text:
Cardtronics, Inc. (NASDAQ:CATM)
Q3 2010 Earnings Call
November 2, 2010 05:00 pm ET
Steve Rathgaber - Chief Executive Officer
Mike Clinard - President of Global Services
Rick Updyke - President of Global Development
Chris Brewster - Chief Financial Officer
Mitzi Pierce - Investor Relations
Chris Mammone - Deutsche Bank
Bob Napoli - Piper Jaffray
Chris Shutler - William Blair
Reggie Smith – JPMorgan
Gary Prestopino - Barrington Research
Good day, ladies and gentlemen, and welcome to Cardtronics Third Quarter Earnings Conference Call. (Operator instructions). As a reminder, this conference call is being recorded. I would now like to turn the conference over to Ms. Mitzi Pierce. Ma'am, you may begin.
Mitzi Pierce
Thanks, Operator. Good afternoon everyone, and welcome to Cardtronics Third Quarter Conference Call. Presenting on the call today, we have Steve Rathgaber, our Chief Executive Officer, and Chris Brewster, our Chief Financial Officer. Also on the call today and available for questions we have Mike Clinard, President, Global Service, and Rick Updyke, President, US Business Group.
Steve will begin today's call with an overview of our Q3 results, and an update on some of our key initiatives. Following Steve, Chris will provide additional details on our quarterly results, and an update on our expectations for the remainder of 2010 and some high level guidance for 2011. Our prepared remarks are scheduled to run for about 25 minutes, at which point we'll open up the call for any questions.
Before we get started I'd like to make the following cautionary statement regarding forward-looking information. During the course of this call, we will make certain forward-looking statements regarding future events, results or performance. Any forward-looking statements made on this call are subject to risks and uncertainties including but not limited to those outlined in our reports filed with the SEC. Actual events, results or performance may differ materially. Any forward-looking statements are based on current information only and we assume no obligation to update those statements.
In addition, during the course of this call we will reference certain non-GAAP financial performance measures. Our opinion regarding the usefulness of such measures together with the reconciliation of such measures is included in the press release issued this afternoon.
Now, I would like to turn the call over to Steve Rathgaber, our CEO.
Steve Rathgaber
Thanks, Mitzi, and thanks to all the listeners who have joined us today, and I guess happy election day to everybody. Once again, I am pleased to be able to report that Cardtronics had a very solid quarter, which modestly exceeded our expectations. The quarter produced record revenues, EBITDA, and earnings per share. From a top line perspective, our revenue increased over 6% from the same quarter in the prior year to $136.6 million. Adjusted EBITDA for the quarter totaled $3.9 million, presenting an 8% increase over the prior year.
As we noted in the press release, the record levels of revenue and adjusted net income per share generated during the quarter, as well as the year over year growth and adjusted EBITDA were driven by the successful execution of key growth initiatives. As you may recall, I outlined six growth tracks for Cardtronics during our Q1 call, and have repeated our focus on these in our subsequent secondary offerings and investor meetings. These growth tracks remain the foundation for creating and delivering value to our shareholders.
This quarter is characterized by solid performance across four of these growth tracks, specifically we continue to enjoy the unique value created by our Allpoints surcharge fee network offerings. We continue to benefit from the matchless strength of our ATM placements and key national retail locations, which in turn drives our finance institution branding strategy. We have experienced new revenue growth in our still youthful managed services offerings, and finally, we remain the beneficiary of the continuing contribution of old reliable, our convenience fee implementation strategy.
Let me offer a little more color on each of these. Perhaps the most exciting milestones for the quarter involve our Allpoints surcharge free network. You may recall that the Allpoint network delivers value to our shareholders because of its margins, and the key fact that we set the interchange pricing. This interchange model is totally under our control. That translates to revenue stability, which of course translates to shareholder value. A key long term goal for Cardtronics remains the ability to price all of our own products and services and to continue to reduce any reliance on pricing models or in fact, other network interchange outside of our control.
Our march toward this goal continued in September. We announced that we entered in an agreement with MasterCard worldwide, under which we will provide holders of MasterCard prepaid cards, surcharge free access to the 40,000 plus ATMS in Allpoint. As we noted on our last call, prepaid cards continue to flourish and prosper as evidenced by two recent and quite successful IPOs of prepaid issuer icons, and we continue to believe that our Allpoint network is a very valuable asset in the prepaid world.
Specifically, through Allpoint we provide card issuers and prepaid program managers the ability to expand their ATM footprint, allowing them to provide their customers with access to over 40,000 ATMS located in the very places where people shop and perform their daily activities. Additionally, the surcharge free aspect of Allpoint allows prepaid program managers to not only meet but actually exceed the surcharge free requirements of certain government programs. Additionally, the surcharge free networks bring new foot traffic to the retailer, and that ultimately facilitates retailer sales.
A second exciting milestone for our Allpoint franchise involved international expansion of our Acquire ATM locations. In October, we announced an agreement with Customers Ltd., the largest ATM owner/operator in Australia. In this contract, the ATMs deployed by Customers Ltd., will be branded with the Allpoint logo and cardholders of financial institutes that participate in Allpoint will receive surcharge free access to Allpoint ATMs, both in the United States and Australia.
This agreement not only expands Allpoint by more than 5000 locations, but also provides us with an entry into a new market. It also puts us on the right side of a possible early trend in several countries, that seem to be moving toward more surcharge friendly environments. An example of this is Germany, who is moving, I think in a surcharge direction. This could bring a whole new dimension to Allpoint's value and we are watching it carefully.
These new alliances, first with MasterCard, to bring more issuers or cards to the networks, and second with Customers Ltd. in Australia, to bring international ATMs, which by the way is a nice point of balance between expanding both the issuer and acquire size, further validate that Allpoint is another powerful Cardtronic asset from which we can continue to create shareholder value and organically grow revenues in a non capital intensive fashion.
Our financial institution branding initiatives also enjoyed some successes in the quarter. In August, we announced the long term branding deal with ScotiaBank, one of the world's leading finance institutions. Under this arrangement, ScotiaBank will initially place its brand on 200 of our ATMs in high profile retail locations throughout Puerto Rico. ScotiaBank represents the first branding deal for us outside the United States mainland, and establishes the framework for Cardtronics to brand additional ATMs in other markets.
In addition to adding new customers to our portfolio of branding clients, we secured a renewal and an expansion with an existing customer, Huntington Bank. The renewal and expansion of our branding relationship with Huntington, which began way back in 2005, demonstrates the retentive value of our ATM location franchise and further validates this component of our growth strategy.
Another dimension of Cardtronics is our operational execution capabilities. Even as we continue to work on building our business development muscles, we remain strong in our operational execution. As discussed on last quarter's call, we added Kroger to our managed services clients, and to our premier list of retail partners. Their addition now gives us relationships with eight of the top ten national retailers with ATM programs.
This relationship initially covers about 800 machines. The headline here is execution. Signed in Q2, 800 machines converted and operating well before the end of Q3, with very positive operating reviews from the client. This result, even as we continued and completed a major migration of a portion of our own portfolio of ATMs off of a third party processer onto our own platform.
As an indication of our singular, laser like focus on ATM availability, I can report that with that portfolio now completely operational on our inhouse platform, the enhance availability and uptime of the ATMs is yielding approximately $50,000 per month in revenues. That's a great example of the value of focus and the skill of the Cardtronics team. That's what we do day in and day out to deliver value to our clients and our shareholders.
With respect to our UK operations, I'm pleased to report that our second armored cash depot is up and running. This depot, which is based in Manchester, is currently servicing a little over 400 ATMs and we expect to convert over 300 more by the end of the year. This is a key element of our strategy to become the scale player in the UK, even as we leverage these depots to perform just in time cash deliveries, yielding superior ATM availability and reducing cost of servicing.
We continue to be a service leader in the UK market. Anecdotal client evidence suggests that our ATM average uptime exceeds the industry average by a significant margin, and with our growing service reputation we believe that we will be able to continue to expand market share and attract financial partners willing to outsource ATM operations. Switching back to my earlier comments on surcharging, I can say that it is the growth lever gift that keeps on giving. We have successfully grown revenues per store with this asset and have staged a modest continued expansion of surcharge revenue growth for 2011.
Next, I would like to update you on our evolution as an organization. We have recently restructured the management team to align more closely with our strategic goals and our growth strategies. One of the key elements of the restructuring is our focus on our clients in the US market. We believe this market, with more than 10 billion ATM transactions annually, holds great untapped potential for Cardtronics.
And now, for the first time in our history, we have a senior executive, Rick Updyke, focused solely on the US market. He is in turn supported by two business line leaders. One, focused on the merchant, or acquire business which spans both our owned ATM portfolio, as well as our merchant owned terminal business, and another business leader focused strictly on delivering value to our financial institutions or card issuers.
These executives are supported with sales and account teams focused solely on their lines of business. They are additionally supported by product teams and a marketing team that will bring a new set of competencies and skills to our company. I am pleased to announce that our new chief marketing officer, Mr. Tom Pierce, started yesterday, and I look forward to a significant contribution from his team in helping our US franchise attract additional transaction share, among other things.
We have many opportunities in front of us, from the rich sales pipeline that we discussed on the last call, and are actively working, to increasing in store foot traffic using our ATMs, to extending utility of our ATM placements with targeted service expansion of new capabilities. There is much to do. I believe we now have in place the organizational framework to continue the transformation of Cardtronics, and to build on the unique asset that the Cardtronics team crafted through the acquisition strategy of prior years.
This past year, in our current quarter's performance indicates that we are beginning to take advantage of our opportunities. Our new organization and the talents applied to it says that we are fully committed to extracting for our shareholders the value created by this one of a kind franchise. Chris will now provide you more specifics on the quarter, and financial guidance for the rest of 2010, as well as a peek into 2011. I will return after that with a few summary remarks. Chris?
Chris Brewster
Thanks, Steve. As Steve said, I'll touch briefly on Q3 results, give you a little more detail on some of the moving parts within the numbers, and then talk about what we're expecting for the remainder of 2010 and some preliminary thoughts on 2011. In the quarter, Q3 of 2010, consolidated revenues were about $136.5 million up about 6% over the $128.5 million we generated in the same quarter last year. From a gross margin perspective, we had a solid performance, with consolidated gross margins at 33.1%, compared to 31.8% last year, and I'll return to that in a couple of minutes.
Although the growth rate in margin was somewhat smaller than the 400 basis point increase that we saw in Q1 of the year, and the 240 basis point increase that we saw in Q2 of the year, this was expected, as we've now cycled on some of the cost savings that gave rise to the substantial margin gains earlier in the year, particularly the cost reductions that we achieved on our domestic armored car and maintenance cost, which began to go in effect in May of 2009.
Despite this, our domestic operations team did drive some incremental armor savings as result of their efforts to further reduce cost. That resulted in fewer cash fills being required during the period, and that helps us on the cost side. Additionally, we were able to lower our domestic processing cost somewhat as a result of the completion of the conversion of our ATMs located in 7-11 locations over to our in house which switched during the quarter.
Returning to gross margins for a second, gross margins during the quarter were influenced by a couple of minor, non-recurring items, which had the effect in increasing our gross margin percentage by about eight-tenths of a percent, or by about 80 basis points. I should say that I don't expect such a benefit to occur in future quarters. When you go further down in the P and L, that benefit was essentially offset by about $1 million in non-recurring costs in the SG&A section, including the cost of mounting the secondary equity offering that we conducted in the month of August.
So my message to you is really this, and that is the top line and bottom line numbers were essentially not impacted on a net basis by such items, but gross margins were about 80 basis points higher than they otherwise might have been, SG&A was about $1 million higher than it otherwise might have been, and the year over year percentage gross margin gain, which on the face of the P and L appears to be about 130 basis points, is really about 50 basis points, when you factor out that one time increase in gross margins.
On the adjusted EBITDA line, we reported a 8% year over year increase, up from $32.5 million to almost $35 million in Q3. From a bottom line perspective, we generated adjusted net income of $11.4 million, or $0.28 per fully diluted share for the quarter this year, compared to $9.9 million, or $0.25 per fully diluted share in the same quarter last year.
Now, switching to a discussion of our reported GAAP net income figures, as we noted in the press release, we did have a couple of fairly substantial onetime items that have affected those numbers. One was the effect of the reversal of some valuation allowances that we've been carrying on our deferred tax assets. That was an additive to the P & L, and the other was some onetime charges related to our debt financing, refinancing activities, which were a negative to the P&L, and I'd like to explain these to you.
With regard to the tax issues, our income tax provision, which is actually a credit, or a net tax benefit for the quarter, reflects the release of valuation allowances that had been placed on our domestic deferred tax assets.
Essentially, for the last few years, we've not been recording any tax benefits in the periods in which we recorded operating losses, because under the generally accepted accounting principles, there is a requirement to demonstrate the company will actually be more likely than not able to use its net operating loss carry forward and other deferred tax assets through future operating profits, to use the accounting and technical terminology.
There are several requirements and guidelines that are utilized in making that determination, and after several straight quarters of solid pretax operating profit, coupled with our forecast projections for 2011, along with other factors, we determined that we would be more likely than not to be able to use our domestic deferred tax assets in future periods. The result of that determination was a net of $20.7 million in credit to our tax provision for the quarter, which obviously had a fairly significant tax impact on our reported GAAP results for the quarter.
Now, let me go back through that with you just quickly in what I would call laymen's terms. If a company, and I'm going to use a hypothetical example here, if a company has been historically profitable over time, and a tax payer over time, but it had a loss in a given period, typical accounting would be for that company to book a tax credit against that loss, such that you might see, for example, a $10 million pre-tax loss, a $3.5 million tax credit, and a $6.5 million after tax loss. The other side of that tax credit entry is, in layman's terms, a receivable. Effectively a receivable from Uncle Sam, from the government, based on the presumption that you will collect cash for that credit, either by carrying that loss back against prior profits or carrying it forward against future profits, and claiming a tax refund, thus collecting the receivable, if you will, from the government.
However, if a company does not have a history of consistent profits, general accepted accounting principles take a view that the receivable might never be collected from uncle Sam, and consequently GAAP requires that it be 100% reserved. And that is what we have been doing, up until now. Since we've now established a track record of profits, and expect that to continue, we believe that our receivable is collectible and generally accepted accounting principles call for us to eliminate the reserve we were carrying.
The other side of that entry is essentially the big credit that you see on the tax line in the P&L, so in parting on that subject, I would just say that credit has no impact on our reported adjusted EBITDA, has no impact on our adjusted net earnings per share, it simply affects the GAAP numbers.
I'd now like to take you to the key operating metrics section of the earnings release on page 12. Specifically to the average number of transacting ATMs data on the top of the page, because we've added some things there. For the first time, we're including data on our counter machines, for which we provide managed services. That is, those machines where our revenues are not based on surcharge and interchange fees, but rather are composed of operating fees paid to us by a location owner. That's typically the way we distinguish between our ordinary, traditional ATM operations and our managed services business.
We had not included any of these managed service machines in our machine count or our transaction accounts in the past. Looking at the table on page 12, the 1600 managed services machines shown in Q3 of last year were primarily machines located in a large convenience store chain, for which we only provide transaction processing. The year over year growth to 300 machines average for the quarter this year is primarily driven by our Kroger and Travelex managed services contracts that we brought up and running in the intervening time.
Similarly, as we move down that page, we're providing data on the transaction volumes that we're seeing on the managed services side of the business, but since the per unit revenue and cost metrics on the managed services business are quite different from our traditional business, we're showing our per ATM per month amounts for the traditional business only, so we don't distort the year over year comparisons that you're used to seeing.
Moving on to the balance sheet, debt at the end of September stood at just over $282 million, down roughly $25 million from where it was in the prior quarter. That amount consisted of $200 million of senior subordinated notes, $73 million of borrowings under our revolving credit facility, and about $9 million of equipment notes down in Mexico. At the end of the quarter, we had just a small amount of cash on the balance sheet, as a result of our current net borrowing position, and using all the cash that we can to help pay down our bank credit facility.
As I mentioned on our last call, we had set about a series of actions to rework our debt structure. All of these were completed during Q3. These included the execution of a new $175 million bank credit facility, which gave us the flexibility to redeem our previously outstanding 9.25% senior subordinated notes, and we in fact redeemed all $300 million of these notes, which were due in 2013, and we issued $200 million of new 8.25% senior subordinated notes due in 2018.
So it was a lot of activity, it made for a busy quarter, but these actions provide us with several benefits. The first is simply greater financial flexibility, and extended maturities on our borrowings. Our bank debt is not due for five years, and our bonds are not due for eight years. So we have quite a lot of time to run before we have any significant debt maturities.
Secondly, we have a more efficient capital structure. With the business now producing significant free cash flow, we're able to utilize that cash flow to further drive down debt and pay down debt as we generate cash, which we previously were not able to do, with our only borrowings being in the form of those fixed rate notes.
Lastly, all this activity will save us some interest expense on a go forward basis. The cash interest savings in 2011 is in the ballpark of $8.5 million on a pretax basis, when compared to the run rate where we were prior to the refinancing. Since we have some of that benefit late in Q3 2010 and will have full benefit of it in Q4 2010, when you look at it on a year over year basis, comparing 2011 to 2010, I would expect the 2011 interest bill to be about $5.5 million lower than it was – then we would expect for full year 2010.
We recorded, relative to those refinancings, we recorded approximately $14.5 million in non-recurring one time charges during Q3, associated with the refinancing activities. Of those charges, about $7.2 million was the result of the method by which we retired those 9.25% bonds, which basically required us to pay a call premium to those bond holders, so that was a cash cost to us. The remaining $7.3 million of charges were associated with the write off of the remaining unamortized deferred financing cost and original issue discount associated with the notes that we retired, and also the write off of a portion of the unamortized deferred financing cost associated with our previous bank credit facility.
While none of these charges impacted our reported adjusted EBITDA or adjusted net income per share, obviously they did impact our reported GAAP net income. Now, turning to guidance. Based on the performance we saw in Q3, and the refinancing events that we recently completed, we think it's appropriate to modify our guidance for the full year 2010, somewhat.
We moved our revenue guidance to the higher end of our previous guidance range, specifically we're now expecting revenues of $528 to $529.5 million for 2010. We're increasing our guidance on gross margins from prior guidance of 31.5 to 32%, to a range of 32.1 to 32.2%. We're also increasing our adjusted EBITDA guidance from a range of $123 to $127 million, up to a range of $127 to $129 million. We're expecting about $1 million more depreciation than we had previously guided to. Increasing that number from $40.5 to $41 million, to new guidance of from $41.5 to $42 million.
Cash interest, we're now expecting between $26 and $26.3 million, down a little bit from the $26.5 to $27 million that we guided to previously, and now expecting adjusted net income per share between $0.95 and $0.98, based on a share count of about 41.5 million fully diluted shares, and that $0.95 to $0.98 compares to the prior guidance of $0.87 to $0.93.
We expect capital expenditures to come in at about $48 million, netting our non controlling interest up a little from our previous guidance of $45 million. Our net revenue guidance for the year implies a Q4 which in revenue terms would be slightly down, sequentially from Q3 that we just reported. That would be consistent with our history. It's what we would expect. It's normal seasonality in this business, and it simply relates to the impact of more adverse winter weather and holidays on our business and our transaction counts.
Now, to turn to 2011, as we did in the press release, I just want to review high level guidance that we've established for next year. Anticipating revenues in the range of $559 to $569 million, adjusted EBITDA in the range of $136 to $141 million, and adjusted net income per diluted share of $1.14 to $1.20. We have a number of things going on at Cardtronics that are working well to drive revenue and profits up, but we also have to consider matters that might be adverse to us. We're planning for some increases in floating interest rates, which would have the effect of raising our bulk cash rental cost hedged portion of our bulk cash. Now, those increases may or may not happen. Time will tell, but we believe it's prudent to plan for events such as that nature.
We also know, as a factual matter, that the per transaction interchange that we receive in the UK will decline in 2011. Interchange in the UK is set by Link, the network that clears all the domestic UK ATM transactions, and they set interchange using a cost based methodology. Every year, they have KPMG do a study of the prior year's cost, and the results of that study are used to set the following year's interchange level. For example, in 2010 the study looked at 2009 costs and used that to set interchange levels that Link recently announced, beginning in January of 2011.
In the general case, we like this methodology for setting interchange, because it's fact based, it's fair minded, and it's not subject to the commercial whims of a particular party, and it's even handed to all parties involved in the system. However, the short term effect of this is the 2011 interchange is being set based on a cost study that picks up 2009's interest rates and cash costs. Those cash costs were lower than 2008's cash costs that were used in setting the 2010 interchange rate, so the hard truth is that interchange is coming down in 2011 versus the 2010 level.
Link has announced a reduction in interchange of five pence, five UK pence per cash withdrawal transaction, effective on January 1, 2011, and based on the number of cash withdrawal transactions that we expect to do in 2010, we would expect that to have about a $4 million negative revenue impact in 2011.
So we've factored that into our thinking as we've considered guidance for 2011, as it represents a headwind that we have to overcome. Although I do see it as a 2011 issue, I don't really see it as a long term issue, as interest rates inevitably rise over time, under this methodology interchange in the UK will also rise, however, our cost will not increase as much, since we're largely hedged in that market, in terms of our wall cash cost. What's a negative effect in 2011 may well become a positive for us as we go farther out in time.
We'll complete our more detailed planning work on 2011 over the coming weeks, and we'd expect to update you again on 2011 guidance on our yearend earnings conference call in February. With that, I'll turn the call back over to Steve for a few closing remarks. Steve?
Steve Rathgaber
Thank you, Chris. I thought it would be useful to offer some brief comments focused on 2011. I worked, in a prior life, with this salesman who would walk into a client, and apologize to his competitors as his first remarks to this prospect. His apology involved the fact that because of who he worked for, and the nature of that company's product capabilities, and their seamless integration and the like, that he simply had an unfair advantage over the competition and always felt guilty about it. The important point is, he always made quota, and the quotas were always big.
When I think about Cardtronics, I think about our natural advantages. I do not believe they are unfair, however. They are a result of the solid execution and the right strategy. In 2011 we will continue to build on our advantages. We will drive value to the retailer and work harder to drive foot traffic and sales to become ever more valuable to our retail partners. We will help financial institutions of all sizes gather new customers and retain the customers they have with the power of our ATM franchise. If you observe any national bank advertising these days on the TV or Internet, the focus, or at least a big part of the tagline involves ATM capabilities. We are there to help with this core and critical consumer service. We are excited about our potential in 2011 and we look forward to driving superior shareholder value from this unique franchise. Operator, that concludes our prepared remarks, and we will be happy to take any questions.
Question-and-Answer Session
(Operator Instructions.) Your first question comes from Jason Coverburg with UBS.
Ramsay Allsel (sp) – UBS
Hi, this is Ransay Allsel for Jason. Quick question on the MasterCard deal. Can you quantify the opportunity a bit and provide some color as to how much new business you think the relationship might bring?
Steve Rathgaber
I'll put it this way Ramsey. We would prefer not to quantify that at this point. It's a little difficult to do so, in the sense that basically the way you can think of what we have agreed with MasterCard is they are selling, essentially on our behalf, as part of their product offering, surcharge free access to the Allpoint network. So in large measure, our revenues at the end of the day will depend on their success in doing that. Obviously, we're optimistic that it's going to be additive to our results as we go forward, but it's hard to specifically quantify at this point.
Ramsay Allsel
Okay, is there any change that existing Allpoint customers might be able to kind of go that direction, instead of to you directly, to gain access to Allpoint? Is MasterCard offering favorable pricing to new customers, or is it sort of pretty even, whether they go direct to you or MasterCard?
Steve Rathgaber
I think, based on my understanding of the situation – well, first of all, we generally have contracts in place with existing Allpoint customers that have some term to them. I would make a rough comment to the effect that I'm not sure we would be particularly troubled by that, frankly.
Ramsay Allsel
Right, good problem to have. One other followup. You recently raised your ATM surcharges in Mexico in response to the regulation there, and I think you mentioned last quarter the transaction volume understandably slipped a little bit after you did that. Are they recovering now? Do you see consumers in that market kind of getting used to the new model, or is it still sort of too early to tell?
Mike Clinard
Yeah, I think just in summary it's still too early to tell. This is Mike Clinard, by the way. It's still too early to tell. Immediately when the regulatory changes went into effect in May, transactions immediately went down, and essentially they've been stable ever since. We did increase surcharge a few months ago, and saw very little impact from that, other than higher revenues. So I think as far as the long term impact, it's just too early to tell.
Ramsay Allsel
Okay, that's all for me. Thanks a lot guys.
Steve Rathgaber
Thank you.
Thank you, Sir. Our next question comes from Chris Mammone of Deutsche Bank.
Chris Mammone - Deutsche Bank
Good afternoon guys. I appreciate the early read on 2011, and I guess also some of your assumptions behind those ranges. Could you also maybe talk to some of the things that could break your way that could lead to revenues coming in maybe for the higher end, and are there any further opportunities to drive surcharge increases built into that? I know that's been an area of focus this year. I was wondering how much more room you might have there.
Steve Rathgaber
Sure, Chris. This is Steve. I think what we can say is that the guidance is early at this point in the cycle. I think that we can say that upsides to the guidance would certainly include a performance against the sales pipeline that we have. We've made some assumptions about a certain amount of wins there, but as this is a relatively new component for us, in terms of this kind of queue of activity, you might argue we've been a little conservative on that, but that can break either way, right? So that would be a potential. In terms of surcharges, we continue to have opportunities and will manage that for hopefully the most consistent opportunity to march to our intended growth rates over the coming years. I think we'll keep some of that powder appropriately dry, as it also helps us manage transaction volume, so you do get to a certain point where there are tradeoffs in transaction volume against revenue increases. and I think that we'll continue to have opportunity there going forward, so we're coming off a solid year, we're strengthening the organization to grow for next year, and we think there are dividends to be identified as part of that reorganization that can also help with our future view.
Chris Mammone - Deutsche Bank
That's helpful. Could you provide, maybe, any more concrete examples on how some of the organizational realignment might help Cardtronics better address some of the historically great pipeline that you've talked about before, and I guess related to that, are there any significant head count additions that are going to be needed to drive that strategy?
Steve Rathgaber
So the last question first. Not any material head count additions. We've also made some other adjustments in staff to make room for some things. So we're not anticipating any material head count addition in the whole mix. But by way of focus, what's happening is we have dedicated teams now on our merchant businesses and dedicated teams on our financial institution segments, and we're in a position to target our products and our branding offerings and our Allpoint surcharge free offerings, and other ways to participate in our networks differently than we have in the past. There are people with singularly focused charters and if you – I'm sure in all aspects of life, when you focus on something, different things and better things happen with it. So that's probably the most useful thing I can saw. By splitting the business on business lines, we can now have very targeted growth plans around revenues for those businesses.
Chris Brewster
I guess the thing I'd add quickly to that, if I may, Steve, the other thing that comes out of that reorganization is much more of a focus on the consumer than we've had in the past. Really from the fact that we now have an executive who's clearly responsible for figuring out how to get more folks to do more transactions at our ATMs and we've added a very senior seasoned marketing executive as a director reporting to Steve, who has a very solid background in consumer marketing. So I would hope all of that would be helpful on a go forward basis as well.
Mike Clinard
We're moving in effect into a more sophisticated model for driving transaction activity and for grabbing transaction share. Things ranging from the way we approach research on consumers to the way we productize access to our ATMs, to the way that we can potentially work with retailers to drive sales. So it's just a new era for Cardtronics, and one that we'll be exploring and researching as we head into next year.
Chris Mammone - Deutsche Bank
Right. Good luck on that, and I guess just one final follow up, a clarification on – I think you commented, when you were talking about Kroger, about 50,000 additional revenues per month. Is that versus what the Kroger model was generating?
Steve Rathgaber
No, actually that was the other portfolio that we were converting, that by having that platform on our – so it wasn't Kroger specific, it was another platform. But by moving those ATMs over to our platform, we essentially, with the increased availability are just seeing more transactions and as a result, more revenue. It is – it just goes to our focus.
Chris Mammone - Deutsche Bank
Got it. Okay, great. Thanks guys.
Thank you. Our next question comes from Bob Napoli with Piper Jaffray.
Bob Napoli - Piper Jaffray
Thank you, good afternoon. Question on the Australia addition, and just kind of strategically, Australia is kind of a long way from the United States, there's a lot of countries in between, last I checked. What led you to the opportunity in Australia and what are your thoughts – obviously UK and Mexico, but what is your international strategy?
Steve Rathgaber
Okay, well that's a big question, in terms of what's our international strategy. If you've got a couple of hours I can certainly guide you through that one. But to be more specific in the context of Allpoint and Australia, I would offer that what we're seeing in terms of international strategy – so we talk with like minded entities around the globe, and that's with an eye toward building out an international strategy as to how we might combine assets in the future and in terms of how we might do business together. That's just the ordinary cost good business practices. What we are seeing and what we are hearing is that there is an opportunity to stretch a network, potentially through Allpoint, for surcharge free access as countries continually introduce more surcharging capability, and Australia has done that, Germany's in the process of doing that. Mexico is more focused on that, and we think, potentially, other countries will do that over time. As that happens, it creates a gateway to create a global network as opposed to just the US franchise, and that is a value add in any sales proposition, essentially for providing services to customers. It might be a small percentage, but it's one of those nice to have. So that's one element of the strategy. It's an opportunity to talk to folks, it's an opportunity to build relationships, it's an opportunity to get to know like minded entities who run a business similar to ours. Beyond that, we continue to look at the international markets in terms of are they friendly to our business model, and we're continuing to explore that. One of the results of our reorganization is that Mike Clinard will be focused on helping develop our international strategy more specifically and diving into those opportunities as we go forward into the year. Does that help?
Bob Napoli - Piper Jaffray
Yes. That's helpful, the quick notes version, and we'll go for the longer version when I see you in a few weeks. The last question just on the US business and the opportunities. I think last quarter you talked about an unusual number of ATMs that are coming up for bid through 2011, I just wondered if you can give any color on whether you still see that opportunity to the same extent that you did, or if for any reason that opportunity isn't as great as you thought, or maybe there's some color on that.
Steve Rathgaber
I continue to feel quite good about that opportunity, and the pipeline is as rich as we thought. Some elements of it have gone out, some other elements have come in, we are smarter about it than when we talked to you last, in terms of qualifying the opportunities, and we're actively engaged in several components of process with parties in that pipeline, would be about what I could offer on that right now. I guess the new thing I would add is as we transform ourselves from this old Cardtronics 1.0 acquisition strategy model into a classic growth business driving through organic sales growth and that sort of thing, we're getting more sophisticated about identifying within the US and elsewhere what the opportunities are to sell into. There are 400,000 ATMs in the United States, and we're beginning to catalog those in a constructive fashion in a database, for which ones might become opportunities for us, if not in the next 12 to 18 months, periods after that. So I'm becoming hopeful that this business will build a routine pipeline flow that will have some nice substance to it as a continuing organ for growth for us. And make, as we exit 2011, maybe that surge in activity less of an anomaly than we're seeing it now, because of the historical way we went about growing the business.
Bob Napoli - Piper Jaffray
Thank you.
Thank you, our next question comes from Chris Shutler with William Blair and company.
Chris Shutler - William Blair
Hi guys, good afternoon. Obviously a lot of moving pieces, most of it positive, but just a bit of a high level question, Steve. Could you just narrow it down for us a little, the top one or two strategic priorities that you've been focused on the most in recent months?
Steve Rathgaber
Yes. So we've been focused on making sure that we're going to grab more than our fair share, to continue on that fairness theme, of the pipeline of being actively engaged in that activity, and we've been focused on restructuring the company to go after the transaction share, which I think is a fundamental underpinning of our long term growth engine. It's the 10 billion transactions that we have a very light penetration into, that because of our natural retailer destinations, where people go to do their shopping and living, we think we should be developing programs to get a larger and larger piece of. That is what the reorganization is about, that is what our investment is a new chief marketing officer is about, and that is what a key element of our growth is, going forward. Beyond that, the other routine planks of growth, the Allpoint network opportunities, the surcharge convenience fee increase opportunities, the increasing the penetration at the existing retailers in terms of ATM placements, the growing the new retailers, the Kroger type opportunities, that's the ordinary bread and butter that we get out of bed each morning and do. But the longer term focus is on making that pipeline come to fruition and making sure that independent of pipelines we get a model for growing transaction share.
Chris Shutler - William Blair
Okay, thanks. That's helpful. And on a different tangent, maybe Chris, could you just give us a quick update on the vault cash hedging program that you have in place? How much of the 2011 vault cash is hedged as of today, and maybe any updates on your thinking around that front?
Chris Brewster
Yeah, I'd be glad to. We are roughly 70% hedged for 2011. We haven't put any new hedges in place in the last little while here, so the information that's in the Q2 is actually still current, and we'll have our Q3 10-Q here in a few days.
Chris Shutler - William Blair
Okay. and then looking at the US company owned machine count, it looked like it declined a little bit sequentially. Could you maybe just talk about the drivers of that, and then as kind of a follow question, I don't know how granular you can get, but the unit count expectations that are built into your 2011 preliminary guidance, is there anything you can speak to there?
Chris Brewster
I think in terms of your question on the sequential machine count, we talked on the last call about a piece of business that we lost in Q2 , I think we described it as a regional retailer that we lost in Q2 of this year. That essentially came out in May, as I recall. Was in for the month of May, but was out in June. So primarily what you're seeing in the company owned machine count in the US is that issue. We do have a fairly healthy pipeline of company owned machines in the US that will be going in in Q4, so you may well see that turn around here in Q4. I'm sorry, Chris, what was the second part of your question?
Chris Shutler - William Blair
Just based on the revenue expectations at this stage for next year, what are you looking at in terms of machine count for – at least for the US or UK?
Chris Brewster
Well, I think if you take the company as a whole, and just look at the aggregate machine count number, and I'm speaking to what I call our conventional machine count, not including the managed services machine count, I would expect if you take the guidance for 2011, you divide it by the guidance for 2010, that implies revenue growth in the range of 6 to 8%, something like that. And if you think in terms of very round numbers, around half of that coming out of growth in machine count and half of it coming out of revenues per machine, that would be a pretty close in the ballpark.
Chris Shutler - William Blair
Okay, thanks a lot, Chris. And then just final question. Prepaid cards, in the past you've talked about the growth that has contributed to your same store transactions. Can you maybe give us a quick update there?
Chris Brewster
Well, they continue to grow nicely. We've talked in the past about the fact that we can do a pretty good job of tracking prepaid card transactions, where Allpoint has a relationship with those issuers and we have precise information on the – bank identification numbers on those cards, and so on and so forth. I would not alter the comments I've made in prior quarters on that. We continue to see a nice year over year growth rate in our transactions coming off of store value cards.
Chris Shutler - William Blair
Okay, thanks guys.
Thank you. Our next question comes from Reggie Smith from JPMorgan.
Reggie Smith -- JPMorgan
Hey guys, thanks for taking my questions. I guess a lot of them have already been kind of covered, and I apologize if you guys talked about this earlier, but it sounds like you have pretty good liquidity (inaudible) cash flow. Just curious, how are you guys thinking about acquisitions? Is this something that you're interested in, or domestic, international? How do you kind of view and think about that? And then I have a few follow ups.
Steve Rathgaber
Well, Reggie – this is Steve – I think we think about it a couple of different ways. Maybe the first thing is one of the things I've said since my arrival here, is that we want to demonstrate to you all and to our investors that we can leverage the capital that's already been deployed in this company. This company is the result of 15 acquisitions and it's created a great franchise, a unique franchise, and what we want to spend this year and next year doing, in part, is demonstrating how we can lever that. Secondly I would say that because of the refinancing that Chris and his team have so successfully pulled off, we are in a position to manage opportunities as they come our way. I have a pretty high set of standards relative to acquisitions, in the sense that I want to make sure we're entering environments that are conducive to our business model, as opposed to one trick ponies on either just surcharge revenue or interchange revenue that might be controlled by someone else. Part of the reorganization efforts, as I said earlier, Mike Clinard is going to focus on scouting those things. We're also entertaining some sort of tip toe models, if you will, where we can partner with some entities. Not suggesting the Australia Allpoint case, or anything like that, but where we talk to entities, learn about them, partner with them, entities on some business opportunities and use that as sort of a leverage point to begin a dialogue that could ultimately lead to an acquisition opportunity. We feel good about our abilities to do so, what we're interested in is finding the right opportunities that are going to contribute a margin level, and on a scale level to help make the shareholders increasingly happy.
Reggie Smith -- JPMorgan
That's helpful. Did you guys provide your currency assumptions, embedded I guess in your guidance for next year? And could you talk a little bit about the sensitivity, the movements there? Particularly the UK pound?
Steve Rathgaber
What we have, what we have been thinking about for next year is a $1.50 pound, which would be a little weaker than it is currently, but not a lot. And in terms of let's see, a dime one way or another on the pound would be in very, very round numbers, maybe around or about a 1% point shift in revenue for us.
Reggie Smith – JPMorgan
Okay. And then I guess lastly, someone asked about it earlier, but you know as we kind of think about the repricing and the surcharge pricing opportunity in the US, what inning do you kind of feel like you're in there, as far as pricing changes? Are there some ATMs where you're charging $3 like some of the big banks? Can you talk a little bit about the range of kind of where your surcharges kind of fall?
Steve Rathgaber
Sure, I guess – we have a large portfolio, and it's a diverse portfolio, and we have some locations that are at the $3.00 mark, we have some locations that are well below that. And we basically strive to manage that based on market conditions, based on the retailer partnership and what they're looking to do, there are some retailers that prefer to be the low cost provider. And we work with them when we do an increase with them it's on a much smaller scale than another retailer who might be just interested in optimizing the pure dollar flow. So it's a mixed bag. It will remain a mixed bag. We are managing it to optimize the performance. What inning we're in? Well we're doing better than the Texas Rangers, I guess. From the World Series (laughter) that's not hard, and something in the sixth or seventh inning, depending on your point of view of future upside and the number.
Reggie Smith – JPMorgan
Great. I appreciate it guys. Good quarter.
Steve Rathgaber
Thank you
(Operator instructions) Our next question comes from Gary Prestopino - Barrington Research
Gary Prestopino - Barrington Research
Hi, good afternoon. Most of my questions have been answered, but can you possibly elaborate on the Allpoint expansion into Australia. This Customers Ltd., that's not a bank, that's just an owner/operator of ATMs, correct?
Steve Rathgaber
Correct. It's the largest owner/operator in Australia. I believe they have about 5500 machines.
Gary Prestopino - Barrington Research
In order to make this work, don't you have to get the banks to support what you're doing there, as far as getting the Allpoint logo on your cards? On their cards? Or am I incorrect with that?
Steve Rathgaber
No, this is about – just to pick an example, if you have a classic credit card today, like a MasterCard or a Visa card, or a Discover card, you can use those cards overseas. Most people don't because most people don't go overseas. They go where they are. Essentially, what's happening with the Allpoint network is we have enabled the United States card base to have access to that machine pool in the event that they're surfing the wild beaches of Australia or doing some other touristy type activity or business activity that bring them in that area. It's just another feature that gets added on to things in terms of value proposition. You are correct in the reverse, to the extent that banks in Australia want to have access to the Allpoint network in the United States, for their travel, that's something that would have to be nurtured. That's not what this deal is about. This deal is about expanding the ATM footprint available to Allpoint issuers in the United States, but it can become a springboard for expanding the Allpoint brand in other parts of the globe as well. That's the TBD, though.
Gary Prestopino - Barrington Research
Okay, thank you.
Thank you, I am showing no further questions at this time.
Steve Rathgaber
Thank you everybody for your attention. We appreciate you joining the call, and we'll look forward to doing this again in February. Thank you very much, Operator.
Copyright policy: All transcripts on this site are the copyright of Seeking Alpha. However, we view them as an important resource for bloggers and journalists, and are excited to contribute to the democratization of financial information on the Internet. (Until now investors have had to pay thousands of dollars in subscription fees for transcripts.) So our reproduction policy is as follows: You may quote up to 400 words of any transcript on the condition that you attribute the transcript to Seeking Alpha and either link to the original transcript or to www.SeekingAlpha.com. All other use is prohibited.
If you have any additional questions about our online transcripts, please contact us at: firstname.lastname@example.com. Thank you!


text:
Showing posts for 'X-rite'. Clear search
Photographer's Corner: How to Achieve Consistency with Prints
December 09, 2013 - When it comes to printing, we all want the best. We want our images to come out sharp, snazzy, with great color or tonal...Read the Full Post »
Recent PostsNew Shopping Experience Update: Better Browsing, Faster Buying with Improved Client Shopping Give 10, Earn 10: Refer Friends to Zenfolio Becoming a Modern Day Treasure Hunter Visit Us at the 2017 Trade Shows and Join Our Weekly Live Q&A! Photographer Spotlight: Michelle Cox Photography Celebrate 10 Days of Giveaways with Zenfolio! Promote Your Business with a Cell Phone Case and Save Get a New View With Drone Rentals From Lumoid Maximizing Your Holiday Marketing With Animoto Tips for Shooting in a Cold Climate
January February March April May June July August September October November December

subset: commoncrawl


text:
Southampton Road, Battramsley, BOLDRE, Nr Lymington, SO41 8PT
On the main road between Brockenhurst and Lymington, The Hobler has a large grassed area and trestle tables ideal for families visiting the New Forest. The Hobler Inn is more London wine bar with its stylish leather furniture than a village local, but still serves a well-kept pint of Ringwood ale. The food is locally sourced and freshly cooked. A meal might kick off with pan-fried tiger prawns in tomato, garlic and chilli, before moving on to slow-cooked shank of lamb with creamy mash, red onion gravy and vegetables. Eton Mess is one typical dessert.
Tel: 01590 623944
Please quote 'The AA'.
Send an email
Ringwood Razorback, guest ale
All day all week
Children welcome.
Coach parties catered.
From Brockenhurst take A337 towards Lymington. Pub on main road


text:
Category Archives: Personal
Home Office in 2016 (now with more kids!)
For a solid stretch of years, I worked almost exclusively from a home office, both while working at Netscape, during the first part of my time with Mahalo, and then for the early Crowd Fusion years up until we landed … Continue reading
Back to a focus on product with YouEarnedIt…
I just updated my LinkedIn profile with the news that I'm joining YouEarnedIt as Chief Product Officer. About 3 and a half years ago, Kristin and I moved from New York to Texas for me to start working for Ben … Continue reading
Two weeks gone…
My good friend and colleague of close to six years… Alex Johnson passed away unexpectedly at the much-too-young age of 38 years old two weeks ago today. I've been at a nearly complete loss at losing him and today is … Continue reading
Chaotic Moon Sponsor from Hell reel for the Moontower Comedy Festival, starring me!
I think I was tweeting a lot last week about how tiring it is to be an actor. I was literally exhausted and became sick with a 102.5F fever after the two and a half days of intensive filming we … Continue reading
Full-blown cowboy at the RMHC Austin 26th Annual Bandana Ball
Saturday night, Kristin and I attended the 26th Annual Bandana Ball, and I got a chance to wear my grandfather's cowboy hat. It was fun and for a charity that helps families in times of need. We also won a … Continue reading


text:
fashion nike free plus 5.0 at our professional shop. We provides discount quality nike free plus 5.0 Free shipping within 24 hours! Low Price but High Quality.
Hydrant flushing begins MondayPosted March 23, 2012 10:59pmAnn Marie Berg:It's this time of the season again.
Finally, the farm wife is thankful for that time she likes to to shell out with your ex husband.
Often, it's the perfect time spent working together, because extra time is at limited.
The sun's rays is shining warmly, the grass is turning greener, the birds are chirping away and the children have got their brains.
nike free plus 5.0 , These four traits make up the basis of the DIVA program.
This software will introduce teenagers for the college experience and gives all of them a support system to help you attain their goals.
Young highschool women are invited to join with preference presented to juniors, sophomores, and freshmen.
Wildcat Softball hosts UC Hillcrest 11am&mdash.
3pm Location: University Softball Field Category: Athletics & Recreation Doubleheader Wildcat Baseball hosts Hawaii Pacific 12pm&mdash.
5pm Location: Nettleton Stadium Category: Athletics & Recreation Doubleheader Chico Performances presents "An Evening with Lily Tomlin" 7:30pm&mdash.
11:59pm Location: Laxson Auditorium Category: Arts, Theatre, & Music Back by popular demand, Lily Tomlin and her cast of crazy characters will again grace the stage at Laxson Auditorium.
nike free plus 5.0
new style nike free plus 5.0,Monica: Okay, he's a legal representative, who teaches sculpting for yourself.
And, he's the kinda guy who, when you find yourself talking, he's listening, y'know, but not saying 'Yeah, I understand' but really wondering anything you resemble naked.
Monica: I wish all guys could be like him.
Chandler: Do you have no conscious men while in the city to suit your needs two.
Monica: He has no anyone.
nike free plus 5.0
nike free plus 5.0 As soon as the New Timberland Boots designed,look for the these comfortable shoes are certainly not the orginal shoes.
The corporation designs and sells shoes using the Argentine alpargata design.
When playing the favorite cheerleader, on the program, the girl with portrayed as being a girly girl, playing with true to life, Agron admits the girl with an absolute tomboy.
When Toms sells a set of shoes a set of shoes is given with an impoverished child.
Timberland is certainly one renowned brand now also it features waterproof style and folks enjoy this outdoor shoes.
Target the User' Site It even has an tool.
Timberland it not just for males any more when we may see the Timberland Boots Kids for the children as they simply require the waterprood shoes if they're going to be wet inside cold days.
nike free run 3 uk
nike free run 3 womens black
nike free run cheap online
nike free runs 4
nike free 3.0 mens
nike free run womens blue


text:
Oktoberfest Zinzanniti
Best for competitors
Cincinnati, Ohio
September 22-23, 2012
Considering that the defining moment in the history of Oktoberfest Zinzinnati (free, oktoberfestzinzinnati.com) is the world's largest chicken dance—48,000 danced in 2004, for the record—it's safe to say the festival is happily unpretentious. Now, some 500,000 people descend on this celebration of Cincinnati's German heritage and beer-brewing history to imbibe and listen to German entertainment on some seven stages. Meanwhile, a host of goofy events accompany the beer, like a bratwurst-eating contest, stein-hoisting championship, and the running of the wieners. (Yes, wiener dogs.) Plus, where else can an average schlub get his picture taken with the St. Pauli girl?
Stay: Garfield Suites Hotel (from $104; garfieldsuiteshotel.com) has a central downtown location and free shuttle rides in the area. Condos have full living rooms and kitchens and views over the city.


text:
Exciting New Clip from STAR WARS REBELS
An exciting new clip from Star Wars Rebels was screened at WonderCon this weekend, and it is now available for you to watch online! The clip features an introduction from voice actress Vanessa Marshall and focuses on her character Hera. Here's a description that came along with it:
Hera, captain of the Ghost, pilots her starship during a battle with two TIE fighters. Chopper delivers a message from Kanan, currently engaging the TIEs in the top turret. The Jedi is apparently displeased with Hera's maneuvering. In response, she takes matters into her own hands...
This seriously looks like it's going to be a great series!


text:
Check in from 14h / Check out prior to 11h
Golfhotel Blaue Ente: Find photos, reviews, information, amenities and compare prices for 2 stars hotels in Warendorf, Germany.
Golfhotel Blaue Ente provides a comfortable setting while in Warendorf.
Hotel description
There are 8 rooms at Golf Blaue Ente Hotel Warendorf, each providing all the essentials to ensure a comfortable stay.
Munster Osnabruck International Airport is under a 45-minute drive from the hotel. Sassenberg and Telgte are also a short car ride from the property.
Hotel features
Fitness Room/Gym, Golf Course
Availability and Prices
Booking Site
Room Type
Per room
Per night
Per night
Users who viewed Golfhotel Blaue Ente also viewed these 2 stars Warendorf hotels:
Search hotels
based on
0 reviews
Nearest hotels
- Hotel Schumacher Beelen
4.1 km
- Zur Postkutsche
4.2 km
- Willma Apartmenthaus
4.3 km


text:
Offered are two beautiful Waterford Sherbets. This pattern is no longer in production at the Waterford company. Each sherbet is four and three-quarter inches tall and in excellent condition. There are no chips, scratches, etc. Both pieces "ring" clearly and crisply and are signed "Waterford" on the bottom of the base.
Beautiful Antiques, Fine Art, Clocks, and Toys at Reasonable Prices
A friendly shop located in rural Northern Illinois.
|Shipping & Handling :
Price for shipping to USA
change location
USPS First-Class Mail Parcel


text:
Pleasanton police are asking for help in finding the driver of a truck involved in a hit and run that injured a motorcyclist late Tuesday afternoon.
The victim and multiple witnesses described the vehicle as a black Toyota Tacoma or Nissan-type pickup truck. The truck is said to have chrome six or seven spoke rims and low-profile tires. It may also have a tinted rear window and a fiberglass bed cover.
Witnesses described the pickup's driver as a Hispanic male in his mid to late thirties with black hair.
Anyone who can identify the driver or the vehicle or who might have information relating to the collision is asked to call the Pleasanton Police Department at 931-5100.
This story contains 146 words.
If you are a paid subscriber, check to make sure you have logged in. Otherwise our system cannot recognize you as having full free access to our site.
If you are a paid print subscriber and haven't yet set up an online account, click here to get your online account activated.


text:
The Community Emergency Response Team (CERT) Program educates people about disaster preparedness for hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations. Using the training learned in the classroom and during exercises, CERT members can assist others in their neighborhood or workplace following an event when professional responders are not immediately available to help. CERT members also are encouraged to support emergency response agencies by taking a more active role in emergency preparedness projects in their community.
WEEK BY WEEK Training Schedule
The CERT instruction is a 21 Hour course divided into 7 classes. The classes each last 3 hours and are taught 1 day a week for 7 weeks.
The seven classes will cover these topics:
Week 1: Disaster Preparedness:
What is a disaster's impact on our city's infrastructure? What structural and non-structural hazards exist in buildings, and what is the role of CERT members during a disaster?
Week 2: Fire Suppression and Terrorism and CERT:
Disaster Suppression - Discovering and reducing potential fire hazards in your home and work place, and strategies and techniques used to extinguish small fires. Terrorism and CERT - Describes the different types of terrorism threats and what you and your community need to do in case of terrorist attacks
Week 3: Disaster Medical Operation 1:
Treatment for life threatening conditions, the 3 "killers" in a disaster, how and why we "Triage" or sort patients
Week 4: Disaster Medical Operation 2:
Head-to-toe assessment of victims, treatment of fractures, laceration, sprains, burns, and other injures, and setting up treatment area
Week 5: Light Search and Rescue:
Light Search and Rescue - Search and Rescue priorities, how to do size up, and how lifting and cribbing is done with safety in mind
Week 6: Disaster Psychology and Team Organization:
Psychology and Organization - How to recognize and respond to post disaster emotional reactions of victims and rescuers. How to organize your areas and document response actions
Week 7: Course Reviews and Disaster Simulation Exercise
Putting Knowledge and Skills into Practice - In a group setting students are taken through final evolutions to demonstrate the knowledge, skills, and abilities gained throughout the course.
Course fees: $30 per person for residents, non-profit organizations, civic groups, etc. $75 per person for business, corporations
Payment can be made online following the online class registration. If not paying online, payment must be made the first night of class payable to Salt Lake City Corp in the form of a check or money order. Cash cannot be accepted.
Fees pay for instruction, CERT manual, and CERT "kit." CERT "kits" are awarded to all students upon successful completion of the course on the last day of class.
Upon successfully completing the course, students will receive a Federal Emergency Management Agency (FEMA) recognized certificate of completion.
Unless otherwise specified, all classes will be held at the Salt Lake City Fire Department Training Center at 1600 Industrial Road, Salt Lake City, UT.
Current Class Schedule
(Click on class location for directions)
Reg. Track 7 nights, Mondays @ 475 S 300 E, Public Safety Bldg.
Jan. 23 - March 13, 2017, 6:30 pm - 9:30 pm
Registration deadline: Jan. 23, 2017
Spanish Reg. Track 7 nights, Thursdays @ 475 S 300 E, Public Safety Bldg.
Jan. 26 - March 9, 2017, 6:00 pm - 9:00 pm
Registration deadline: Jan. 26, 2017
For More Information ContactJohn Flynt
Preparedness Coordinator
Salt Lake City Office of Emergency Management
Team Leaders
Charlie Eckhardt
SLC CERT Southwest Division Supervisor
Susan Collier
SLC CERT Southeast Division Supervisor
(801) 513-4848
Ron Maestas
SLC CERT Northeast Division Supervisor
Chilton Hawk
SLC CERT Northwest Division Supervisor
Marvin Match
Salt Lake City Amateur Radio Coordinator
Susan Smith
Salt Lake Crossroads Amateur Radio Club


text:
- 11 Posts. Joined 9/2012
- Select All Posts By This User
Please help me choose a DAP suitable for my big hands and failing eyesight (I have a Sansa Zip - it's too small).
Head-Fi's Best Sellers
- 24,267 Posts. Joined 9/2011
- Location: San Francisco Bay Area
- Select All Posts By This User
Cowon C2 or Sony E series.
Check the website anythingbutipod, lots of help and feedback there.
Thanks PurpleAngel.
I cross-posted this on anythingbutipod.
Checking reviews of the Sonys now.
By the way... I'm growing to love the MDR-XB700's... I've just listened to the RZA's Birth of a Prince from start to finish and they handled it beautifully. In fact I am now on my 2nd play-through and am wondering just how long I can put off going to sleep. These are definitely Hip Hop 'phones :)
OK, I checked some reviews for the Cowon C2, but comments like "the least intuitive interface I have ever seen in my life" have me running for the hills.
The SQ seems well respected though. Is there a reasonably priced Cowon with a good UI?
I've also been looking at Walkmans (Walkmen?) and the Z Series looks interesting (Android so FLAC support via PowerAmp is possible). It's a lot of cash though.
Does anyone have experience of both Cowon and Sony DAP's? How do they compare SQ wise?
C2 does have larger font than most players however the UI is well.....not for cycling. It only supports power / pause / volume up / down tactile buttons. The volume buttons can however be changed in settings for either > 'volume' or 'tracks' navigation. When set for volume to then change tracks you must first press the power button awake the screen then either swipe the screen with your finger or use the forward reverse screen icons. There are possible combinations like when the screen is on / off it will do visa versa.
C2 is the equivalent of inserting your bank card, entering a pin number when you change an album.
The sound however is brilliant. (very good SQ)
With the S9 or J3 it's a much larger device, has the rocker buttons for both volume / track changing and can be font adjusted.
Here's an example of my S9 doing font size. By moving the slider you can obtain any size you want.
Sony Z series are one fine player from my research and can easily compete with all Cowon models.
Edited by H20Fidelity - 10/2/12 at 1:22am
- 29 Posts. Joined 9/2012
- Select All Posts By This User
The Cowon S9 surely is something i would recommend. I am using one for over 2 years now while biking to work, it has an easy interface and sounds great with my Sennheiser IE8.
I als have the Clip but i don' t like it while riding my bike, changing numbers and volume is very hard compared to the s9 (and i have small hands).
A while ago i crashed with my bike while listening to my S9 and it survived ( my collarbone didn' t ) so i think the build quality is also great.
OK, I think I'm almost there...
The J3 appears to have been discontinued, and I can't find a new one (I don't like buying 2nd hand because of battery wear concerns) anywhere feasible for my location (Netherlands). Even eBay failed me.
I can get the S9 from eBay (Korean seller), but it has no SD card slot according to Cowon's site. That's a deal breaker for me.
Anyway, for about 10 more euro, enter the .... (drum roll)
Cowon X9.
This seems pretty much designed for me personally from what I can see.
It's got double the battery life of the S9 (110 hours! That's a whole week of all-day work listening and then some!).
It's got lovely big readable fonts (thanks for the YouTube tip H20Fidelity).
The interface looks distinctive, simple, and big-finger / cyclist compliant.
It has a complete set of physical buttons for pocket control.
It's got Micro SD plus a choice of 16 or 32Gb internal.
It works with Mac OSX out of the box (apparently a problem with some other Cowon players).
No Android, so no duplication of my phone's functionality.
It really seems to be just what I want - a focused music player.
It's pricey for what you get, but the Sony devices seem to be even dearer (at least the Z series) and less suitable for my needs (Android, fiddly interface, no SD).
Before I pull the trigger on the X9, does anyone know of any reason not to?
Please let us know your thoughts if you choose the X9.
Well, I have been bouncing back and forth like mad for the past few days.
In the end, I went for the 4Gb C2.
Because it's significantly smaller than the X9 (but hopefully still big enough to be usable with my aforementioned big hands and failing eyesight). Having read more opinions (I was even considering the X7 at one point) and seen people say they don't use it as much as they would like to due to how big it is, I thought this would be a big factor. My first player was a Creative Zen 20Gb hard drive thing that was really heavy and bulky so I know what that's like.
Also, it seems there are a few modified replacement UI's available, so hopefully I will be able to get rid of those horrific motivational messages on boot. Seriously, who thought that was a good idea?
Also, it's less than half the price of a 16Gb X9 - this is less of a consideration considering it has half the battery life and a quarter of the bundled storage.
Still a consideration though... I was thinking that €200 can buy a lot of headphone joy. That's €50 more than a set of HD 598's and more than half of a set of HD 600's!
I figured I could get that legendary Cowon sound AND put some cash away towards a nice set of cans.
Win win :)
Thanks to everyone for all the advice - I will be sure to post my opinions on the C2 when it arrives from Korea.
I'll also probably be making a "please help me choose some cans" thread before long ;)
Edited by BassHeadJim - 10/4/12 at 3:43am
The signature of C2 is a little energetic compared to my S9, has a small fun factor to it while remaining true to Cowon.
You never know you may just find yourself enjoying an episode of game of thrones as I do in the evenings.
I'll be really interested in your thought's.
Edited by H20Fidelity - 10/4/12 at 4:57am
Thanks H20Fidelity, great to know!
Does the non-motivational theme come as standard, or do I need to download it somewhere?
I paid for the semi-not-ridiculous postage option, so I'm hoping it will arrive mid next week.
That's assuming it doesn't get held up in customs. I tend to find that they let stuff from Asia through (unlike stuff from the US) so hopefully it will be OK [touching wood].
Thanks H20Fidelity, great to know!
Does the non-motivational theme come as standard, or do I need to download it somewhere?
I paid for the semi-not-ridiculous postage option, so I'm hoping it will arrive mid next week.
That's assuming it doesn't get held up in customs. I tend to find that they let stuff from Asia through (unlike stuff from the US) so hopefully it will be OK [touching wood].
The option to change themes is built into the player. Just a simple icon press and it all goes away. My only concern for you is that one or two people have purchased C2 from Korea and it ended up arriving with the language set to Korean out of the box. I contacted a seller before I purchased mine and asked them. They said yes they do come in Korean however if they wanted it changed to English just leave a msg with the purchase and they will change it for you.
Now, if it does so happen to turn up in Korean, don't freak out. reinstalling the firmware usually lets you choose again on first boot. Also make sure you choose any region but Europe to avoid the volume cap placed in these country's.If you have time to contact the seller do so, if not, don't worry to much. It's all fixable.
Edited by H20Fidelity - 10/4/12 at 7:55pm
Awesome. That's quite a relief.
The prospect of being greeted by "it's a sunny day" when firing up my player on an October morning in Europe was quite upsetting.
Ha, again thanks for the heads up.
I would have thought there would be a guide on YouTube or somewhere to... um... guide me through the Korean menus to the language options screen, but reinstalling the firmware is no problem too. I guess that would need doing anyway - I see we are up to 1.17 now. Sounds like it might need a post-upgrade format, so best to do it while the player is empty:
It sounds like their firmware updates can be a little problematic... I see huge warning signs against downloading 1.12 everywhere and there are people complaining that 1.15 caused alphabetical sorting issues (only with the last track in each list apparently) as well as battery drain issues.
But there seems to be a really nice community of users posting threads like this one with tips & tricks for the C2: http://iaudiophile.net/forums/showthread.php?t=40979
Got the email last night that my order is being processed. Getting excited now. Can't wait to hear my PRO700MK2's through it :)


text:
The touchscreen tablet is revolutionising the way that some people work.
In August last year, British Airways announced that it was going to equip its entire cabin crew with iPads after a successful trial. The idea was to deliver ever more personalised service to its passengers.
The iPads are replacing the paper manifest of passenger names that is handed to the cabin crew as the door is closed. The iPad includes a map showing where passengers are seated, details of their travel preferences and special requests, and their status in the airline's frequent flyer programme. It also has timetables, safety manuals and customer service updates.
Bill Francis, British Airways' head of inflight customer experience, says: "The iPad is already allowing us to offer a more personalised service, but the possibilities for the future are endless. We're receiving great feedback from cabin crew and customers."
The technology company GE has also decided on the use of iPads for its mobile workforce. "We were early adopters of mobile technology," says Dayan Anandappa, the company's director of digital technologies and collaboration. "Not just for e-mail, but for scheduling, productivity and getting content anywhere. Before iPhone, travel and meetings required a laptop. Now you're no longer tethered to your location — and you're still productive."
The introduction of iPad created further opportunities for mobile productivity. "iPad gives me access to e-mail, contacts, PDFs and PowerPoint presentations," says Vic Bhagat, the chief information officer. "I can even get GE-specific data and applications. It's made things much easier, and a lot more mobile."
For GE's sales and marketing staff, the iPad's display makes it useful for sharing business information and for presentations to customers and colleagues.
The company has a Mobile Centre of Excellence, an internal group that develops tools and strategies to make mobile devices more useful for its business units. It has built several in-house apps for iPhone and iPad.
Despite these innovative uses, the tablet still has some way to go to replace the laptop. A recent KPMG survey showed that 7 per cent of respondents had a tablet, up from 2 per cent in September 2010. In comparison 28 per cent of the population own a laptop.
RBS 6 Nations stars on how they come together as a team to succeed
Louisiana is the proud birthplace of jazz, but it's not resting on its laurels
There is no time like the present to make South Africa your holiday destination of choice
Meet the businesses making it big in China
After a low period these beautiful islands are back in business
As thoughts turn to fresh starts and healthier living, put some focus on your eyes in 2016
How cultural resistance to change must be overcome if companies want to move ahead
How to educate employees about protecting their data from hackers
Thinking of setting up a business abroad? Don't go anywhere without consulting this guide
Speed of European monetary union has left capital markets in the slow lane
NonExecutiveDirectors.com, Nationwide, Competitive
Blevins Franks, Nationwide, Competitive
Various roles and locations
Pancreatic Cancer UK, London (Central), London (Greater), See job description
Lamborghini Aventador LP 700-4 Roadster Grigio Estoque with nero marrone leather
1965 Ferrari I 250 TR recreation red with leather
Bentley Continental GT V8 glacier white with beluga hide
Aston Martin Vanquish 2+2 volcano red with winter wheat leather
An exciting opportunity to create a unique and modern five bedroom house with traditional features set in 5.83 acres in a beautiful location in Shropshire
Magnificent 1-5 Bedroom Residences on Manhattan's Upper West Side
Salcombe's first development of new properties right on the water's edge for almost twenty years.
Discover the ultimate global address in New York, designed by Foster + Partners
8 day all inclusive tour of Yellowstone and Grand Teton National Parks from £2290pp
Get off the beaten track with this six night holiday to Samburu & Laikipia with Turquoise
When staying at the 4* db San Antonio Hotel & spa, Malta this summer
4* ski apartments from £384pp in La Rosiere. Ski from the door-step


text:
He had always been temperamental and bratty.are ugg boots made in china real On January 3, 1977, the new corporation, the Apple Computer Co.Ugg Boots His closest friends think that the knowledge that he was given up at birth left some scars. If it didn't, I'd figure what pin hadn't gotten into the socket right." Jobs also absorbed how Friedland made himself the center of attention. "Your father!" gasped Mary. One night he cornered one of HP's laser engineers after a talk and got a tour of the holography lab. Cheap Kids Ugg Boots I started getting promoted by him after that.Toddler Ugg Boots "Your father!" gasped Mary." With these words she flew away like a bird into the air, but she had given Telemachus courage, and had made him think more than ever about his father. Whip-stitch detail. "He wants to control his environment, and he sees the product as an extension of himself. The winner was Hartmut Esslinger, a German designer who was responsible for the look of Sony's Trinitron televisions.Cheap UggsUgg Mini Boots "He's anti-loyal.
Stylish enough for work, rugged enough for play. are ugg boots made in china real Outsole: 3 1/2" molded rubber wedge heel with UGG logo branding and "sunburst" tread outsole for good stability.Ugg Boots Online Sale "He wants to control his environment, and he sees the product as an extension of himself. Beautiful quality (they are Uggs afterall) and so comfortable. . He took these night classes, passed the license test, and got into real estate. [are ugg boots made in china real] Cons: Would be nice if the collar was fleece lined.
" The Jobses' house and the others in their neighborhood were built by the real estate developer Joseph Eichler, whose company spawned more than eleven thousand homes in various California subdivisions between 1950 and 1974.Cheap Uggs It would be another ten years before Wozniak discovered (by being shown the tale in a book on the history of Atari titled Zap) that Jobs had been paid this bonus. Back pull tab. "I was kind of bored for the first few years, so I occupied myself by getting into trouble. "If you trust him, you can do things," Holmes said. [are ugg boots made in china real] "Here's your new desk," he said, plopping him in a space next to Burrell Smith.
He didn't want to go through that again. Cheap Kids Ugg Boots " On April 1, 1976, Jobs and Wozniak went to Wayne's apartment in Mountain View to draw up the partnership agreement. Yes No Fur Ruff Unacceptable Joseph A. It made me cringe, but dammit, it got things done. [Cheap Kids Ugg Boots] He also had a newspaper route—his father would drive him when it was raining—and during his sophomore year spent weekends and the summer as a stock clerk at a cavernous electronics store, Haltek.


text:
StartUpHire is the place to find IT Analyst III/Senior -BI jobs. Review the list of IT Analyst III/Senior -BI career opportunities to the left. These IT Analyst III/Senior -BI jobs represent some of the most rewarding careers available.
You can refine your job search for IT Analyst III/Senior -BI career opportunities by adding a job title, company name, or keyword to the search box above … or click the "Advanced Search" link for more options.
Don't see the employment opportunity you're looking for? Check back soon for more IT Analyst III/Senior -BI jobs, or sign up for an email alert (link below) to receive periodic updates on new IT Analyst III/Senior -BI jobs.
Requisition Number: 16-936 Job Title: Network Systems Analyst III City: Rockville State: MD Network Systems Analyst III Apply Now Email Description/Job Summary MacroGenics is a leader in the discovery and development of innovative medicines that utilize our next generation11/14/2016 Rockville, MD Save This Job


text:
|Product Profile
Nissin Creamy Chicken Cup Noodles are much more than a soup and provide an instant meal. Who hasn't enjoyed the instant gratification of a delicious Cup Noodles? Just add a little hot water and go from hungry to happy in record time. it's the portable, hot meal that's ideal for camping, a quick lunch at your desk, or serving up as an easy after-school snack. In your favorite chicken flavor.


text:
About General Patton
No, the World War II general didn't rise from the grave to go hip-hop. This General Patton is former Faith No More vocalist and Ipecac Recordings co-owner Mike Patton. Patton first worked in the arena of rap when he recorded a track for Handsome Boy Modeling School's sophomore release, White People. A few live improvisational collaborations with the turntable team the X-Ecutioners had everyone involved thinking there was more artistic work to be done. Patton gave the turntablists some of his favorite albums to build "sound blocks" from, the X-Ecutioners sent the results back, and Patton added overdubs, turning the "blocks" into lengthier pieces. The results were issued on Ipecac as General Patton vs. the X-Ecutioners in early 2005. ~ David Jeffries, Rovi


text:
News By Tag
Industry News
News By Place
Industry News
Boston Senior Caregiver Jobs Provide Ongoing Employment
Caregiving jobs in Boston are in continuous demand. Caregiverlist's caregiver training offers experience and certification for non-medical caregivers to enhance their caregiving career.
Becoming a caregiver requires a caring and dependable personality and completion of proper training. Non-medical caregivers are caregivers who are not Certified Nursing Assistants. The industry uses the term "non-medical"
Caregiverlist provides a Caregiverlist Certified Caregiver training course for beginning caregivers. This course provides a convenient way for those caregivers who may have personal experience, but no professional experience, to obtain professional caregiver training.
Caregiving as a career includes working for licensed senior home care agencies, assisted living communities, hospices and nursing homes. Boston senior care companies such as Senior Helpers, Synergy and Home and Hearth all hire professional caregivers for their positions through Caregiverlist'
Part-time and full-time positions are always available, for both weekdays and weekends as many times seniors require around-the-clock care. Live-in care positions are also available, where caregivers spend the night with the senior and stay for a few days at a time, but they do not actually move in with the senior.
Boston senior caregivers, both beginning and experienced, may apply for Caregiving jobs at Caregiverlist.com and learn about caregiver job descriptions, caregiver pay and take a practice Certified Nursing Assistant test.
Account Email Address Account Phone Number Disclaimer Report Abuse


text:
The best three Android interface apps
With plenty of user interface add-ons available on the Google Play store, it can be hard to decide what to download, especially when there's a price attached. The following are our three favourites.
With plenty of user interface add-ons available on the Google Play store, it can be hard to decide what to download, especially when there's a price attached. The following are our three favourites.
Google, Samsung and LG have followed in Apple's footsteps by launching voice-enabled personal assistants. We spent time with each personal assistant to identify which company has developed the strongest offering so far.
Google and Samsung have grown closer over the past week following Google's sale of Motorola to Lenovo and a 10-year global patent cross-license agreement signed by the tech giants.
By selling Motorola Mobility to Lenovo, Google is ending a combination that never really worked out while keeping assets that could prove valuable down the road.
Filing is no easier in the digital age. Now we have electronic receipts stashed in email messages or on cloud services or on our phones, in addition to the paper documents stuffed in file cabinets and perhaps left in little piles here and there aroun...
Politics collided with the world of technology this year as stories about U.S. government spying stirred angst both among the country's citizens and foreign governments, and the flawed HeathCare.gov site got American health-care reform off to a rocky...
Whether you're a smartphone fan or you're coming off contract and need a new phone, Samsung's Galaxy S4 and the Google's Nexus 5 are two of the best Android phones on the market right now. Which one is right for you?
After almost a decade of litigation, Google scored a victory last week over the Authors Guild, which had sued the company for copyright infringement over its Google Books search engine. But a few important chapters in the legal saga have yet to be wr...
The new Android home screen may not look much different from the home screens in Jelly Bean or even Ice Cream Sandwich, but it gives us a better understanding of what Google may want Android to look like in the future.
Google's Nexus 5 has generated quite the buzz since its release last week. We've managed to hit up Google for a review unit, so low and behold, here's our first impressions.
If it weren't for the software, the Nexus 5 would be just another Android phone.
When Google Apps arrived in 2006, it stood on the cutting edge of Web-hosted email and collaboration suites for businesses, a bold pioneer clearing a path in the new, wild frontier of enterprise Cloud computing.
We've taken the time to gather a list of shortcomings that we believe Google could better address in the next version of Android.
Every day is a tease: Will Google launch Kit Kat today? Was that really the Nexus 5 we saw floating around in that one video? Is this real life?
Calendars 5 for iPhone and iPad (App Store link), currently at version 5.2, is a very good upgrade to Readdle's venerable Calendars+ app. Though released prior to iOS 7, the new $7 app fits right in with the newest version of iOS.
The latest business news, reviews, features and whitepapers
Visit our shop for the best deals on hot products
Watch our video news and reviews from around the world
Comprehensive buying guides, features, and step-by-step articles
First impression on unpacking the Q702 test unit was the solid feel and clean, minimalist styling.
For work use, Microsoft Word and Excel programs pre-installed on the device are adequate for preparing short documents.
The Fujitsu LifeBook UH574 allowed for great mobility without being obnoxiously heavy or clunky. Its twelve hours of battery life did not disappoint.
The screen was particularly good. It is bright and visible from most angles, however heat is an issue, particularly around the Windows button on the front, and on the back where the battery housing is located.
My first impression after unboxing the Q702 is that it is a nice looking unit. Styling is somewhat minimalist but very effective. The tablet part, once detached, has a nice weight, and no buttons or switches are located in awkward or intrusive positions.


text:
Results 1 to 2 of 2
- 03-16-2014, 03:06 PM Thread Author #1
- Posts
- 1 Posts
- Global Posts
- 67 Global Posts
Kitkat 4.4.2 phone app update
New user!
I've read on-line that the new KitKat 4.4.2 software updated the phone app amongst other things. After the update to 4.4.2 mine is exactly the same as it was on 4.3. I'm on the Rogers network (lucky me). Has anyone had their phone app update? This is what I read about the phone app: Thanks.
"The Phone app sits bottom left in the dock on your home screen (although the dock can be customized to your liking). Fire it up and you'll find that frequently contacted people are prominently displayed.
Android 4.4 KitKat
There's a search bar at the very top for contacts or nearby places, and it auto-suggests as you type, so you'll rarely need to input more than a couple of letters.
Your last call is highlighted at the top, with three favourites below that, and then the rest of your contact list. It only fills this in as and when you call people.
Three icons sit at the bottom: on the left you have a call log, in the middle there's the dial pad, and on the right is where you can add, import or export contacts, and access call settings.
The caller ID system has also been improved, so that it can automatically search for businesses with a matching number in listings on Google Maps, if the phone number calling you is not listed in your contacts.
There's nothing Earth-shattering going on here, but Google's bet that most of us only frequently contact a small group of people is a safe one, and it makes the Phone app faster to use."
- Posts
- 40 Posts
- Global Posts
- 44 Global Posts
Re: Kitkat 4.4.2 phone app update
Here's what I've found so far:
1 - I'd like to know what the camera icon is doing on the bottom right of my lock screen. Can I remove that?
2 - this has messed up my "Connect for Hotmail" app. It says webpage not available.
SOLUTION - switched to outlook.com app
3 - it won't allow me to assign a colour to my newly added events in Dejaoffice calendar. And now it seems to take forever to respond or enter an event.
4 - it seems that Google search is now an automatic upload and you cannot uninstall the updates, you have to force stop it.
This is really frustrating. Can I revert back to the older version?
Answer from Telus, No, you cannot revert back to old, wait for updates from app creators.
I'm using an S4 on Telus Mobility
Similar Threads
Voice 2 Text : do ANY truly powerful apps exist?!??By prb456 in forum KeyboardsReplies: 4Last Post: 07-11-2015, 10:19 PM
[APP][FREE] Shopping List - With statisticsBy Diego Migue in forum Android App InventorReplies: 6Last Post: 05-16-2014, 10:40 PM
Accidental update messed up my wifi on T- Mobile S4 rootedBy Mustangfire2017 in forum IntroductionsReplies: 5Last Post: 03-26-2014, 09:53 AM
Red triangle after upgrading to kitkatBy tranim in forum Samsung Galaxy S4 Rooting, ROMs & HacksReplies: 1Last Post: 03-16-2014, 07:22 PM
Voice 2 Text : do ANY truly powerful apps exist?By prb456 in forum Market HelpReplies: 0Last Post: 03-16-2014, 02:28 PM


text:
And his stick now glows white in the dark:
See ya',
He-BroBody parts and lots of other stuff on my eBay now.
My new web site He-Bro.com, check it out.
Check out my shapeways stuff (Ninjor Bow, Castle Trap door, TrawJaw arm attachments.)
I love glow in the dark, so I love this!!
My Toy Photography: https://www.facebook.com/GrayskullWarrior
Forum Rules


text:
Further education and skills – guidance
Apprenticeship standard: motor vehicle service and maintenance technician [light vehicle] (approved for delivery)
Describes the job role that an apprentice will be doing and the skills required of them by the automotive retail sector.
This document is relevant to:
- those looking to apply for an apprenticeship
- employers wanting to recruit an apprentice
- training organisations working with employers to make the apprenticeships available
This standard is ready to use.
Under our reforms, employer-designed standards will replace frameworks, and will be clear and concise. From 2017 to 2018 as many apprenticeship starts as possible will be on the new standards.
Employers involved in creating this standard
If you'd like to get involved and contribute to the development of the motor vehicle service and maintenance technician standard, please read the guidance for trailblazers, and email the Trailblazer contact: email@example.com.
The standard for a motor vehicle service and maintenance technician was developed by:
- Jaguar Land Rover
- Mercedes-Benz
- BMW, Honda
- VW Group (Volkswagen Passenger Cars, Audi, SEAT, Skoda and Volkswagen Commercial Vehicles)
- Stratstone Group
- Arnold Clark Group
- Cavalier garages
- Quality Car Service
- Jim Steele Garages
- Retail Motor Industry Federation (RMIF)
- Institute of the Motor Industry (IMI)
Funding information for employers and training organisations
Funding band (6 = highest 1 = lowest): 6
Maximum core government contribution: £18,000
Read the funding rules for apprenticeship standards for further information.


text:
Shared publicly -
Ellie Cahillcommented on a video on YouTube.
I discovered K LOVE radio station a few months ago, & when they said to take the 30 day challenge of listening to nothing but Chrisitan music, I took it. Haven't listened to anything else since. "Shake" is now my favorite song. Listening to this interview gives me inspiration that God does love me for who I am; being brought up a Caholic with the constant condemnation for my actions had drummed religion totally out of me. Now at 57, God is entering my life through music, which I've always loved. He does find a way, and I'm so grateful.


text:
Home » Hardcore » Yasmin Scott – Hands On Treatment
General info: Size: 280 Mb, Duration: 00: 24: 09, Streams: 2, Full bitrate: 1621 kb/s
Video: H264 (avc1), 640×360, 25 fps
Audio: AAC, STEREO, 44.1 kHz, 127 kb/s
Download videoRapidgator:Download from Rapidgator
Uploaded:Download from Uploaded
We have all the best free porn downloads with new HD videos and movies added daily. Free porn downloads for all with porn links on file hosts such as Filemade, Uploaded, Rapidgator and others. Get your porn made fix today with exclusive porno clips, picture sets, photo fap albums and a huge homemade porn collection online.


text:
Nice and fat tone!
Super-2 Drumheads "A New Kind Of Two Ply Head": They have great attack, projection and depth unlike any other drumheads. The patented Safe-T-Loc hoop prevents the head from slipping and the Sound Curve collar design provides "Responsive Tuning." With Responsive Tuning, one turn of the drum key and Super-2 heads react. Made with a 7 mil ply and 5 mil ply configuration.
|Brand New