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GE Profile 7.0 cu. ft. Stainless Steel Capacity Electric Dryer with Steam & SensorDry Plus
The GE Profile offers steam for less, and de-creased our cotton dress shirt best, making it our runner-up for best steam dryer. Plus, this unit is one of the few that can accommodate both large and small steam loads. The dryer offers a useful readout that estimates how much time is left in the dryer cycle. GEappliances.com.
Steam Cycle: Yes
Color: White
Manufacturer's Warranty: One year parts and labor
*All dryers come in gas and electric versions; we list the model number and price for the type and color we tested. Performance is comparable across types.
Reviewed: May 2011
Price When Reviewed: $749.00
- Dried our bulky load quickly and evenly
- Good wrinkle removal
- Control panel is easy to use and read
- Wide opening gives easy access to the drum
- Clothing did not tangle during dry cycle in medium load
- Offers steam at a very affordable price
- Owner's manual is thorough and informative
- Helpful customer service
- Lint filter is small and flimsy
- Items twisted and balled some in our large load
- Customer service was slow to respond
What do you think?
Krups 4-Slice Belgian Waffle Maker #F654-75
Although the Krups wasn't able to produce crisp waffles from a mix, it made nicely crisp waffles from scratch and was the most consistent...
Hamilton Beach Mess Free Belgian Style Waffle Maker #26041
Hamilton Beach's Mess Free Belgian Style Waffle Maker makes one round waffle that can be split into eight individual waffle sticks.
Proctor Silex Large Belgian Waffle Maker #26016A
This attractive Belgian Waffle Maker bakes four decently sized square waffles, so you can have breakfast for two ready in just one go.
Waring Pro Belgian Waffle Maker #WMK250SQ
The rotating Belgian Waffle Maker from Waring Pro churns out breakfast in as little as two minutes' time, making it one of the fastest...
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New York City :
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Event Production Company in Peekskill, NY seeks one or more Ice Carver/ Fruit and Vegetable Carver. Qualified candidates are self-motivated team players with a great work ethic that can multi-task and be flexible in a fast-paced working environment. Chefs, tattoo artists and any artists with these skills encouraged to apply. You will be responsible for working with a team of builders and ...
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Peekskill - Marketing & PR
Sanctum Sales LLC is looking for a forward thinking, progressive, and innovative sales individual that understand what it means to make a difference in peoples lives. We are a highly energized sales organization that contracts with early stage start up companies with products that change peoples lives forever. We need and individuals that are passionate about life and understand that hard ...
May 30 -
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New York - Sales & biz dev
Magazine Model Casting Calls 2015
Project Couture Magazine and Out Next Magazine
High Fashion Male and Female Model Casting Calls 2015
The International Beauty Movement will be releasing two new online upscale fashion model magazines in April 2015, and they are entitled "Project Couture Magazine" and "Out Next Magazine."
These two new magazines will be dedicated to upscale female and ...
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Dubai Speedboat Palm Jumeirah Cruise
- 2-hour speedboat cruise around Dubai's spectacular Palm Jumeirah
- Hold on tight as your boat cuts through the waters of the Persian Gulf
- Admire the Palm and take photos of the soaring Atlantis The Palm and Burj Al-Arab hotels
- Cruise towards The World, the artificial archipelago shaped like a map of the globe
- Help yourself to complimentary water and sodas while on board
- Choose a morning, afternoon or evening cruise to suit your schedule
- Small-group cruise with a maximum of six people ensures a personalized experience
Recent Photos of This Tour
The Dubai MarinaPhoto by: Petru Rosenthorn
Sweden, 04 2015
Atlantis HotelPhoto by: Petru Rosenthorn
Sweden, 04 2015
Crown PrincePhoto by: Petru Rosenthorn
Sweden, 04 2015
JetskiPhoto by: Petru Rosenthorn
Sweden, 04 2015
Burj Al Arab, AtlantisPhoto by: Petru Rosenthorn
Sweden, 04 2015
Burj Al ArabPhoto by: Petru Rosenthorn
Sweden, 04 2015
Burj Al ArabPhoto by: Petru Rosenthorn
Sweden, 04 2015
What You Can Expect
Hop aboard and enjoy the views over the skyscrapers as your boat leaves the Marina for the Persian Gulf. Feel the coastal breezes as the aptly named Sea Breeze picks up speed — it can reach over 40 miles (64km) per hour, so it's an exhilarating feeling!
As you cruise, enjoy unlimited complimentary water and sodas. Then, watch as the Palm Jumeirah comes into view. The incredible man-made archipelago is designed to resemble a palm tree and is home to exclusive villas and hotels that look out over the water's edge.
Zoom around the Palm and have your camera ready as you approach its outermost point, where the Atlantis The Palm rises high into the sky. Take snaps of this spectacular hotel, known by many as the Palm's showpiece building.
Then, your boat turns eastward to see The World, a collection of man-made sand islets shaped to resemble a map of the globe. Admire the archipelago, which is still unfinished, and identify the countries and continents the islands represent before your boat turns around and heads back.
On your return, your captain will slow your boat as you approach the Burj Al-Arab. This sail-shaped hotel is an icon of Dubai and another essential snap for your photo album.
After time to admire this magnificent building, cruise back around the Palm and moor at the marina. Your experience ends with a drop-off at your hotel.
Customer Reviews
June 2015
Really enjoyed the time on the boat. They stopped, let us swim and we still got to see everything we wanted. Great cruise and really great guides!
June 2015


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Exclusive Memoir
In Memoriam: Liam McGee
Part One of an exclusive two-part memoir written before McGee's untimely death in February.
In the wake of the Great Recession, it's tempting to think that the surviving banks and other financial service companies have gotten a severe wake-up call.
Surely they've become very different companies now. They must have overhauled their controls and their strategies to prevent themselves from carrying so much risk in the future.
I'm hopeful that things have changed, but my own experiences have sobered me on this point. Organizational overhaul is possible, but it is difficult.
When I became CEO of The Hartford in October 2009, soon after the company nearly collapsed, I was struck by the organization's resistance to major change. I didn't find a sense of urgency.
We ultimately succeeded in restoring the company's strength, and it is now well positioned for future growth. But it was much more challenging than I expected.
Good Intentions Gone Bad
Founded in 1810, The Hartford Financial Services Group was one of the largest property and casualty insurers in the United States in the 1990s. That's when the managers in the company's small life insurance business started offering variable annuities.
Let's start with how The Hartford got in such a mess.
Their initial success in this new product category led to a major push, to the point where the company became an industry leader and a stock market darling. But as the annuity marketplace became crowded, the company tried to maintain its growth with riskier products and expansion to overseas markets, supported in turn by a riskier investment portfolio.
The financial crisis of 2008 brought this all to an end, and the stock price fell from $100 all the way to the low single digits. Only a $3.4 billion capital infusion from the federal government's Troubled Asset Relief Program, coupled with $2.5 billion in crisis capital from the big European insurer Allianz, kept the company going.
From the outside, the turnaround of The Hartford might look pretty simple. In the short term, we got a lift from the recovery in the financial markets.
We also had a successful capital raise in March 2010. That allowed us to pay off TARP and gain breathing room to work on the underlying problem. (We paid off Allianz a year later.)
We then determined that the company's balance sheet was simply not big enough to absorb the risk in the annuity business, so we stopped issuing new policies. The remaining life-related activities were not strong enough to survive on their own, so we sold those off to better-capitalized companies that specialized in those areas.
We refocused around our historic expertise in property and casualty insurance, which had languished during the run-up in annuities. The company is now in a solid capital position, with much better risk-management capabilities and a more collaborative senior executive team. It's poised for sustained growth.
Rule of thumb: Financial services firms are just not equipped to handle revenues rising much faster than the rate of GDP growth.
Like other financial services companies that sank in 2008, however, the story is more complicated. Let's start with how The Hartford got in such a mess.
It had lots of smart, talented people who understood risk. The people in variable annuities started off doing just what they were supposed to do: exploring opportunities. When the product became a hit, they understandably built up a process to ramp up sales domestically.
Then they went overseas, including a decision to enter Japan without hedging the currency risk. Executives in headquarters, delighted at the profitable growth, encouraged them, while investors cheered.
Prompted by The Hartford's successes, competitors entered the markets and offered even riskier annuity products. It was the same story that played out elsewhere in the run-up to the financial crisis, with subprime lending, collateralized debt obligations and other financial innovations that got out of hand.
Soon, the company was growing faster than it could add infrastructure to support the added size. It didn't keep up with risk management and technology platforms in the life business, because all the spare capital went directly into new annuity programs.
Rule of thumb: Financial services firms are just not equipped to handle revenues rising much faster than the rate of GDP growth.
The complexity was the biggest challenge, as The Hartford was suddenly a multi-line business, not a P&C-dominated company with a few smaller operations.
Each division was watching over its own risk in the narrow sense, but management did not develop a strong risk management function at the corporate level. It couldn't aggregate the risks from the separate divisions.
Meanwhile the rapid growth in the company's annuity and other life businesses meant that the company had to build up its investment portfolio quickly. It had a lot of liquidity to invest.
But the investment management division's incentives were geared to maximize return, not to balance risk versus reward. The division lacked the tools to properly assess the risk it was taking or to see how it correlated to risks embedded in the annuity products that were being sold.
Like a sales force rewarded for gross revenue, not profitability, the managers didn't fully factor risk into their investments. As a result, like many investors, they went after riskier assets, especially securities backed by commercial and residential real estate — right before the real estate market crashed.
The Hartford's organization was inevitably influenced by the mood in financial services generally. People were dazzled by complex new packages of securities that managed risk in creative new ways. So the real estate bubble didn't bother The Hartford's executives as much as it should have. They tolerated more risk than they would have otherwise.
When one of your businesses is thriving, it's hard for anyone at headquarters to tell it what to do.
Still, there were certainly smart people who understood that The Hartford had bitten off more than it could chew. In 2007, the company decided not to match competitors that were adding even riskier elements to their variable annuities. And well before the crash, some executives were urging the company to cease selling annuities or to sell the life business to a better-capitalized rival.
But decisions were deferred by leaders who understandably couldn't give up on the money machine. When the company finally accepted the seriousness of the situation, the economy tanked.
It's easy to blame headquarters for failing to assess risk at the corporate level. But you have to remember that throughout its history, The Hartford had had a fairly narrow product line.
When one of your businesses is growing fast, you want to put your resources first into supporting that business directly. That leaves less time and energy to put into setting up new resources at the corporate level. Assessing aggregate risk is a complex undertaking that requires sophisticated tools and staff.
It's a political as well as a resource challenge. When one of your businesses is thriving, it's hard for anyone at headquarters to tell it what to do. And traditionally, the business unit CFOs had much more power than their corporate counterpart, who was more of an adviser than a boss.
After all, even larger insurance companies had trouble understanding their risk as they diversified. When AIG got in trouble in 2008 because of its complex financial products, regulators struggled to capture the total risk and calculate how much capital the company needed to regain its footing.
For headquarters, allowing a successful product line to keep expanding is one kind of decision, a pretty easy one. But reining in that same product line because of risk on the corporate level is a much harder decision that inevitably invites pushback from the managers whose bonuses depend on the business.
Insurance involves long time horizons, so people like to deliberate and study a problem carefully. You can always find a relevant issue to justify a delay. Combine that with a headquarters staff less powerful than the businesses it's supposed to oversee, and you inevitably end up with a kind of "states-rights" mentality that refrains from making tough calls.
Don't Assume You Have a Burning Platform
Turnarounds may be tough, the thinking goes, but at least people will be open to changes. They know their company is in trouble, so you'll get less of the political resistance you usually find when you push a major initiative.
That's certainly what I thought. When I was offered the CEO position in September 2009, the company was in such bad shape that I almost didn't accept.
Even with the TARP bailout to cover some of the toxic assets and buy some time, I worried that the unprofitable annuity policies, especially in Japan, would destroy the company's insurance ratings and therefore its ability to compete.
The problems were so severe, and so clear to me from the outside, that I assumed the organization shared my anxiety. I had very little background in insurance, so I figured I got the job because the directors wanted a fresh start. At least I would have a burning platform.
Boy was I wrong. Many senior executives didn't think things were so bad. They blamed the troubles on the deep recession coupled with some excesses in variable annuities. Now that they had the TARP and Allianz money, they figured they needed to make only incremental changes and just ride out the inevitable economic recovery.
After all, they had had such an impressive run of profitable growth until 2007. It was hard to give that up and fashion a new strategy. At a minimum, they argued, difficult decisions should be deferred to give the economy time to improve and rectify our situation.
The company's siloed structure also kept people from seeing the big picture. Executives could focus on their individual product lines and customer bases, rather than the macro financials.
At the same time, the size of the overall company insulated them from threats in the marketplace. How could a big, 200-year-old institution like The Hartford really be in dire straits?
People weren't outright opposed to changing the strategy. I found several plans filed away when I arrived. Almost every kind of move had been looked into. But I still remember those early meetings, where we would talk for hours about a change. And then people would want to go back and study the issue further. I wanted to move forward, but the organization didn't share the same urgency.
Start Changing Everything
The first thing I did was to focus on the immediate challenge: boosting our capital levels in order to withstand the continuing volatility in the market. As an insurer, we had strict rules in place to protect policyholders. Once we were able to raise capital, in March 2010, I was eager to focus on the strategic issues.
We formulated a rough strategy as follows. We wanted to be in businesses with growth prospects, where we could invest and increase profits. But these businesses had to generate capital over time, not consume capital. And third, they had to lower the overall market volatility for the firm.
Which businesses should we sell, in what kind of package, and when? We needed to find a buyer at a good price. And how were we going to unload the Japan albatross?
By those standards, the life business didn't make sense. The only way we could make the credible guarantees we needed for a competitive annuity business was through a much bigger boost in our capital ratios. That wasn't going to happen.
The annuities really belonged in the hands of a scale player. As for individual life insurance and other products in the life division, we didn't have a strong enough market position to expect much growth. The annuities really dominated the division.
Meanwhile, we still had a core competency in property and casualty. Parts of that business had atrophied because the company had put most of its available capital into the annuities business, but it was still performing reasonably well with a strong market position. It also came with ancillary businesses in employee benefits. So we formulated a clear strategy to return to the company's historic focus on property and casualty.
I was eager to move forward, but we couldn't, for two reasons. First, like most financial services companies in multiple businesses, the company's position was so complex and market-dependent that the structure couldn't change quickly.
Which businesses should we sell, in what kind of package, and when? We needed to find a buyer at a good price. And how were we going to unload the Japan albatross?
Second, I didn't think the existing senior team was capable of such a major shift. They had just gotten too used to the old ways, and would have difficulty with major changes.
So we set the overall direction, but we couldn't carry it out immediately. We were also hoping to get some short-term benefit from the "green shoots" of economic recovery that people were talking about in early 2010. Our mix of businesses wouldn't work in the long term, but in the short term they could improve their numbers and get us a better purchase price down the road.
Meanwhile, I realized we needed to get to work overhauling the company's culture. We needed to make the company more decisive, and make people think outside their own silos.
That latter point really came home to me when all the senior managers in the company got together to discuss the big issues. It seemed an obvious thing for a Fortune 100 company to do. But it turns out they never did.
When we held our first gathering of the top 50 or so executives, most of them didn't understand the point of it all. Many had never met their counterparts in different business lines. "What did all of this corporate talk have to do with me?"
To get everyone focused on the whole company, we launched the "One Hartford" campaign. Executive bonuses got flipped around so people couldn't get big payouts unless the company as a whole prospered. Division-level results still mattered, but the priorities were clear.
Without that foundation, people wouldn't be willing to speak out on problems that affected The Hartford as a whole. We wouldn't get the support we needed for carrying out the new strategy. We might still be able to restructure the company, but it would fall into the same kind of trap in the next recession.
We also developed significant risk management capabilities. The board established a risk committee composed of all the directors, and it convened at each quarterly board meeting. I established a chief risk officer position, reporting directly to me as CEO.
Working through an internal committee of all our senior leaders, the CRO, CFO and I established credit, market and other risk tolerances, and presented scorecards on each at every board meeting. We now understood the risks in each of our businesses and in our investment portfolio, and how those risks correlated.
Part Two of Liam McGee's account of turning around The Hartford will be published online by Risk & Insurance on Wednesday, July 15.
Risk Insider: Beaumont Vance
Risk Management Kills
It seems a noble goal of risk management to not only help an organization to survive large losses, but also to save lives. Unfortunately, human beings are not always good at judging risk, especially where death is involved. Risk management can kill you.
Of course, death by risk management is not a catchy headline.
Shark attack, however, is a great headline.
This summer the press picked up the story of two shark attacks in the same day in North Carolina. The risk managers of the world leapt into action. One news story covered one agency that is patrolling the beaches of the Carolinas with drones.
So what could possibly be wrong with pouring resources into the prevention of shark attacks?
Christopher Ingraham of the Washington Post published an excellent blog, "The animals that are most likely to kill you this summer." In it he showed the statistics from the Centers for Disease Control on death by several animals.
It turns out that, on average, one person per year is killed by a shark. Twenty people per year are killed by cows, and 52 are killed by deer (excluding car accidents!)
Unfortunately, human beings are not always good at judging risk, especially where death is involved. Risk management can kill you.
I looked, but could not find any governmental agency monitoring murderous deer via drone. In fact, it is hard to imagine someone shouting "DEER!" and hordes of people running from the park screaming and dragging their children to safety like a scene from the movie Jaws.
The truly interesting thing about Mr.Ingraham's article was how readers reacted. Most felt that he had twisted the facts and was "lying with statistics." He was not.
The reason readers felt that his statistics had to be false was because of something called cognitive bias. A cognitive bias is like a bug in a computer program, only it affects how our brain processes probabilities around outcomes where risk and reward are involved.
The specific cognitive bias involved here (there are over 200 of them) is called availability bias.
Here is how it works: If a person is asked to judge which is more likely to occur — death by shark attack or death by deer attack — their brain starts searching for memories of these events. Whichever event can be called up first is deemed as being more likely. In this case, it is almost impossible to image a murderous deer pouncing on its unexpected victim. So the brain decides quickly and subconsciously that shark attack must be the more likely event.
After the 9/11 attacks, people were bombarded with images of the planes smashing into the Twin Towers. As a result, the most available risk in their minds was a plane crash.
In order to avoid the risk of death by plane crash, many people chose to drive instead of fly. As a result, auto deaths increased by well over 3,000.
In the end, the seemingly prudent choice to drive instead of fly killed more people than the 9/11 attacks.
In other words, risk avoidance killed more people than the terrorists.
Sponsored: Lexington Insurance
Pathogens, Allergens and Globalization – Oh My!
In 2014, a particular brand of cumin was used by dozens of food manufacturers to produce everything from spice mixes, hummus and bread crumbs to seasoned beef, poultry and pork products.
Yet, unbeknownst to these manufacturers, a potentially deadly contaminant was lurking…
What followed was the largest allergy-related recall since the U.S. Food Allergen Labeling and Consumer Protection Act became law in 2006. Retailers pulled 600,000 pounds of meat off the market, as well as hundreds of other products. As of May 2015, reports of peanut contaminated cumin were still being posted by FDA.
Food manufacturing executives have long known that a product contamination event is a looming risk to their business. While pathogens remain a threat, the dramatic increase in food allergen recalls coupled with distant, global supply chains creates an even more unpredictable and perilous exposure.
Recently peanut, an allergen in cumin, has joined the increasing list of unlikely contaminants, taking its place among a growing list that includes melamine, mineral oil, Sudan red and others.
"I have seen bacterial contaminations that are more damaging to a company's finances than if a fire burnt down the entire plant."
— Nicky Alexandru, global head of Crisis Management at AIG
"An event such as the cumin contamination has a domino effect in the supply chain," said Nicky Alexandru, global head of Crisis Management at AIG, which was the first company to provide contaminated product coverage almost 30 years ago. "With an ingredient like the cumin being used in hundreds of products, the third party damages add up quickly and may bankrupt the supplier. This leaves manufacturers with no ability to recoup their losses."
"The result is that a single contaminated ingredient may cause damage on a global scale," added Robert Nevin, vice president at Lexington Insurance Company, an AIG company.
Quality and food safety professionals are able to drive product safety in their own manufacturing operations utilizing processes like kill steps and foreign material detection. But such measures are ineffective against an unexpected contaminant. "Food and beverage manufacturers are constantly challenged to anticipate and foresee unlikely sources of potential contamination leading to product recall," said Alexandru. "They understandably have more control over their own manufacturing environment but can't always predict a distant supply chain failure."
And while companies of various sizes are impacted by a contamination, small to medium size manufacturers are at particular risk. With less of a capital cushion, many of these companies could be forced out of business.
Historically, manufacturing executives were hindered in their risk mitigation efforts by a perceived inability to quantify the exposure. After all, one can't manage what one can't measure. But AIG has developed a new approach to calculate the monetary exposure for the individual analysis of the three major elements of a product contamination event: product recall and replacement, restoring a safe manufacturing environment and loss of market. With this more precise cost calculation in hand, risk managers and brokers can pursue more successful risk mitigation and management strategies.
Product Recall and Replacement
Whether the contamination is a microorganism or an allergen, the immediate steps are always the same. The affected products are identified, recalled and destroyed. New product has to be manufactured and shipped to fill the void created by the recall.
The recall and replacement element can be estimated using company data or models, such as NOVI. Most companies can estimate the maximum amount of product available in the stream of commerce at any point in time. NOVI, a free online tool provided by AIG, estimates the recall exposures associated with a contamination event.
Restore a Safe Manufacturing Environment
Once the recall is underway, concurrent resources are focused on removing the contamination from the manufacturing process, and restarting production.
"Unfortunately, this phase often results in shell-shocked managers," said Nevin. "Most contingency planning focuses on the costs associated with the recall but fail to adequately plan for cleanup and downtime."
"The losses associated with this phase can be similar to a fire or other property loss that causes the operation to shut down. The consequential financial loss is the same whether the plant is shut down due to a fire or a pathogen contamination." added Alexandru. "And then you have to factor in the clean-up costs."
Locating the source of pathogen contamination can make disinfecting a plant after a contamination event more difficult. A single microorganism living in a pipe or in a crevice can create an ongoing contamination.
"I have seen microbial contaminations that are more damaging to a company's finances than if a fire burnt down the entire plant," observed Alexandru.
Handling an allergen contamination can be more straightforward because it may be restricted to a single batch. That is, unless there is ingredient used across multiple batches and products that contains an unknown allergen, like peanut residual in cumin.
Supply chain investigation and testing associated with identifying a cross-contaminated ingredient is complicated, costly and time consuming. Again, the supplier can be rendered bankrupt leaving them unable to provide financial reimbursement to client manufacturers.
"Until companies recognize the true magnitude of the financial risk and account for each of three components of a contamination, they can't effectively protect their balance sheet. Businesses can end up buying too little or no coverage at all, and before they know it, their business is gone."
— Robert Nevin, vice president at Lexington Insurance, an AIG company
Loss of Market
While the manufacturer is focused on recall and cleanup, the world of commerce continues without them. Customers shift to new suppliers or brands, often resulting in permanent damage to the manufacturer's market share.
For manufacturers providing private label products to large retailers or grocers, the loss of a single client can be catastrophic.
"Often the customer will deem continuing the relationship as too risky and will switch to another supplier, or redistribute the business to existing suppliers" said Alexandru. "The manufacturer simply cannot find a replacement client; after all, there are a limited number of national retailers."
On the consumer front, buyers may decide to switch brands based on the negative publicity or simply shift allegiance to another product. Given the competitiveness of the food business, it's very difficult and costly to get consumers to come back.
"It's a sad fact that by the time a manufacturer completes a recall, cleans up the plant and gets the product back on the shelf, some people may be hesitant to buy it." said Nevin.
A complicating factor not always planned for by small and mid-sized companies, is publicity.
The recent incident surrounding a serious ice cream contamination forced both regulatory agencies and the manufacturer to be aggressive in remedial actions. The details of this incident and other contamination events were swiftly and highly publicized. This can be as damaging as the contamination itself and may exacerbate any or all of the three elements discussed above.
Estimating the Financial Risk May Save Your Company
"In our experience, most companies retain product contamination losses within their own balance sheet." Nevin said. "But in reality, they rarely do a thorough evaluation of the financial risk and sometimes the company simply cannot absorb the financial consequences of a contamination. Potential for loss is much greater when factoring in all three components of a contamination event."
This brief video provides a concise overview of the three elements of the product contamination event and the NOVI tool and benefits:
"Until companies recognize the true magnitude of the financial risk and account for each of three components of a contamination, they can't effectively protect their balance sheet," he said. "Businesses can end up buying too little or no coverage at all, and before they know it, their business is gone."
This article was produced by the R&I Brand Studio, a unit of the advertising department of Risk & Insurance, in collaboration with Lexington Insurance. The editorial staff of Risk & Insurance had no role in its preparation.


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You can now invite anyone to meet at your favorite Starbucks.
Limited-time feature
27 year old woman | Lake Worth, FL, USA | Seeking men 27-35 within 50 miles
I'm on the pursuit of happiness...
I'm an active person who hates a sedentary lifestyle. I love being outdoors in one of the sunniest places on earth. I love to laugh and I try not to take life too seriously. I also firmly believe life is too short to eat crappy food and to drink even crappier beers. Ice cream is my kryptonite (and it tastes better in 30 degree weather). I'm a huge Dave Matthews Band fan, so consider yourself warned. I honestly believe laughter and exercise are the best medicine, I hope to find someone who shares this belief. I try to volunteer as much as possible. Anything from preparing and delivering Thanksgiving meals to those who would otherwise go without to working with and raising money for foster children. I only run 5k's that support some sort of cause or foundation I believe in. I believe time is precious and therefore try to spend as much of it as possible around family and friends that are closest to me.
Aerobics, Running, Weights / Machines
I exercise 3-4 times per week.
I have Dogs
Delray, Sporting events, Polo, Crossfit
I love to stay active by Crossfitting 4-5 days a week after work. Reading by the pool, concerts, and being a foodie are some of my favorite things.
Z{{Cta}} {{#if HasMoreInfo}} ?{{CtaSecondary}} {{/if}}
|What she is looking for
|5'6" (167cms)
|5'10" (177cms) to 6'5" (195cms)
|Body type:
|Athletic and toned
|About average, Athletic and toned
|Blue, Brown, Grey, Green, Hazel
|Light brown
|Light brown, Dark brown, Blonde, Dark blonde
|No Way
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|Social Drinker
|Social Drinker
|Medical / Dental / Veterinary / Fitness
|No preference
|I'll tell you later
|No preference
|Never Married
|Never Married
|Have kids:
|Wants kids:
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|White / Caucasian
|White / Caucasian
|Spiritual but not religious
|Christian / Protestant
|I'll tell you later
|Bachelors degree


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"Where Fillmore County News Comes First"
Online Edition
Wednesday, July 8th, 2015
Volume ∞ Issue ∞
- 5:19:55, Jul 7th 2015 - Let's talk - What about the sports down there. Remember what happened to the stewart ... [Read More]
- 5:36:12, Jul 1st 2015 - - And on the News they show the female pitcher hits the girl up at bat. Lol668 ... [Read More]
- 2:59:22, Jun 28th 2015 - livin' the dream - 1. Ordered all federal agencies to undertake a study and make reco ... [Read More]
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Have you ever been injured while shooting off fireworks?
Natural Element Opens at Minneapolis-St. Paul International Airport
Wed, Jan 12th, 2011
Posted in State of Minnesota
Posted in State of Minnesota
MINNEAPOLIS-Natural Element has opened at the Minneapolis-St. Paul International Airport (MSP) offering organic, recycled and sustainable clothing, footwear and accessories to the traveling public.
Located at Terminal 1, Natural Element is one of the first shops of its kind to offer all eco-conscious goods in an international airport setting. The store provides a unique shopping experience with items from Minnesota and around the world made by companies that are committed to sustainable design and charitable initiatives.
Natural Element's product line includes a large selection of hand crafted jewelry made with recycled metals, conflict-free gemstones and reclaimed glass. Travelers will also find attractive one-of-a-kind handbags created from discarded leather goods as well as a vibrant array of purses made from recycled water bottles. Additionally, Natural Element carries green gifts such as hand-made vegetable-based soaps and organic children's toys for the last minuet shopper. Eco-friendly footwear, clothing and accessories are also available.
"Natural Element enhances the MSP shopping experience by giving travelers the opportunity to purchase fun, one of a kind items while supporting businesses dedicated to charitable and earth-friendly practices" said Jeff Hamiel, Executive Director of the Metropolitan Airports Commission.
Natural Element is located in Terminal 1 between security checkpoints 3 and 4 in the Airport Mall and is open 6 a.m. to 9 p.m. 7 days a week. For more information visit www.ShopsatMSP.com


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Dr. Bruce Kovan specializes in gastroenterology in Clinton Township, Michigan.
Dr. Bruce Kovan has been compared 287 times. Details of Dr. Kovan's 34 years experience as an DO, his hospital affiliation and education at Des Moines University are available on your free doctor report.
Primary Location for Dr. Kovan
37399 Garfield Rd
Suite 104
Clinton Township, MI 48036
Patient Ratings and Reviews
Dr. Bruce Kovan has an average rating of 5 stars (out of 5) with a rating of Excellent based on 2 reviews.
Have you visited Dr. Bruce Kovan? Rate you experience below.
Board Certification, Specialty and Expertise
Dr. Bruce Kovan has been identified as specializing in Gastroenterology.
Accepted Insurance
Insurance plans and networks accepted by a doctor are not necessarily universal across all locations at which the doctor practices. This can be affected by many factors such as different group practices, hospital affiliations and working arrangements at those locations. Checking that the doctor you are visiting and the facility they are at are in-network providers for your insurance plan can save you money and headaches later from surprise medical bills.
Dr. Bruce Kovan accepts the following plans at 37399 Garfield Rd, Clinton Township, MI
- Blue Cross Blue Shield of Michigan
- United Healthcare
- Health Alliance Plan of Michigan
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Hospital Affiliation
A hospital affiliation covers any doctor who has an affiliation, association or admitting privilege with a hospital. A doctor's particular affiliation to a specific hospital can translate to the overall quality of that provider.
Dr. Kovan is affiliated with 1 hospital:
13355 E 10 Mile Rd
Warren, Michigan
Dr. Kovan attended medical school at Des Moines University College of Osteopathic Medicine and Health Sciences and graduated in 1981 having 34 years experience.
While there is no proven correlation between the quality of one's educational institution and the quality of one's professional competence, it is often an indicator. Medical schools have various levels of selectivity (some are harder to get into than others), and both the quality of their clinical training and level of research are measured. Additional medical training in both residency and fellowships and the facilities they are conducted at also provide a history of the doctors' level of training and experience.
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37399 Garfield Rd, Suite 104 Clinton Township, MI 48036
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42633 Garfield Rd, Suite 318 Clinton Township, MI 48038
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I am a 22-year-old Social Work student attending Saginaw Valley State University. I have a passion for working with children, which is my intended area of field in Social Work. I have worked as a baby...
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Hello! My name is Rayna and I am 18 years old. I've been volunteering at the Bay Area Women Center for two years and I have experience with children of all ages, limited however, with special needs ch...
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I have watched my cousin from birth to present (when needed). I have recently worked in a daycare; I worked with infants to grade school aged kids.
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I have babysat for all ages of children at my church. I have babysat for my siblings. I have prepared lunch and like to play games and do crafts while babysitting.
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- 38Promote
Laptop Skins
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Skins are thin, easy-to-remove, vinyl decals for customizing your laptop . Skins are made from a patented material that eliminates air bubbles and wrinkles for easy application.
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Over the next few months, you're plagued by more embarrassing leaks and close calls. Finally, you mention it to your primary care physician. She recommends you see a urogynecologist.
A what...? You heard right—urogynecologist.
No, it's not a European gynecologist. Urogynecology is a hybrid specialty: Urology plus gynecology.
"I see a lot of women who are postpartum—just had babies. I see women who are in or approaching menopause. I see women who are postmenopausal. I also see women at other times in their life who are simply bothered by their symptoms," explains Pamela Levin, MD, assistant professor of Clinical Obstetrics and Gynecology.
Here's what you should know about the specialty.
What exactly does a urogynecologist do?Urogynecologists help women who have pelvic floor conditions. They handle everything from evaluation and diagnosis to treatment and management.
"The beauty of urogynecology is that it is a collaboration between you and your doctor. It's all aimed at meeting your goals," says Dr. Levin. "The primary focus is on quality of life."
Treatment for pelvic floor conditions include:
- Behavioral therapy—relaxation techniques, muscle training, dietary changes can help manage symptoms
- Pessaries—after receiving doctor instruction on proper use, this device that fits into the vagina to support the bladder, uterus, etc. can be removed for cleaning and reinserted
- Medications—depending on the condition, this may be an option for treatment
- Surgery—options vary from minimally invasive and laparoscopic procedures to reconstructive surgery, depending on the condition
What are some common pelvic floor conditions that urogynecologists treat?
Urinary IncontinenceUrinary incontinence is the clinical term for urine leakage. The American Urogynecologic Society (AUGS) found that it's twice as common in women than in men. Risk factors include:
Overactive BladderPeople with overactive bladder have urine leakage as well as a frequent, intense urges to urinate.
Some women have an obvious underlying medical condition—usually a neurological or inflammatory illness—that causes overactive bladder. But for most women, the cause is unknown.
Pelvic Organ ProlapsePelvic organ prolapse occurs when the pelvic organs—like the uterus or bladder—drop because of weakened vaginal muscles, says the AUGS.
Risk factors for pelvic organ prolapse include:
- Vaginal childbirth
- Genetics
- Smoking
- Pelvic floor injuries
- Chronic constipation
- Chronic coughing
- Obesity
Is urogynecology a new field of medicine?Yes and no. The health issues that urogynecologists deal with are not new.
But the American Board of Medical Specialties (ABMS)—the organization that oversees certification standards—added urogynecology as a subspecialty in 2011, according to AUGS.
Urogynecology is also known as Female Pelvic Medicine and Reconstructive Surgery. Doctors began receiving board certification for it in 2013.
What should you look for in a urogynecologist?Your primary care physician or gynecologist can refer you to a urogynecologist if you're dealing with pelvic floor issues.
If you're looking at prospective doctors on your own, keep in mind a few key factors: Experience and certification are important. But, so is the doctor's personality and how comfortable you feel with him or her.
"You have to make sure you feel like this person is someone you can share intimate details of your life with," says Dr. Levin "Someone that you feel comfortable with, that you trust and that you know is listening to you."
Do you want to learn more about urogynecology services? Ready to see a specialist about your pelvic floor issues? Sign up for an appointment with a Penn urogynecologist.


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Original recipe yields 48 servings
Amount per serving ({{servings}} total)
Based on a 2,000 calorie diet
Ready In
Delicious! Great recipe, and used butter instead of shortening. My family loved them!
These were pretty good. The cookie came out thick and chewy, but it was very very dense. The only changes I made were to use white chocolate chips and smooth peanut butter, since that was all ...
I cut this recipe in half and used a half cup of regular Crisco shortening. I also used mini semi sweet chocolate chips. I baked these at 350* for eight minutes. The flavor of these are OUTSTAND...


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Originally written on Tireball.com | Last updated 8/10/13
getty images Jordan Walden was charged with the lone run in Saturday nights game against the Marlins which saw the Braves 14 game win streak end. Walden was also hit with a comebacker in the ninth inning. X-rays on Walden's right hand came back negative and the Braves will be hopeful that he avoids the disabled list. X-rays on Walden's right hand negative, little swollen but as of now it's not expected to be a DL thing. — David O'Brien (@ajcbraves) August 11, 2013 Walden has appeared in 43 games this season and holds a 2.50 ERA and a 1.06 WHIP this season. The Braves will continue to count on the 25-year-0ld to be a valuable piece at the back end of their bullpen.
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More Videos...
2013 Hyundai Santa Fe Sport AWD on & off-road Review
( http://www.TFLcar.com ) The new 2013 Hyundai Santa Fe Sport 2.0T AWD is a modern Crossover that most people will never race or take off-road. But will all-wheel-drive and a turbo-charged 2.0 Liter engine the 2013 Santa Fe should not only be fast but should also be able to take on some off-road work. In this fun review we decide to find out just how well the new 2013 Hyundai Santa Fe drives off-road and how fast it will go from 0-60 @ a mile above sea level.
Top 5 small off-road worthy Crossovers reviewed
( http://www.TFLcar.com ) Wikipedia says, "a crossover is a vehicle built on a car platform and combining, in highly variable degrees, features of a sport utility vehicle (SUV) with features from a passenger vehicle, especially those of a station wagon or hatchback." We simply like to say that the crossover is the new family truckster. Here are the Top 5 off-road worthy crossovers that we've driven in 2011.
2014 Nissan Pathfinder vs 2014 Kia Sorento Off-Road on Everyman Driver
http://www.everymandriver.com/ - Which is better? 2014 Nissan Pathfinder vs. 2014 Kia Sorento Off-Road Challenge on @EverymanDriver with @IMDaveErickson. 2014 New Car Buyer's Guide: Top 10 Sedans and SUVs Reviewed: Buy it here: http://www.amazon.com/dp/B00LZ8R1SK Rudy Project Sunglasses 25% Off at this link: http://bit.ly/rudy-emd Enter the code 'EMD' during checkout at http://www.xx2i.com/ to receive a 50% discount! Everyman Driver Monthly Newsletter - http://eepurl.com/Pv651 Subscribe now to receive new Everyman Driver videos in your feed: http://tinyurl.com/cy4feab Listen Weekly to the Everyman Driver Podcast on iTunes: http://tinyurl.com/karlrtm Listen Weekly to the Everyman Driver Podcast on Stitcher: http://tinyurl.com/kxvrmox Like Everyman Driver on Facebook: http://tinyurl.com/bnys8za Follow Everyman Driver on Twitter: http://tinyurl.com/d3wo42l Dave Erickson is a Multi-Media Producer, Freelance Reporter, Videographer, Podcaster and Host. Before Everyman Driver, Dave spent 15 years working as a TV News Anchor and Reporter.
2013 Hyundai Santa Fe Sport 2.0L Turbo Start Up, Exhaust, and In Depth Review
UPDATES for the month of July: Please note, that I am taking my pharmacist licensure exams this month, which is why I haven't been uploading as regularly as I have been. I've been studying and prepping majority of the time. Also, I will be getting married July 27th, which is fast approaching! Honeymoon is the first week of August. Therefore, while I'll still be uploading before the wedding, it will be sporadic (not on a set day and time), depending on what free time I am able to get. Continue to enjoy and be sure to check out any other videos you may have missed! More updates soon, follow me on Twitter @ Saabkyle04LLC and facebook (link on the channel) to stay in the know! In Depth Review of the 2013 Santa Fe Limited V6 Long Wheelbase http://www.youtube.com/watch?v=P-PoV4wIwnY Hello and welcome to Saabkyle04! YouTube's largest collection of automotive variety! In today's video, we'll take an up close and personal, in-depth look at the all new 2013 Hyundai Santa Fe Limited. MSRP pricing for the Santa Fe, before options begins at: Sport: $24,700 Sport 2.0L turbo: $27,950 GLS: $28,350 Limited: $33,100 During this presentation, we will take a 1st person look at what the vehicle is all about beginning with the start up, performance data, fuel economy, the occasional track data, and build quality. Also, I will teach you how to use most of the interior and exterior features in a detailed fashion, that before, you could only get from going to a dealership yourself! Throughout the video, I will highlight key styling and unique differences about the vehicle, any available options, and of course it would not be an enthusiast car video without the good ole engine portion with rev and Exhaust note with interior and exterior perspectives. A thorough tour/review of this car designed to give others a greater overall appreciation of the vehicle. FOR MORE INFORMATION ABOUT THE CHANNEL SEE BELOW: In this channel you will find in depth educational videos of automobiles from all over the world, presented in a more detailed fashion than ever before. Basically, this gives the viewer the chance to view the most detailed 1st person look you can get without going to an actual dealer yourself! Every video is consistent in the way I present so viewers know what to expect in my presentations. I treat every vehicle with the same respect whether a 1960 Chevrolet Impala SS or the 2012 Lamborghini Aventador. I film all types of vehicles from past, present, and future while broadening the knowledge of the automotive enthusiast. You will see everything from vintage, brand new, exotic, mainstream, old, etc. I am very proud of this channel and have built it up from amateur videos years ago to what you see today. I wanted to share my love for the automotive world with the rest of the world. Be sure to explore the massive video variety, have fun and enjoy The Driver's Seat of YouTube! OFFICIAL WEBSITE FOR SAABKYLE04! www.saabkyle04.com OFFICIAL ONLINE STORE FOR SAABKYLE04: shop.saabkyle04.com FIND ME ON THE OFFICIAL SAABKYLE04 FACEBOOK PAGE FOR CONTINUOUS UPDATES ON WHAT'S TO COME AND INTERACTING WITH OTHER FANS! http://www.facebook.com/pages/saabkyle04/315743567772


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- Course: Side Dish
- Total Time: Under 30 Minutes
- Skill Level: Easy
- Cost: Inexpensive
- Favorited: 7 Times
stir-frying Chinese
Photo by: Joseph De Leo
© 2005 Phillis M. Carey
Yield: Serves 6
- 3 tablespoons vegetable oil, divided use
- 2 eggs, lightly beaten
- 3 cups cooked, cold white rice
- 2 cups shredded fresh spinach leaves
- 2 green onions, minced
- 2 tablespoons minced cilantro
- ½ cup frozen peas, thawed
- 2 tablespoons soy sauce
- 1 teaspoon sugar
- ½ teaspoon salt
1. Heat 1 tablespoon oil in wok or nonstick skillet over medium high heat. Add eggs and swirl to coat bottom of pan. Cook until eggs are set in large pancake shape. Remove egg from pan and cut into shreds. Set aside.
2. Heat remaining oil in wok and add rice and spinach. Toss several times. Lower heat and cook, about 5 minutes, tossing occasionally until rice is hot and spinach is wilted.
3. Raise heat and stir in green onions, cilantro and peas. Season with soy sauce, sugar and salt. Toss in egg and heat through, about 4 minutes.
© 2005 Phillis M. Carey
Nutritional Information
Nutrients per serving (% daily value)
222kcal (11%)
33mg (3%)
6mg (11%)
75mcg RAE (2%)
71mg (24%)
562mg (23%)
1g (5%)
9g (14%)
2mg (13%)
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Receiving Wide Coverage ... TD Bank: CEO Ed Clark will retire next year and hand the reins to Bharat Masrani, who has overseen the Canadian bank's expansion in the U.S. over the last six years — a hint of where TD's growth ambitions lie. The story in today's Journal leads with an anecdote suggesting customer service has worsened at the former Commerce Bank operations since the Canucks took over "America's Most Convenient Bank." Somewhere, Vernon Hill
Why Bitcoin Matters: It's the Payment System, Stupid!
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Cost for a 2 game road trip in Alberta for a 4M player ?
Near $12,000 ...
Montreal media reported that for the 2 games played in Alberta this week ( Flames and Oilers ) Saku Koivu had to pay a tax .
Theodore ( who makes more than Koivu ) had to play $15,000 USD .
When Jagr or Forsberg go there it cost them $30,000 .
It's a good way for the Falmes and Oilers to have extra revenues , after 10 years or so they are gonna be able to build a new arena for free .
That money must go to the province though right?
But Canada should get more teams right????I'm sure the players would be all for that. :eek:
How about putting TAXPAYERS money behind these teams you want to keep in these cities so badly.Ifr it's such a quality of life issue for the teams to remain in the city why not back it up with tax dollars and other breaks and incentives that could put them more on equal footing with the teams in the US who recieve such incentives.
When the Habs pay more in property tax on their building then ALL 24 teams in the US combined I really have no sympathy for the "poor Canada" arguement.
"Would you rather have a new hospital/school? Or would you rather watch pampered grown men make millions playing a game?"
Now I happen to believe we spend far too much on health care in Canada and that the system needs a drastic overhaul, but that's another discussion entirely.
Amerian taxpayers don't have much say when their dollars are spend to GIVE franchises brand new arenas or when the local goverments cut all sorts of tax breaks to these pro teams so why should teams in Canada have a new CBA that would sponge off the teams making money just so that those cities local goverments can bang out these NHL teams with ridiculous tax numbers that further hurt the teams ability to compete on a level playing field?
If a team can't stand on it's own and the local goverment makes matters worse as oppossed to stepping up and providing some economic relief then that team and city shouldn't be looking for any sort of handouts and/or CBA's that specically cater to them IMO.
I don't want to see Canadian teams fold but what right is right and if teams can't compete financialy with the rest of the league it's up to the politicians in that city and/or country to weigh just how much the team means to the quality of life within that city and at that point decide if they will do what ALL US teams do and provide economic relief or let the teams fold/relocate.
The Penguins are poorer than the Oilers. Can't we charge players to come play in the Burgh too?
Have to agree with JR on this one.
I believe it's critical for Canada to maintain viable NHL franchises, and I am not so naive to think that a country can survive without some (modest) form of taxation. And my country's tax system is dubious, to be sure.
But this is absurd. I thought the concept of players having to "pay for icetime" was limited to beer leagues and PeeWees. :p
Nothing new
the idea is nothing new and a quick search, although I don't know where would revale that this idea was borrowed from our american counter parts . . .
This is old news - the debate ran just as hot two years ago when the idea was first floated around, and the tax has been in place for a full season plus already.
And - just so you don't feel sorry for the players on this, as I recall it the reason it is collected by the government is so that tax credits can be applied against the income taxes being paid by Americans so this is not a burden on the other teams or on the players - it just allows some (very small) part of the total taxes paid out of hockey to stay where the games are played instead of just where the player lives. That is also not unusual.
before you speak, you should try to find out what you are talking about.
Colorado does the same thing... do they not?
And cities down here DO pay large amounts of money for their teams' buildings as well as provide all sorts of other economic incentives for teams to remain in their cities so what are you talking about?
As for this being common practice as I just said ask Forsberg the last time he paid 30k to play 2 games in NY or Fla and let me know since you are so informed on the situation.
I dont know why anyone would give a **** anyway.
Even if you are angry.. what are you going to do? Tell Alberta their business?
And nobodies telling Alberta their buisness but when they continue to be able to compete due to finances everybody else will mind their buisness and what you'll be left with is a team either folding up or packing the moving trucks.Sad but true.
"Several American cities including Philadelphia, Pittsburgh, Columbus and St. Louis already tax sports professionals."
Just in case you want to know some of the facts, here is the background:
The Alberta Personal Income Tax Act was amended in 2002 to include Part 1.1 on the NHL Players Tax. Part 1.1 on the tax and the related NHL Tax Regulation came into effect on September 1, 2002. Tax and Revenue Administration (TRA), Alberta Revenue, is responsible for the administration of the NHL Players Tax.
The legislation requires all National Hockey League (NHL) players who provide hockey duties or services to their team in hockey facilities in Alberta to pay a tax, with the tax calculated as 12.5% of the taxable salary the player earns for an NHL regular season game played in Alberta. The tax for an NHL player for a calendar year will be the sum of the tax calculated for all games the player plays in Alberta during the calendar year. NHL players required to pay the tax will normally be those players on the twenty-three player roster for the game. NHL teams are required to withhold, and remit to TRA, the NHL player tax for their players for regular season games played in Alberta in a month. Players are responsible for ensuring their teams have made the required remittances. Players taxable during a calendar year are generally not required to file an NHL player tax return with TRA unless their team(s) had not made any remittances on their behalf for the year.
This tax applies to all NHL regular season games played in Alberta after August 31, 2002 until December 31, 2005.
I am trying to find the list of all of the US cities who have taxes of one kind or another on visiting teams/players. The list was around the last time someone got in a twist over this.
I live in Denver. We have build a new baseball stadium and a new football staduim in the last decade. In both cases the residents of the 6 county Metro-Denver area got to vote on the increase in taxation that would finance the stadiums. In both cases, the pro-stadium side won by a substantial margin.
The Pepsi Center was privately financed. It does receive tax concessions from the city of Denver in return for an agreement that will prevent the Avs or the Nuggets from moving for 25 years. It should also be noted that the Pepsi Center was built on an empty piece of land that was part of the old railroad yard that ran through lower downtown Denver. Denver gave tax concessions to an amusement park and an aquarium built in the same area at around the same time. ANY tax money paid on that land is money the city was not getting before. But the real benefit to the city is the explosion new businesses and residences that has grown in the lower downtown area.
LoDo, as we affectionately call the area, was a rundown warehouse district where few ventured after dark. But for the past 10 years or so, LoDo, with its new ball park, new arena, restaurants, and bars has become thee place to go. And all those people who venture downtown for a meal and a game spend money...and pay taxes on every dime they spend.
Despite what you may be hearing north of the border, the American taxpayers are not total dolts. We do not run around with wool over our eyes. We keep a close eye on goverment spending at the state and local levels. We just happen to think that building ball parks and arenas is a pretty smart use of our tax dollars.
It's a quality of life issue within each city and if a city decides it doesn't want to financially become involved with Pro teams then that is a decision they make and if they lose their team it's entirely up to them.
Yes, but should it be the responsibility of the local government to support a pro sports franchise? I know that some do choose to do this. Should those that don't be blamed for losing their teams? Or is it more the fault of the teams that essentially try to hold the city hostage to get money from them?
The other side of the argument is that if the private business owners, the League and the players can't generate enough to pay the bills, they shouldn't be in the business in the first place.
and, given the Rangers are a large part of the problem given that they haven't a clue how to spend money or how much to spend, someone from NYC has little to say to someone in Alberta about how to tax pro sports.
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- Stanley Cup run leaves Lightning hungry for more success Updated: Jun-17-15 9:12 pm
TAMPA, Florida - The Tampa Bay Lightning came within two victories of hoisting the Stanley Cup during an impressive playoff run that's heightened expectations for one of the NHL's youngest teams.
- Former defensive partners Timonen, Coburn vying for Cup Updated: Jun-15-15 2:21 am
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TAMPA, Florida - The Chicago Blackhawks had barely filed up the tunnel to the visitors' dressing room after another narrow victory in the Stanley Cup Final when their thoughts turned to home.
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- Cooper follows unconventional path to Stanley Cup Final Updated: Jun-07-15 6:51 pm
TAMPA, Florida - The tale of Jon Cooper's journey to the Stanley Cup Final is almost too good to be true.


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The prevalence and some attributes of females in the sadomasochistic subculture: A second report
- Eugene E. Levitt Ph.D.,
- Charles Moser Ph.D., M.D.,
- Karen V. Jamison M.S.W.
- … show all 3 hide
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Nonprostitute women in the sadomasochism (S/M) subculture have been believed to be rare. A sample of 45 women from the S/M subculture of whom 34 were determined to be nonprostitutes was obtained. This sample is compared with a similar sample obtained by Breslow et al.(1985). Despite methodological differences between the present investigation and that of Breslow et al.,interstudy similarities permit conclusions about women in the S/M subculture in addition to the fact that they occur with sufficient frequency to study. The women become aware of their orientation as young adults and most are satisfied with it. They tend to be better educated and less often married than the general population. A majority designate themselves as heterosexual but a substantial minority are bisexual. They tend more often to prefer the submissive role but preference for the dominant role or no preference are found with considerable frequency. Oral sex and bondage are favored activities.
- Title
- The prevalence and some attributes of females in the sadomasochistic subculture: A second report
- Journal
Archives of Sexual Behavior
Volume 23, Issue 4 , pp 465-473
- Cover Date
- 1994-08
- Print ISSN
- 0004-0002
- Online ISSN
- 1573-2800
- Publisher
- Kluwer Academic Publishers-Plenum Publishers
- Additional Links
- Topics
- Keywords
- sadomasochism
- sadomasochistic subculture
- nonprostitute sadomasochistic women
- bondage and discipline
- Industry Sectors
- Authors
- Author Affiliations
- 1. Institute of Psychiatric Research, Indiana University School of Medicine, 791 Union Drive, 46202-4887, Indianapolis, Indiana, USA
- 2. Institute for the Advanced Study of Human Sexuality and St. Mary's Hospital, San Francisco, California, USA
- 3. Howard County Community Hospital, Kokomo, Indiana, USA


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UCL recognises outstanding achievement during Eighth Annual Enterprise Awards
Winners of the eighth annual UCL Awards for Enterprise were announced on Wednesday 10th June, at a ceremony held at UCL Advances' new incubator space for product and creative businesses at King's Cross, BASE KX.
The awards recognise the efforts and accomplishments of UCL's most innovative and entrepreneurial staff, students, graduates and partner organisations in furthering enterprise and entrepreneurship at UCL
Find out more about UCL Awards for Enterprise 2015
UCLB spinout company Abcodia continues to make impressive progress in the field of ovarian cancer screening
15 October 2013
Recently receiving media attention, Abcodia is being recognised as an innovator in the discovery and verification of cancer screening.
Collaborating with UCLB to license the use of the "risk of ovarian cancer algorithm" (ROCA); Abcodia are able to monitor and analyse proteins and biomarkers in the blood enabling them to detect cancers long before symptoms develop in the patient.
This early detection of cancer means that patients five year survival rate is increased from 20% to 85%. It is a great leap forward in the area of cancer research and screening, with the potential to make life changing differences.
Read the full article from the Telegraph here.
About Abcodia
Abcodia is a specialist company engaged in the developing biomarkers for the early detection of cancer. The company has developed deep expertise in the methods and technology relevant to the discovery and validation of biomarkers that can be detected well before the symptomatic presentation of cancer. Through an exclusive commercial license to the UKCTOCS biobank, the company is able to use samples from this population cohort to develop a pipeline of diagnostic products for the early detection of a range of cancers.
For further information please see www.abcodia.com
About UCLB
UCLB is a leading technology transfer company that supports and commercialises research and innovations arising from UCL, one of the UK's top research-led universities.
UCLB has a successful track record and a strong reputation for identifying and protecting promising new technologies and innovations from UCL academics. It invests directly in development projects to maximise the potential of the research and manages the commercialisation process of technologies from the laboratory to market.
UCLB supports UCL's Grand Challenges of increasing UCL's positive impact on and contribution to Global Health, Sustainable Cities, Intercultural Interaction and Human Wellbeing.
For further information, please visit www.uclb.com


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Ki Sung-Yueng is hoping to make his mark at Sunderland after joining the club on a season-long loan deal from Swansea City.
The 24-year-old midfielder moved to the Welsh side at the start of last season and despite making 29 Premier League appearances, found himself out of favour towards the end of the campaign.
The former Celtic man is confident Sunderland manager Paolo Di Canio can help to revive his fortunes.
"He (Di Canio) has done interviews about me which gives me a lot of confidence and also when I was a kid, I saw him playing so I'm really looking forward to working with the great manager in this team," he told the club's official website.
"I did well I think last season, we won the cup (League Cup), and then we did well in the league but I want to play some games, I want to show my quality to people but I did not get my chance this year.
"So I had to move to the club who really need me, need my quality.
"There's always pressure for the new boys but I have to overcome that and I have to show why I am here, that is the main thing I have to do."
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The person also said Armstrong apologized for letting the staff down and putting Livestrong at risk but he did not make a direct confession to using banned drugs. He said he would try to restore the foundation's reputation, and urged the group to continue fighting for the charity's mission of helping cancer patients and their families.
Armstrong spoke to a room full of about 100 staff members for about 20 minutes, expressing regret for everything the controversy has put them through, the person said. He told them how much the foundation means to him and that he considers the people who work there to be like members of his family. None of the people in the room challenged Armstrong over his long denials of doping.
Winfrey and her crew had earlier said they would film Monday's session at Armstrong's home. As a result, local and international news crews were encamped near the cyclist's Spanish-style villa before dawn.
Armstrong still managed to slip away for a run despite the crowds outside his home. He returned by cutting through a neighbor's yard and hopping a fence.
Jim Litke reported from Chicago.


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Dave Olson, Published April 05 2013
NDSU Extension offers agritourism tips
That's the message from the North Dakota State University Extension Service, which has teamed up with the University of Nebraska-Lincoln Extension Service to offer a program called "Marketing Agritourism Online."
The program's goal is to help businesses improve their online marketing, or help them start using the Internet as a way to draw travelers to berry farms and other operations that offer visitors a hands-on rural experience.
"You think of Disneyland/Disney World as being the 'experience economy.' Well, we have that capacity, too," said Glenn Muske, rural and agribusiness enterprise development specialist for the NDSU Extension Service. "We have resources here that people want to experience."
"I was a farm boy," Muske said, "Yet, my two children don't have a clue what farming is about."
He said the idea of getting out and having a nature-based experience interests people, "so let's take advantage of it."
Online marketing is important to Red Trail Vineyard near Buffalo, N.D., said Rod Hogen, whose family operates the business.
"The wine industry is a new attraction for people who travel through North Dakota," said Hogen, who has been surprised by the number of people who search out vineyards to experience.
"It's on their bucket list to go to a winery in every state, believe it or not," he said.
Red Trail Vineyard has a Facebook page and a website, and Hogen said the website in particular sees traffic pick up this time of year.
"They're looking for places to go to when they're planning an event: an office party, class reunion, family reunions," he said. He estimated about 40 percent of the winery's visitors come from out of state, while 60 percent are from somewhere in North Dakota.
"A lot of people are discovering what their home state has to offer," he said.
Muske stressed that an online presence is a must for any business hoping to bring travelers to their door.
"You need to be able to show people what to expect when they come to your business, what it might cost," he said.
While websites are a start, businesses today must also understand social media and its potential to link travelers with an agribusiness through things like video.
"Video is a huge thing now, because you can show what your business is. You can show your customers having a good time," Muske said.
Businesses interested in the "Marketing Agritourism Online" program can find more information or sign up for the program
Readers can reach Forum reporter Dave Olson at (701) 241-5555


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Rule with grace, even if you're evil, in this officially licensed Disney Alice in Wonderland Sassy Red Queen adult womens costume. The gold, black and red dress comes complete with petticoat, stand-up collar, gold crown and matching knee socks.
You took a wrong turn somewhere down the rabbit hole and into the depths of the underworld in this Dark Alice Teen Costume. In this scenario the mad hatter was actually the devil and he turned your blue dress black and blonde hair grey! Wig not included.


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JohnnyVac CondoLux Central Vacuum Cleaner Power Unit, for Homes Under 3,000 Sq. Ft.$349.99This is the Johnny Vac CondoLux central vacuum quality power unit made of steel top, and designed to clean smaller sized homes, or condos under 3,000 sq. ft. 3 Gallon Waste Bin, uses disposable paper bags. Learn More
JohnnyVac SuperLux Central Vacuum Cleaner Power Unit - For Homes Up to 5,000 Sq. Ft.$499.00This is the JohnnyVac PowerLux Central Vacuum Cleaner Power Unit, designed for up to 5,000 sq. ft, or 5-6 inlets total. Can Use 440H HEPA Bags or Bagless Configuration. Learn More
Johnny Vac 202H Hydrogen HEPA Vacuum Bags (3 pack) - Johnny Vac Canister Vacuum Bags 202H (3 pack)$11.95
Product Features
- Cloth "like" high filtration bags
- Genuine Johnny Vac bags
- Fits Johnny Vac's Hydrogen canister vacuum units
Johnny Vac Vacuum Bags (3 pack)
These are filtering, well made OEM Johnny Vac Canister Vacuum bags with 3 total bags in one pack. These vacuum bags offer superior quality and because they are genuine will fit perfectly every time. With the Johnny Vac bags composition being mostly cloth like, these bags will capture and prevent the re-circulation of harmful particles while still allowing the Johnny Vac vacuum to operate at maximum capacity.Learn More
JohnnyVac PowerLux Central Vacuum Cleaner Power Unit - For Homes Up to 3,500 Sq. Ft.$400.00JohnnyVac PowerLux Central Vacuum Cleaner Power Unit - For Homes Up to 3,500 Sq. Ft. Learn More
JohnnyVac PowerLux X2 Central Vacuum Cleaner Power Unit - For Homes Up To 12,000 Sq. Ft.$750.00JohnnyVac PowerLux X2 Central Vacuum Cleaner Power Unit - For Homes Up To 12,000 Sq. Ft. Learn More
Outside Diameter PVC Pipe Designed For Central Vacuum Systems$119.99This is 2" outside diameter PVC pipe, designed specifically for central vacuum systems. Regular Schedule 40 (SCH-40) PVC pipe is normally 2" inside diameter, but 2.5" outside diameter. The normal SCH-40 PVC pipe, because of it's thicker inside diameter Learn More
Plastiflex 30 Foot Low Voltage Crush Proof Hose SGE-138-30-N$72.00This Plastiflex 30 Foot Low Voltage Crush Proof Hose works with Beam, Vacuflo, MD and other central vacuum systems. Part Number SGE-138-30-N Learn More
Plastiflex CBEZ125035I 35FT Dual Voltage Electric Hose W/ Pigtail Cord$178.00Plastiflex 35 foot hose with pigtail. This Plastiflex 35 ft hose can be used with almost any central vacuum system on the market. CBEZ125035I is the part #. Learn More
Plastiflex SGE13835BLI 35FT Low Voltage Hose With Button$150.4835FT low voltage hose that works for systems like Beam, Nutone, Vacuflo, etc. 35 foot lv hose for your central vacuum systems built-in your home. SGE13835BLI Learn More
Central Vac White Vacpan Part # VCPW01$32.95Central Vac White Vacpan Part # VCPW01 Learn More
Plastiflex Universal Inlet Valve Fitting (White) FT50WP$7.99Plastiflex Universal Inlet Valve Fitting (White) FT50WP is a valve fitting that is one of the most commonly use for the past 20 years. This fitting is specifically for Central Vacuum Systems that use Corded Inlet, Pig Tail, or Low Voltage designs. Learn More
Plastiflex Short 90 Degree Tee Central Vacuum Fitting +$5.83Plastiflex Short 90 Degree Tee Central Vacuum Fitting. Learn More
Plastiflex 35ft Electrical Central Vacuum Hose Direct Connect Style w/ Push Button Lock$199.89This is a 35ft electrical hose, direct connect style. The end of the hose that plugs into the wall, has a 2 high voltage male pins that plug into a high voltage female outlet, in the outlet itself. If your hose has a 6-8 pigtail extenstion cord that plugs into a normal household outlet, this is not the right hose. This is for homes with newer contruction that have high voltage as well as low voltage current running to their outlets. Learn More
Plastiflex Sweep 90 Degree Central Vacuum Fitting$6.08The sweep 90 degree fitting is probably the most common fitting, besides the coupling. This is what you want to use when diverting your pipe run 90 degrees, instead of the short 90. Learn More
Plastiflex 90 Degree Single WYE Central Vacuum Fitting +$6.23This is a 90 Degree Single WYE Central Vacuum Fitting used in all vacuum cleaners. Learn More
Plastiflex 30FT 1 1/4 Dual Voltage Electric Hose Direct Connect Part # CBEZ125030N +$173.8430-Foot High quality electric vacuum hose for nearly all central vacuums (except Electrolux, Beam, Hayden, Hoover, AirVac, Vacumaid). You will love the quality of this hose - crushproof, lightweight, and 360 degree swivel handle! In fact it has 27% more air flow than hoses manufactured before 2004. Comes with 100% Satisfaction Guarantee and 30 Day Refund. Learn More
Plastiflex 35FT 1 1/4 Dual Voltage Electric Hose W/ Pigtail Cord Part # CBEZ125035I +$177.84This Plastiflex 35FT 1 1/4 Dual Voltage Electric Hose comes with a Pigtail Cord and it can be fitted into any vacuum cleaner models. Learn More
Plastiflex 35ft Hose Sock with Application Tube$28.94Instantly increase your central vacuum satisfaction with a vacuum Hose Sock Cover. One of the most overlooked items on the menu, a Hose Sock is the finishing touch you don't want to miss. Make any central vacuum hose: - Easier. Glides over all surfaces. - Safer. Protects baseboards, furniture. - Quieter. Insulates hose noise. And the hose sock does this without adding any noticable bulk. Learn More
Plastiflex 30ft Non-Electric Hose$49.99Plastiflex 30ft Non-Electric Hose Learn More
35ft Hose Sock, Grey$23.9935ft Hose Sock, Grey Learn More
30ft Central Vacuum Zippered Hose Sock Cover$17.40THESE COME IN ASSORTED COLORS Learn More
Simplicity Synchrony Tandem Air HEPA Vacuum Bags 6 pk.$18.95This is a 6 pack of generic Simplicity Synchrony HEPA upright vacuum bags designed for the Simplicity Upright Vacuums. Learn More
Simplicity Synergy Tandem Air Upright HEPA Vacuum Bags 6 pk.$18.99These bags are designed to fit the Simplicity Synergy upright vacuum. They are HEPA certified which means they will capture 99.97% of all dust down to .3 microns. The bags are complete with a sealing tab, to prevent any dust from being inhaled or expelle Learn More
Simplicity 7 Series (7000 Series) HEPA Pleated Filter$21.90Fits all Simplicity 7 Series upright vacuum cleaners, including 7200, 7250, 7300, 7350, 7450, 7800, 7850 and other models. This is the upgraded pleated HEPA style filter, the best filter for allergies or breathing issues for your Simplicity 7 Series upri Learn More
Simplicity HEPA Filter For Canister Models S30, S36, S36L, S38, S38L.$29.99This is the HEPA filter for the full size Simplicity canister models, S30, S36, S36L, S38, S38L. If your Simplicity has a lower model number then these, THIS WILL NOT FIT your model. This filter is located on the top of the vacuum cleaner. You can find Learn More
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Stahl, Murer and Weir get world leads in New York – IAAF Diamond League
It took Germany's 2010 European champion Linda Stahl a couple throws to get in the swing, but when she finally did, she was able to score her first victory of the 2014 IAAF Diamond League season with a world-leading mark of 67.32m in the women's javelin at the adidas Grand Prix on Saturday (14).
Unlike Kathryn Mitchell of Australia, who took the early lead with a 66.08m on her very first throw of the competition, it took Stahl until round three to launch the spear more than a metre past Mitchell's mark, taking the world lead from Mitchell's compatriot Kimberley Mickle, who threw 66.83m in Melbourne in March.
"I am very satisfied with the personal best today," said Stahl. "I came in a little tired with three competitions in the last week but felt great after warm-ups. My first throw was a season's best and I knew it was not a perfect throw, so it progressed from there."
The competition also saw Madera Palameika set a Latvian record of 64.86m for third place.


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Metalurg Zaporizhya vs Shakhtar Donetsk Live Stream
Watch the match online with our match preview and free Metalurg Shakhtar live streaming links
Live Streaming
Listed here are an updated list of free links to watch a Metalurg Zaporizhya against Shakhtar Donetsk stream on your PC. All official broadcasters for the game will be posted below within 30 minutes of kickoff of the live match. Enjoy the coverage from the Slavutych Arena and check out our full live streams page for additional events and of course check out our comprehensive highlights coverage after the coverage is finished, for all the goals and match highlights. Streaming websites often ask for free registration and sometimes placing a bet to access games. All popular internet browsers are supported and sometimes iPhone, Android and other mobile browsers. Other software for the match may include Sopcast, Veetle, TVAnts etc. Please refresh to see updated links. Watch Kozaky contend with Hirnyky Kroty live online with these Metalurg Zaporizhya-Shakhtar Donetsk live stream links.
Match Preview & Form guide
Premier League midtable club Metalurg Zaporizhya welcome strugglers Shakhtar Donetsk to Slavutych Arena on Wednesday. Metalurg Zaporizhya and Shakhtar Donetsk are evenly matched, there's little separating them in terms of points or recent form. Kozaky are in awful form and have lost all of their last five matches and sit in 8th place in the Premier League, while the away side are in shocking form and have been beaten five times in a row and lie in 11th position in the table.
Related Videos
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Shakhtar Donetsk Metalurg Zaporizhya Starting Lineups
*Previous Shakhtar Donetsk starting line-up - the team for this match will show here when announced
*Previous Metalurg Zaporizhya starting line-up - the team for this match will show here when announced
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Young MC, 'Bust a Move'
Before showing up on milk cartons, New York-raised, L.A.-based Young MC left a major mark with this 1989 hit, which won a Grammy for Best Rap Performance with help from a funky sample and a quirky video that randomly featured Flea of the Red Hot Chilli Peppers.
(Photo: Island Records)
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