 | 4,004 | Georgia | L, 57-74 |


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Pine-Sol® Sparkling Wave®
- Powerfully cleans
- Deodorizes and has a clean, fresh scent
- Cuts through tough grease, grime & dirt
4x Cleaning Action®
Bring the scent of the seaside — sans the sand — to your bedrooms, bathrooms or hallways. Pine-Sol® Sparkling Wave® cleaning agent deodorizes as it cuts grease, grime and dirt, leaving a shiny "just cleaned" surface and refreshing scent.
Directions for Use
General Cleaning and Deodorizing: Use ¼ cup per gallon of water. No rinsing required except on rubber or asphalt tile. For tough jobs, use full strength and rinse immediately. For no-wax floors, only use diluted and rinse.*
Toilet Bowls: Pour ½ cup in the bowl and brush thoroughly, including under the rim.
Laundry: Rub in full-strength on grease spots or heavily soiled areas before washing. For extra cleaning and deodorizing power, add ½ cup to load. Use only on white or colorfast fabrics.
*Do not use on marble, aluminum, or wood that is unfinished, unsealed, unpainted, waxed, oiled or worn.
Overall Product Rating
Value TipOne Cleaner Many Uses
With Pine-Sol®, you only need one cleaner. You could spend a fortune on different cleaners
View All Tips


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From: | Matthew Dillon <dillon@xxxxxxxxxxxxxxxxxxxxxxx> |
Date: | Sun, 20 Jul 2003 22:50:28 -0700 (PDT) |
dillon 2003/07/20 22:50:28 PDT Modified files: sys/dev/ciss ciss.c Log: DEV messaging stage 1/4: Rearrange struct cdevsw and add a message port and auto-queueing mask. The mask will tell us which message functions can be safely queued to another thread and which still need to run in the context of the caller. Primary configuration fields (name, cmaj, flags, port, autoq mask) are now at the head of the structure. Function vectors, which may eventually go away, are at the end. The port and autoq fields are non-functional in this stage. The old BDEV device major number support has also been removed from cdevsw, and code has been added to translate the bootdev passed from the boot code (the boot code has always passed the now defunct block device major numbers and we obviously need to keep that compatibility intact). Revision Changes Path 1.3 +8 -3 src/sys/dev/ciss/ciss.c


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Filter Reviews:
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KOA stands out from our competitors in many ways.
- We're Everywhere
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Shelby / Mansfield KOA
6787 Baker 47
Shelby, OH 44875
Reserve: 888-562-5607
Info: 419-347-1392
- Get Directions
Please check shelbymansfieldkoa.com for directions from major cities in Ohio. From Mansfield: West on US 30, then right (north) 8 miles on SR 598, cross SR 39, then left onto Baker 47, go 2 miles and cross SR 98, go 1-1/2 miles on right. From Shelby: West on SR 39, at junction of SR 39 & SR 96, on west side, stay right on SR 39 for 2 miles, right onto Baker 47 for 4 miles. GPS: N40.94861, W82.74323
Get Google Directions
Google maps works perfectly, do not use mapquest or your Garmin, they will take you to the wrong Baker Rd.


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Welcome. We are Preng & Associates, and for more than three decades, we have earned our reputation as the world's most accomplished executive search firm specializing in meeting the unique management leadership requirements of the energy and natural resources industries.
Working from offices in Houston, London, and Moscow, our consultants possess global search expertise, comprehensive industry knowledge and experience, a commitment to service and a dedication to deliver consistently exceptional executive recruiting results across the energy value chain. We thank you for visiting and invite you to learn more about our global recruiting capabilities.
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As a software developer, I'd like to see benchmarked on Linux with various configurations:
1. Performance for different programming languages. Java, Perl, Ruby, Python, PHP on different kernels/CPUs.
2. Performance for databases- PostgreSQL, mysql, sqlite, maybe some no-SQL stuff (Cassandra? MongoDB?), maybe some commercial ones like Oracle/Sybase (oh, I think EULA says you cannot publish their benchmarks. That's too bad. In my opinion most of them suck anyway).
3. Performance for application servers- various implementations of J2EE- Tomcat, Jboss, Glassfish, messaging- ActiveMQ, HornetQ, any other major implementations. Test Python/PHP application servers/frameworks.
4. Performance for development tools. Build times with maven/ant, C/C++ make, some benchmarks for IDEs like Eclipse/Netbeans/whatever people are using for C++ or other languages these days.
I know that's a lot to ask for, but as a developer doing Serious Stuff, these would be much more interesting to me than FPS in some game or performance of Jack the ripper. And other technical readers of your website would probably be more interested in those as well.


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REVIEW: Sin City: A Dame To Kill For
What a fun movie to watch- the coolest actioner of the summer and maybe of the year!! So so stylish, interspersing the black and white film noir effect with splashes of brilliant color- making the film and the pulpy violence comic booky and thus more entertaining than gruesome , though some of the violence is pretty hardcore. Not for the kids at all. This one is a very hard R with lots of violence and nudity.
Bruce Willis returns as the ghost watching over his beloved stripper Nancy, again played by Jessica Alba who remains a PG-type stripper. Think "Maxim" , though I think they even show more. But what a money shot she has at the end!!!
Mickey Rourke opens the film , returning as Marv, who gets his revenge on trust-fund college kids who set homeless people afire just for kicks. You don't want to piss off Marv !!!
Joseph Gordon-Levitt joins the cast as a young card shark who humiliates the sinister Senator Roark, played by the returning Powers Boothe.
Also returning: Rosario Dawson and Jamie King.
Among the newcomers with the biggest roles in the film: Josh Brolin and a mostly naked Eva Green (she made her film debut nude in the 2003 film "The Dreamers" with her most well-known roles in "Casino Royale", "300: Rising" and "Dark Shadows). What a hot couple- and she's the film standout as the ultimate femme fatale, who also seduces a police detective, played by Christopher Meloni . Jeremy Piven is his partner.
Ray Liotta and Juno Temple have a brief but very fun tryst that doesn't end well. Lady Gaga has an even briefer but well-played role as a sexy waitress.
The only real waste: the 3-D. And those glasses are so annoying to wear, not to mention the extra cost.
I loved this film – it's one of the few you must must must see on the big screen.
4 stars


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Lee seeking elusive win No. 11 vs. Nicasio, Rox
Phils' lefty hasn't won in last five starts dating back to July 5
It may seem like a modest achievement, but reaching the .500 mark more than halfway through a 10-game road trip would qualify as an improvement for a Rockies club that has struggled mightily away from Coors Field.
The Rockies will try to move to 3-3 and secure a series split in Game 3 of a four-game set against the Phillies at Citizens Bank Park on Wednesday night.
But making it to .500 on this trip after snapping a three-game losing streak with a 5-3 win over the Phillies on Tuesday night surely won't come easy against Phillies ace Cliff Lee (10-6, 3.19 ERA).
Lee hasn't quite matched his typical dominance of late, allowing at least three runs in his last seven starts. In a 4-0 loss to the Dodgers on Friday, he gave up three runs -- two coming on a Hanley Ramirez homer -- and five hits in eight innings, striking out six.
The Phillies scored eight runs in the first two games of the series, a sharp turnaround for a club that failed to score a run in its first two games under interim manager Ryne Sandberg.
Sandberg's willingness to shake up his lineup has paid early dividends. Catcher Carlos Ruiz made just his fourth career start in the No. 2 spot on Tuesday. He didn't get a hit but did score off a walk the day after he homered and doubled from that unfamiliar spot.
"My lineups are day to day with the way the game goes, and adjust from there," said Sandberg, who is 2-3 since taking over for Charlie Manuel. "Ruiz, for instance, I like his ability to use the whole field. He has a good right-center stroke when he's right. So I think it's a spot right now that's conducive to, with his swing, to help himself with his stroke and to help the team."
Philadelphia will attempt to keep its offense rolling against Juan Nicasio (7-6, 4.94), one of the most unpredictable arms in Colorado's rotation. In seven starts since returning from a short stay with Triple-A Colorado Springs in early July, Nicasio has allowed two earned runs or fewer four times.
But in those three other starts, he's looked like an entirely different pitcher, going 0-2 with a 9.64 ERA. Nicasio was steady in a 6-3 victory over the Orioles to open the 10-game trip, allowing two runs in six innings.
"I concentrated on making a good pitch and keeping my fastball down in the zone," Nicasio said following his last start.
Rockies: Tulo returning to usual offensive form
For the second consecutive night on Tuesday, Rockies shortstop Troy Tulowitzki belted a homer into the left-field seats at Citizens Bank Park.
It extended his hitting streak to seven games, in which he's hitting .407 with five RBIs, three doubles and those two homers. The hot streak snapped an extensive offensive slump for Tulowitzki that dated to July 11, when he returned to the lineup less than a month after breaking a right rib and battling lingering pain from it.
Over that slump, Tulowitzki hit just .205, driving in 11 runs and launching four home runs in 27 games.
Phillies: Finally secure a save
For a team that's struggled so mightily in the second half, Monday's victory allowed Phillies closer Jonathan Papelbon to earn his first save in more than five weeks.
Though the Phillies, 7-22 since the All-Star break, couldn't pick up a third straight win on Tuesday, their 5-4 win in the series opener gave them back-to-back wins for the first time since July 19. And that win granted Philadelphia its first save since July 11, ending a 30-game save-less stretch.
It was the longest such stretch since 1973, when the Phillies went a franchise record 32 games without a save.
Worth noting
• Lee's last start against the Rockies came on Sept. 7, 2012, when he picked up a no-decision after allowing two runs in 6 1/3 innings with seven strikeouts. Lee is 1-1 with a 2.33 ERA in three career starts against Colorado.
• Rockies first baseman Todd Helton, who turned 40 on Tuesday, is a career .351 hitter against the Phillies with 25 doubles, 17 homers and 63 RBIs in 90 career games.
• Left-handed batters are hitting just .228 off Nicasio this year. The right-hander has a slightly lower career average against lefties than righties.
Ian McCue is an associate reporter for MLB.com. This story was not subject to the approval of Major League Baseball or its clubs.