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Tracy&Lyss replied to Pauliewog's topic in Gluten-Free Recipes - Baking & Cooking TipsI have another question about the xanthum or guar gums and the gelatin... I am TRYING to make homemade perogies and noodles, the dough is not very pliable. I used the Jules gluten-free flour and it does contain xanthum gum, I also had to ad a little more butter and milk to get to a dough consistency. when I roll it out and fill it the dough keeps breaking apart. I have a feeling that I will have the same issue when I go to make a pie dough. Does anyone have any tips or solutions to my issue??
Tracy&Lyss replied to Prezwilson15's topic in Gluten-Free Diet & Weight IssuesI was hoping that would be the case for me...but unfortunately I have not lost an ounce...gained about 4 pounds though. I am not 100% sure I am totally gluten-free though, I have to wait for my next blood test, since I have no symtoms!!
Tracy&Lyss replied to Sarah P's topic in Celiac Disease - Post Diagnosis, Recovery/Treatment(s)I have thought about doing the same thing..just trying it to see what would happen, but I haven't YET. My fear is that when I was diagnosed I had no symptoms what so ever. I have read many posts from people who stated they had mild symptoms to begin with and then when they did get gluten in their systems they got violently ill. I don't do ill well!!! I have only been gluten free for one month but our home has been gluten free for two, since my daughter was diagnosed a month prior. She also had no symtoms. I was told that a crumb or just the slightest cross contamination is as bad as eating a loaf of bread, does anyone know if that is true??
Tracy&Lyss replied to yathnk's topic in Celiac Disease - Post Diagnosis, Recovery/Treatment(s)Thanks Josh, I don't proclaim to have cleared everything out of my cabinets, but in the past month we have given boxes of food to food kitchens and friends. Now that we have eaten all the fritos and turkey burgers we can stand, I need to re learn how to cook. I am trying to be careful even though we are A symptomatic, but I think it will be hard to know if we are missing anything by cross contamination or trace amounts. I am committed to this lifestyle I just wish there was a more definative way for someone like me to be sure I am doing it right. I hate to learn something wrong just to find out that one little thing was off and everything I am doing is in vain.
Tracy&Lyss replied to yathnk's topic in Celiac Disease - Post Diagnosis, Recovery/Treatment(s)I was wondering the same thing, Although we have no apparent issues my daughter and I were both tested and are both positive. When Lyss went gluten-free we noticed a difference in her sugar number within a day or two, I am just beginning my totally gluten-free lifestyle and I don't know how I will know that my body is improving! By the looks of the pics taken during my endoscopy I must have had this for a long time!!


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Ripoff Report | Complaints Reviews Scams Lawsuits Frauds Reported
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|EastCoast Quality Survey Micheal Benson Employed by a Micheal Benson to recieve and process packages. Illegal Activity Great Neck New York Author: Las Vegas, Nevada Credit Card Fraud: EastCoast Quality Survey Great Neck, New York
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Toyota City is the largest city in Aichi prefecture, the lowest land point is located in Komashin-cho (3.2m) and the highest is located in Inabu-cho (1,240m). The 1,200m difference makes the town full of hills. Around the station you will find a cityscape and gentle natural sceneries. The views joining the opposite paths of low and highlands. This is an endless travel to a place where "From one to another," "From the past to present" and "From someone to anyone" continues.
The fluctuating yearly temperature and different altitudes make four seasons sceneries of Toyota City more appealing. As the new season comes the scenery changes, as the altitude elevates the expression changes. This Toyota City is worth travelling all year round.
Toyota City was first called Koromo. That history also appears at the oldest surviving book known as "Kojiki" or the Records of Ancient Matters. Matsudaira-go is where the Tokugawa clan was founded and the birthplace of Matsudaira, while Asuke is the distribution point thru Ina road. The town surrounding the remains of Shichishu Castle can remember the Koromo Domain's twenty thousand Goku. In a place where memories of ancient people are left, try to enter and solve the puzzles of history back then.
Toyota City is home to Toyota Motor Corporation headquarter and factories, and more than 400 car-related companies with various engineers the technology is always evolving. In addition, there is the Obara Japanese paper along with the traditional skills that craftsmen kept and continue to pass on to next generations.


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Avery® Neon Green Removable Print or Write Color Coding Labels for Laser Printers 5494, 1" x 3", 200 LabelsProduct Number: 5494
Keep track of important papers and objects. Apply these Removable Print or Write Color Coding Labels to your documents, files, inventory and more for easy identification. Customize the labels by hand or with free templates available at avery.com to print with your laser printer. Their vibrant color makes it simple to identify objects that belong together or tell the difference between unrelated groups. In addition, the removable adhesive lets you apply the labels with the confidence of knowing you can easily remove them later. With these labels, convenience is definitely easy to see.
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REVIEW SNAPSHOT®by PowerReviews
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- Bright Colors
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This review is from Print or Write Color Coding Labels 5481:
I love Avery products, but this was really frustrating. I bought the labels, and looked online for the template to type on them, but that's where everything went wrong. The template for 05481 (which is the label number on my package) has only five labels on it, mine have six, so the template does not work on the labels purchased. As much as I love the colours, I will not buy them again, I ended up writing on what I wanted to type on so that I could use them for my project for work.
- Bright Colors
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- Planner
This review is from Assorted Neon Color Coding Rectangle, 1/2" x 3/4" - 525 count 6721:
I was hoping to create my own planner stickers and purchased these thinking I could print. Disappointed that the wizard does not allow me to print on these. Doubt if I will purchase again.
This review is from Assorted Neon Color Coding Rectangles, 1 1/2" x 2 3/4" - 76 Count 6723:
Put labels on Bankers Boxes for moving this morning. Labels on floor tonight. Am I supposed to put clear tape over labels? Not best use of my time. Will not buy any more.
- Bright Colors
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This review is from Assorted Neon Color Coding Rectangles, 1"x3" - 72 count 6722:
I have to agree with Debby. It's rediculous that Avery's own software doesn't allow you to print on these labels.
This review is from Assorted Neon Color Coding Rectangles, 1/2" x 1 3/4" - 180 count 6724:
I bought the labels because I needed something that would catch attention and I found these Avery labels. I was extremely disappointed when I couldn't use the Avery wizard on word to print them and had to play around to get them to print right.
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smile Of course I am. The only that had changed is my sense of maturity. Beside, I can't forget and leave behind my friends that I've come to meet and know on here.
I'm doing alright. How about you?
Glad to hear from you again.
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AboutHi, Welcome to my page. I don't really sign on much, but feel free to drop a comment. I am Asian; Chinese to be exact and from New York City. I listen to all kinds of music, but I enjoy listening to techno, trance and new age genre. I don't really watch t.v., haven't for couple years, because why bother when you have a computer. I read manga, watch anime and movies. I am also a huge Final Fantasy VII fan. Bump on my bump page. xD
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Busted me for lying? Pops said if you change your name, you can judge your own posts. Everyone give it a try. Then be sure to think about Free Pizza's derogatory comments about gays and read this...<quoted text>
I am guessing that after I busted you for lying that you are afraid of me huh.
What happened to you boy? You used to spew all over the page.
You used to be fun. You've become very disappointing boy.
Let me help you.
I was watching FOX news and saw this. Yes I said FOX NEWS.
Will IRS scandal lead all the way to Obama?
Read more: http://www.foxnews.com/opinion/2013/07/19/wil...
This is extraordinary, suggesting that it was the IRS chief counsels office, not rogue agents in Ohio, who engineered the key abuses in the targeting scandal, including the extraordinarily-intrusive questionnaires that asked conservative groups for donor lists, Internet login information, social media pages, and even the political and charitable activities of family members.
Hull went on to testify that he had not seen anything like that in almost 50 years of work at the IRS.
To be clear, IRS Chief Counsel William Wilkins is a political appointee, appointed by President Obama in 2009 the top lawyer in the agency. The involvement of his office as early as 2011 represents a dramatic escalation of the IRS scandal.
The previous IRS explanation a bureaucratic mistake, originating in Ohio was bad enough. This explanation is much worse. With the involvement of the IRSs top legal office more than two years ago, the questions now become eerily reminiscent of earlier Washington scandals.
What was discussed at the more 100 meetings between the IRS Commissioner and White House meetings?
Why was President Obamas political operative, Stephanie Cutter, included in meetings with the IRS?


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This review is from: CORSAIR Voyager GT 16GB USB 3.0 Flash Drive Model CMFVYGT3-16GB
Pros: Faster than advertised! Rubber grip feels good in hand and is very "rugged" feeling. Dropped on floor from ~ 4 feet to test a few times and the drive just tumbled away like nothing ever happened. Plugged in works like a champ! Price is great for size/speed USB 3.0 is amazing.
Cons: Cap has snug fit but it is still a removable (read as "going to get lost at some point") cap. Perhaps a bit thick which can sometimes be a problem in tight spaces or when having two side by side flash drives.
Other Thoughts: I'd buy another in a heart beat. Reliable, rugged and fast for a great price. Yes please!!READ FULL REVIEW
This review is from: WINTEC FileMate 16GB Mobile Professional Class 10 microSDHC Card with SDHC Adapter - Retail
Pros: Class 10 great value. Gets ~ advertised speeds for a class 10 micro. Depending on the file size/number of files can get over class 10 speeds. Comes with case and adapter. Bought for my Nook Tablet and never looked back! I'd buy again, in fact I AM going to buy again, right now, in another tab. Bought.
Cons: Is not an Autobot. #MakesMyHeartSuperSad
Other Thoughts: At least it's not a filthy Decepticon!READ FULL REVIEW
This review is from: XFX Radeon HD 6970 DirectX 11 HD-697A-CNFC 2GB 256-Bit GDDR5 PCI Express 2.1 x16 HDCP Ready CrossFireX Support Video Card with Eyefinity
Pros: Performance / price very good deal. XFX quality / warranty. If you aren't gaming with Eyefinity ... you aren't gaming. It's honestly that good. OpenCL support is good. Runs most games fluidly at 1080 across three monitors above 60fps high/ultra settings. X-Fire gains are insane. Adding a second HD6970 practically doubles the power. Not as loud as some other cards.
Cons: Big. Card runs about 11.5" long which may be an issue for some case/mobo combos. Power hungry and can get warm (though any card in this category does). A good case with proper cable management can significantly reduce this "issue". Only other issue is that I miss CUDA :( but I have a quadro for that ...
Other Thoughts: If the card does not fit your case/mobo set up and you buy it anyway, that is YOUR fault for not looking up the specs. Learn to build and try again, don't dock an egg for your error.READ FULL REVIEW


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An ever-present feature of contemporary life, could mobile telephones be damaging our health? And what about the other new technologies and the growing infrastructure they demand? RTD info takes a close look at the work of the researchers and the many unanswered questions.
With advanced economies and a scientific life organised on the Soviet model of the time of the USSR, the three Baltic republics had to dismantle their existing research system to build a new one.


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ITV Meridian news in brief
All the news as it breaks in the south, south east and Thames Valley.
All the news as it breaks in the south, south east and Thames Valley.
The Bishop of Winchester has today withdrawn the commission of the Dean of Jersey, the Very Reverend Robert Key, effectively suspending him. The Dean of Jersey's suspension follows the publication today of an Independent Report, commissioned by the Diocese of Winchester's Safeguarding Panel.
This found that there were a number of failures in the implementation of policies, in relation to a safeguarding complaint in 2008. The report raises concerns that the Dean of Jersey did not comply with key safeguarding procedures in dealing with the complaints of a vulnerable adult parishioner.
Philippa has the latest weather for the east
Philippa has the latest weather for the west
Nazanin Zaghari-Ratcliffe's five-year jail sentence is confirmed despite her husband's campaign to bring her home.


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- 01-29-2014, 08:43 PM Thread Author #1
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Exchange Contacts Issue & Email Notifications from the Grave?
I just got the LG G2 a few weeks ago and I love it, but I'm having some issues that I've never had before on Previous phones (Previous ones being Moto Maxx, Razr HD Maxx, Note 3, Note 2 & GS4).
First are my exchange contacts aren't syncing to the phone; at least not all of them. I setup my exchange account on the phone the same way I always do, set to push, mail, contacts, calendar etc...Out of my 500 or so contacts only about maybe half actually are on the phone. I go to call someone, and they aren't there, I double check that persons exchange contact in outlook or on my ipad, and it's there; just not on the phone.
The other problem I have is every time I delete an email, I get a new email notification for that (or those) emails I just deleted, when I open the notification it takes me to the email in the deleted items folder.
I'm REALLY hoping someone else here knows how to resolve these issues as otherwise this phone is awesome, but these two issues are driving me bonkers!
Thanks in advance for any and all replies!
- Posts
- 128 Posts
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- 155 Global Posts
Re: Exchange Contacts Issue & Email Notifications from the Grave?
I have the same issue with the lack of all my contacts syncing. FYI, the push email feature does not work properly.
- Posts
- 1 Posts
Re: Exchange Contacts Issue & Email Notifications from the Grave?
I am having the same issue. I called LG. They had me do a hard reset. It did not fix the problem. It synced when I first got the phone in November but i noticed the issue began happening mid January. I'm thinking a ninja update possibly to close a security hole. I would love to be able to have my contacts back again. I dont get why it syncs some contacts but not others.
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This plugin allows you to seamlessly submit a support request to the Fantasktic service from your admin dashboard.
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Alvarion Ltd. (NASDAQ:ALVR)
Q1 2010 Earnings Call
May 4, 2010 9:00 am ET
Karen Shemesh
Eran Gorev - President and CEO
Efrat Makov - CFO
Jonathan Goldberg - Deutsche Bank
Ittai Kidron - Oppenheimer
Mike Walkley - Piper Jaffray
Scott Searle - Merriman Curhan Ford & Company
Daniel Meron - RBC Capital Markets
Larry Harris - C.L. King
Steve Ferranti - Stephens Incorporated
Gunther Carter - Discovery Group
Ari Bensinger - Standard & Poor's
Ladies and gentlemen thank you very much for standing by and welcome to the Alvarion Q1 2010 earnings release conference call. At this time all participants are in a listen only mode. Later we will conduction a Question and Answer session. Instructions will be given to you at that time. (Operator Instructions)
I would now like to turn the conference over to Karen Shemesh.
Karen Shemesh
On the line with me today are Eran Gorev, President and CEO and Efrat Makov – CFO.
The earnings release was issued this morning. It is now available on all major news feeds May I just stress that this conference call may contain forward-looking statements within the meaning of the Safe Harbor Provision and the Private Securities Litigation Reform Act. These statements are based on the current expectations or beliefs of Alvarion's management and are subject to a number of factors and uncertainties that could cause actual results to differ materially from those described in the forward-looking statements.
The following factors, among others, could cause actual results to differ materially from those described in the forward-looking statements. Potential impact on our business of the global economic crisis; the failure of the market for WiMAX products to develop as anticipated; Alvarion's inability to capture market share in the expected growth of the WiMAX market as anticipated, due to, among other things, competitive reasons or failure to execute on our sales, services, provisioning, marketing or manufacturing objectives; inability to further identify, develop and achieve success for new products, services and technologies; increased competition and its effect on pricing, spending, third-party relationships and revenues; as well as the inability to establish and maintain relationships with advertising, marketing and technology providers; and other risks detailed from time to time in the company's 20-F Annual Report risk factors sections, as well as other filings with the Securities and Exchange Commission.
For purpose of discussing comparisons to prior period, in this call we will refer to non-GAAP numbers that excludes the impacts of stock-based compensation expenses, one-time charges such as restructuring cost and the amortization of intangibles. For supplemental information to facilitate evaluation of the impact of non-cash charges and comparisons with historical results please refer to our earnings release and to detailed reconciliation tables of GAAP to non-GAAP results for Q1 2010 and the comparative period which also appear on the company's website and attached the press release on major news feeds.
I would now like to turn the call over to our President and CEO, Eran Gorev.
Eran Gorev
Good morning everyone and thanks for joining us this morning. We have quite a bit to cover today so, I'll try to get right to it.
The numbers for Q1 I'm sure you've all seen in the earnings release from earlier today. We will obviously talk a little bit more about that. Efrat will cover some of it and [inaudible] my thoughts on those. But when we take a broader perspective on Q1 and to put it in context certainly our results or performance in Q1 was affected by a number of macro factors. We can look at the United States where continued delay and some other items which I'll briefly touch on in terms of the broadband stimulus funds and the program has led or has had an impact on our business in that region.
And some other regions where Alvarion benefits from our enterprise business, the non-carrier space where we sell some of our solutions to municipalities. So, one example I can mention in Poland there were some additional delay in fund allocation to such projects and that in turn had an impact on our business.
India, which is always very relevant and very important for our business and the discussion and so we all know there was again a delay in the spectrum option in India. Certainly at the end of the quarter in March the good news is that they started moving forward the Indian government with the 3G option and I'll touch on that a little bit later on in the call. But in terms of Q1 business and looking at Q2 the delay has had an impact on Alvarion's business.
And also and it's important not to forget that in spite of some improvement in a number of countries there are certain regions or countries where the credit environment is still challenging. I mentioned the US broadband stimulus and the program itself. Let me share with you a little bit of additional information on that front.
At the end of Q1 if we move just in terms of dates. On March 31 at that point in time when round one of the program was not yet 100% complete although it seemed as if it was, none of the customers and frankly very few wireless broadband operators had received any information in terms of them receiving grants. In fact both NTIA and RUS, the two departments, the two entities that are tasked with driving these programs, these stimulus programs, have announced that they will move quite a bit of funding from round one that will roll over to round two which means it's not gone but round one certainly was not highlighted by allocation of grants to wireless broadband in general.
Interestingly enough in April last month we were on the verge of, I'll use the term loosely, writing off round one. We saw last week in the newspapers a public announcement by the United States government specifically NTIA that they have awarded a small amount to an existing customer of ours in the United States, a company, an operator by the name of Digital Bridge Communications based out of Northern Virginia and they received 3 separate grants for deployment or continued deployment of wireless broadband networks WiMAX using Alvarion equipment totaling just over $4 million. And that's specifically in a number of counties in Idaho.
So, we're obviously very happy for them and this, as I mentioned, this chain at the very very last minute of round one the announcement in fact itself mentioned that to, and I'm not quoting word-for-word, but basically to close off round one, here are a number of grants that, and then we're moving into round two.
Specifically round two which hopefully will be again a relevant opportunity for us. We are looking at roughly $2.5 billion that RUS will have at their disposal. This includes amounts rolled over from round one. And it was decided by the United States government that contrary unlike round one where both NTIA and RUS were able to allocate grants for last project in round two in their announcement notice [account] availability that was released earlier in Q1 in the middle of the quarter roughly.
They announced that RUS will assume responsibility for last [mod] project applications and that means that they'll be potentially less confusion. There were some issues with applicants having to file multiple applications with RUS, with NTIA, different [processes] all together and that certainly has not helped. The last mile applicants regardless of Alvarion are just applicants of applicants to drive the process forward.
A couple of weeks ago, mid April I don't remember the exact date, RUS announced some 700 applications for round two. So a significant number. And specifically looking at the applications submitted for round two, last mile applications are roughly two times as many as they were in round one.
So, there's no doubt that round two should it move forward based on the information that's available to the general public and to ourselves, round two with US specifically should have a more significant focus and emphasis on last mile, on wireless broadband, and that is very good news for us and we're expecting to in fact see our US grant up-front so for last mile wireless broadband programs and to have existing and perspective customers applicants in this area choose Alvarion as their partner, and embarking on the deployment of such wireless broadband WiMAX networks. It remains to be seen. We'll talk later about visibility and expectations to give you a sense of what we're looking at but clearly the process in the United States was not as most people had expected it to be in round one, but we're hopeful that in round two it'll be overall better for rural areas in the United States for wireless applicants and specifically for Alvarion.
When I look at the quarter in general, we've made progress in multiple areas and on multiple fronts. I'll talk about India in a few minutes but I want to share with you a couple of examples of customers, existing customers, where Alvarion was successful in expanding our relationships with them.
It's an extension that materializes in the form of additional purchase orders, follow on Pos, and contracts, where additional purchase of networks and deployment of networks. Some of those were in a competitive environment so it's obviously very good news to see existing customers coming back, even with competitors bidding toward their future business and allowing us to deploy additional networks for them.
Such examples, and there are more, would include NGI in Italy, it's part of the BT Italia group and it was a win over a large competitor. We're delighted about this expansion of the relationship with them. There's a company, again in Italy, [Leencam] that we've been working with for a while and we have concluded an agreement with them whereby the role Alvarion plays in [Leencam] will be broader than we have historically.
Alvarion, as you all know, and I'll use this as a little bit of a side track but I think it's important, for many years Alvarion was a very product oriented company. Selling products, shipping product, either directly to customers or through integrators and channel partners, with very little services in our revenue mix over the past few years we've decided to start investing more on the services side and grow our services business. But recently we've made a further decision to grow our turnkey capabilities, and I'll talk about that under the strategic initiatives heading.
But none the less, [Leencam] is a good example of a customer where we did not have a direct relationship with them and it's one of a few, by the way, it's not one of several, it's not the only one, where customers actually express an interest, a desire to partner with Alvarion on a direct basis . To have Alvarion assume broader responsibility, to play a broader role and deliver not just the specific product but potentially multiple product, deliver services and ensure that the WiMAX network ends up operating to the satisfaction of the carrier. We're happy to report progress on that front as well.
In Asia Pacific we've made very important progress with one of the customers. Unfortunately, I'm not at liberty to share the customer's name and it's not yet a signed contract but we've made good progress down the path of materializing an opportunity into an actual contract, into actual business. Should that continue to develop as expected, we expect this to become a multimillion dollar program for Alvarion over a couple of years, at least. Hopefully, if we do make progress we'll be pleased to come back and report that.
At this point in time there's still question marks. There are other entities involved and this may or may not turn [translator become]real business for our company. Nonetheless, the facts are that good progress, important progress, has been made and we're pleased to report on that.
Again, I touched on a few other customers, but in general terms, with the number of other existing customers, we've expanded our business with them signing additional contracts for deployment in different geographies. Pretty much all over the world we've had repeat orders from such customers and that's obviously very good news.
We are seeing some signs that business is improving. Overall the business climate is improving. As we reported in the earnings release, the company financials may get worse in this quarter, in Q2, before they get better. This has to do with funding of revenue recognition as we embark on more and more turnkey programs, large initiatives, projects where there is a services component.
Clearly, our revenue mix changes and our margin implications which Efrat will touch on but it also has an impact on the revenue recognition of product shift, etc., and services delivered. In certain cases there are acceptance milestones and other milestones that we need to meet prior to us being able to recognize revenue.
So clearly we do see opportunities, but as we shared in the earnings release it may get worse before it gets better. We are still of the belief, as we said on the last call in February, that gradual pickup in the second half of 2010 is expected and that's bulk from a shipment perspective as well as an actual revenue standpoint.
I want to touch on India and I'll go back to India later on, but I think given the importance of the Indian market it's certainly relevant for today's discussion. We all know that the 3G auction in India started. That took place in March. It's a somewhat complex auction mechanism. There needs to be a [inaudible] across the circle [inaudible] by respective interested parties and they can change their position and opinion in terms of which circle they bid on and what amounts, etc.
With every round, and this has been going on for quite some time, the Indian government announced, and that's public information, that a couple days after the conclusion of the 3G auction, they'll proceed with the BWA auction, the auction of PVD spectrum for broadband for WiMAX broadband deployments and we're very hopeful that this will happen in the very near future. We think that we're pretty well positioned.
When I touch on some of our strategic initiatives, you'll see that we are investing additional people and money in positioning ourselves even better to capitalize on the opportunities in the Indian market. Not all, by the way, triggered by the 4G or the BWA auctions. There are other opportunities that have nothing to do with the spectrum allocation.
Companies that have spectrum and are in various processes of decision making or finalizing some of their specific phases as part of the project. Should these materialize in Q2 or in Q3 or any time in the future, Alvarion may be in the position to capitalize on these opportunities beyond the BWA auction and drive significant business and revenue from the market in India.
Being a new CEO going into Q1, I knew I wanted to kick start a strategic analysis, a business review exercise. We did that in Q1 going into Q2, earlier in Q2. We've looked at our business. We've looked at the competition. We've looked at the opportunities. We've looked at the dynamics at spectrum allocation, on the carrier side with WiMAX requiring specific spectrum where in most places it requires, obviously, a government allocation.
We've looked at the different [inaudible] on the non-carrier side of Alvarion, the enterprise space, smart polygrid municipalities and others and we did an analysis of our organizational and professional capabilities and skill sets, vis-à-vis with the market opportunity represents. It's a two phase process and we recently completed phase one of this multi phase or two phase process. From phase one, I want to share with you one of the conclusions that myself, as well as the management team and other individuals in the company that took part in this exercise, I want to share with you at a highlight level, some of these conclusions.
First off, and this is a critical conclusions, they're in the market, there is a WiMAX market. There is a healthy WiMAX market. There is a healthy wireless broadband market beyond WiMAX. It is growing. New additional countries are announcing plans to allocate spectrum later in 2010 and beyond. People are investing money in operators. Certainly we see improvement in the overall, the global credit environment. We are seeing an improvement over the past couple of months in the dynamics of this market.
This is also true on the enterprise side. We are seeing opportunities on the enterprise side in different verticals. This is, for very obvious reasons, critical and very, very important conclusions. We would be talking about different measures and different directions if I concluded or had I concluded that there isn't a relative market for our company.
Not only the market, but also it's large enough for a number of vendors, certainly for a company our size. There are plenty of opportunities for us to grow. We don't control the timing of such opportunities. We may or may not win them. We may win only a portion of such opportunity.
The facts are the facts and they are well known, but it's also a fact that there are very large opportunities and that we are pretty well positioned to benefit from them. The growth in that market, while 2009 was a challenging year for every market pretty much, we still know that in 2009 people continued to invest and the eco-system grew; number of devices, number of operators. That's not to say that every licensee, every license holder of spectrum went ahead in 2009 and actually deployed networks.
That's definitely not the case. In fact, one or two sold their licenses and put their plans on the back burner throughout 2009, but that is to say that people did move forward in some markets. Certainly since the beginning of 2010 we are seeing gradual increase in the level of interest from the part of license holders and operators looking to deploy networks.
Alvarion has a certain challenge that I think can be addressed effectively, but I will say that we need to think big. Granted we are not the size of some of the bigger competitors such as Motorola, [inaudible] and Samsung, but there is nothing preventing us from going after very large programs. We absolutely need to not only think big, but also act big. We can win very large projects. That is all good news.
Three are certain things that we need to do in order to position ourselves better in order to develop certain capabilities and skill sets. There is obviously a price and cost associated with that and we will touch on that. We clearly can do that and there is really no need for a big brother, for a partner in all opportunities. We can compete and we can deliver systems and networks to all customer sizes regardless of the size of the competition that goes into these accounts as well.
We know, and I mentioned this earlier, that operators and customers spent more dollars than just on Alvarion product and just on Alvarion products and services. One of our challenges, and we need to address it, is how do we strengthen our services capabilities all the way to being a well recognized and highly respected turnkey provider of networks beyond the core radio-access network component, which has always been Alvarion's key strength and our core product. Beyond that we have an opportunity. There is a need, which is also critical. There is a desire on the part of the customers to actually see Alvarion deliver more than just its own product.
So there is an opportunity to capture a larger share of the pie in the projects that we do win. That's through additional service capabilities. However, with all of these conclusions in mind, we have to make some changes in how we do business and how we go about opportunities. We need to certainly strengthen and develop some new skill sets and capabilities, organizational and professional, that are required in order to be better positioned for that.
We are taking a number of actions. We touched on those briefly in the earnings release. We are transforming the organization; some people, some skill sets, some experiences. We are trying to make sure, and we will make sure, that we have the right people on board with the right skill sets that can deliver those projects and improvements.
In order to support, in order to fund some of the initiatives that we have realized and identified as part of the strategic analysis exercise, we certainly were looking for budgetary means to cover and to allow us to make investments in those areas. Furthermore, we also wanted to strengthen our balance sheet. We wanted to strengthen our operational structure.
In order to do that and in order to invest in those specific areas that we have identified, we decided that we will go through a certain cost cutting process whereby we will free up some resources allowing us to reallocate and to make investments at the right time and at the right initiative.
The area that we need to invest in, there are quite a few of those, but again we identified more traffic opportunities in the market and wanted to focus on the higher potential return areas that represents more significant potential for us. We can afford the time. There is an option for a CEO on the management team to decide to take their time.
Alvarion still has a healthy balance sheet. In spite of some burning of cash, we still have a very healthy cash position. We could have decided to take another several quarters to continue our analysis, to look at various initiatives, etc. I have made the decision that the market opportunities are so significant and so relevant to our future success that we must move swiftly in order to be better positioned to capitalize on such opportunities. So we have to preserve the strength of the balance sheet; I mentioned that.
We must demonstrate that we can run a healthy business operationally to generate profitability, which is our long-term goal and one that we are striving to meet. We must be in a position to win a larger share of each and every project once vendor selection [processes] do move forward in some of these delayed areas of programs.
So we firmly believe that we can generate more revenue from our current business. We believe that we can do so with less people and with the reallocation of resources to focus on the higher return areas. We believe that we need to ensure that our organization has the people with the right skill sets and experiences to go after the large programs that I've mentioned before.
In phase two of this strategic initiative, as we implement phase one, we are looking at various potential areas where our company can further develop and strengthen capabilities in a number of potential future growth engines for us. This is ongoing work that we have in the company. We will continue to invest in that over the next several months. As soon as we have some very concrete news to share with you in terms of specific growth engines that we want to focus on, we will be pleased to do that.
In terms of our ongoing business, we are looking at the carrier business and the enterprise business. We are receiving more focused and concerted efforts in the specific areas. We are measuring each and every line of business in terms of its level of health and potential in the market, different verticals and such. We will continue to allocate resources to the highest return projects.
We expect to complete this process and begin implementing phase 2 sometime in the second half of this year, 2010. As I have shared before, as soon as we have some more specific news to share about that, we will absolutely do that. In the present time, we have a lot to accomplish and we don't have a lot of time. We are creating opportunities where absolutely time is of the essence. We will be very focused on doing things, on strengthening skill set capabilities and hopefully better positioned to capitalize on these opportunities once they materialize.
I will be happy to answer your questions and engage in a more detailed discussion, but at this point I will turn the call over to Efrat.
Efrat Makov
Shipments declined $3 million sequentially to $47.9 million. The proportion of WiMAX and non-WiMAX was about the same as in Q4. Q4 revenue was in the range of our guidance at $51.9 million. The main reason we ended the quarter at the low end of the guidance range was that a few medium-sized groups did not progress at the pace we thought they might. Now that the project was cancelled they have been delayed for various reasons.
Turning to the geographic breakdown of revenues, in Q1 EMEA continued to be the strongest region, accounting for 62% reflecting unknown business for core customers in their region. Latin America was 11% of revenues, and North America it comes to 11% as well. APAC accounted for the remaining 16% of total revenue.
Although new projects were delayed in Q1, we had revenues of over $1 million for more than 10 of our long-term customers such as [inaudible], VMAX, [inaudible] Lincoln and others. We had no 10% customers in Q1 but we have 5% customers. Direct sales amounted to 66% of total revenue. This category also includes sales to local partners that are not OEM, indirectly coming from the remaining 34% of revenue.
The direct focus on OEM business while combining the distribution in OEM into a single indirect category. GAAP gross margin in Q1 was 42.9%. Non-GAAP's gross margin was 43.1%. The main reason for the decline was more revenue from turnkey projects which includes third party [inaudible] as compared to Q4 2009. GAAP operating expenses in Q1 were $27.4 million.
Our non-GAAP operating expenses amounted to $26.3 million, which excluded amortization of intangibles and the impact of stock based compensation. The further sequential decline in non-GAAP operating expenses [inaudible] expense initiative from 2009. As a result of our cost cutting measures, we expect non-GAAP operating expenses to decline by approximately $6 million per quarter [inaudible].
On a GAAP basis, we reported a loss of $0.08 per share in Q1. On a non-GAAP basis, we reported a loss of $0.06 per share in Q1. It was also within the range of our guidance. Our net financial income in Q1 was $360,000. Cash and cash equivalent as of March 31 was approximately $103 million, a decrease of $15 million in Q4 with $9.1 million of cash used in operation.
We continued to operate in an extremely competitive macro environment which makes a strong balance sheet with competitive assets that we must use from time to time to secure strategic deals. This was the case in this quarter. DSO were 107 days.
We see the potential for continuing to [inaudible] in several projects and therefore it is possible that revenues in Q2 will be lower than Q1. With the timing of the revenues in relation to these projects so difficult to predict, we have decided not to give specific revenue, guidance or EPS guidance.
In addition, we will have a restructuring charge in Q2 of approximately $2 million which will impact our GAAP results. As Eran noted, our assumption continues to be that we will see gradual improvement in shipments and revenues during the second half of the year. I would like to turn the call back to Eran.
Eran Gorev
Thanks Efrat. Before we open it for questions, I want to share with you one more thing. And that is, as part of this strategic analysis effort and exercise we've realized outcome to the conclusion. I talked about services are generally a larger share of each and every project and so on.
But I've also decided that organizationally we needed to make some changes. And as a result, we are making some organizational alignments internally that result basically from organizational restructuring. We're establishing the services team, we're consolidating some marketing functions centrally, our strategic alignment function, so a number of different things.
So without boring you with the specific details, a number of different things that have an organizational impact. So with that, I'd like to open the call to questions.
Question-and-Answer Session
(Operator Instructions) Your first question comes from Jonathan Goldberg - Deutsche Bank.
Jonathan Goldberg – Deutsche Bank
So this new strategy for the company, moving into new areas, how long do you think it will take to really get started? Then how long do you think it will be before you know whether it's successful or not?
Eran Gorev
We've started this week. Following the phase one of our strategic analysis process we've kicked it off. And it'll probably take a couple of months, at least several months, for us to start seeing results but we're very hopeful.
Jonathan Goldberg – Deutsche Bank
Then on the reduction of operating expenses, in the press release you've got it as a $20 million annual decrease in operating expenses. Am I reading that correctly? And how long do those take to flow into the system?
Efrat Makov
The amount was $20 million overall. And I believe the full effect as I said will not be, well maybe I didn't say. But yes, the full effect will not be in Q2. We're still in the process. We have to complete this. There are some things that still have to be paid throughout this quarter. But hopefully in Q3 we can see the full effects.
Your next question comes from Ittai Kidron - Oppenheimer.
Ittai Kidron - Oppenheimer
If I might say, the quality of the line is very poor. It's really hard to make out what you're saying. Efrat, with regards to the cost cutting again, $30 million. If I just quarterlized that, that's $7.5 million. When do we see that fully reflected in a quarter?
Efrat Makov
I will repeat my answer. The $30 million is an overall cut in our expenses, both from the OpEx level and the COGS, the cost of goods sold. And the full quarterly affect we expect to happen only in Q3. Q2 is still going to be lagging from the current initiative expenses still to be incurred.
Ittai Kidron – Oppenheimer
So what is the$ 6 million number that you mentioned?
Efrat Makov
The quarterly effect on the OpEx, the operating expenses we estimated to be $6 million.
Ittai Kidron – Oppenheimer
And the drop in the gross margin. You've mentioned that you had a greater mix of turnkey projects. Correct me if I'm wrong. That's where the company is going in general, more turnkey projects. Is this the going forward gross margin for the company, if not even lower than that?
Efrat Makov
You're correct, that's exactly right.
Attai Kidron – Oppenheimer
If we move forward on the pace that you expect to move forward, as the change and mix happens in the business, are we going to go below 40%? I mean is there like an average blend of gross margin you think you somewhere stabilize at?
Efrat Makov
I think it's very difficult to guide for a specific quarter. I think the overall trend is going down as I said. As we do more and more projects to be included in our business and offering end revenues, eventually it may be affected to go even lower than 40% again. It depends on the projects that will be included in that revenue.
Attai Kidron – Oppenheimer
And last question for you, Eran. You're instituting a big reduction in head count here. Maybe you can first kind of qualify us into what segments specifically we're seeing the cuts, R&D, sales and marketing, G&A. How does that spread across the company?
And second is, you go after turnkey, you're going to have to do more hand holding with clients, more involvement in projects which intuitively actually says more headcount, not less. So how are you going to handle this change in mix while at the same time significantly reducing your head count?
Eran Gorev
Some of the ongoing activities in the company, and some of our product mix, have certainly changed over the past year. Certain products that we used to sell more of, we're selling a little bit less. And some products that are newer we're selling more. In some areas, without getting too technical or too operational to explain how is it manufactured and so on and so forth.
There were a number of areas across the company; it's not in one particular group, where we felt that we could get the same job done with less people. And it's thanks to either changes again in the mix of products we sell or product that has been part of our portfolio for a number of years that were in maintenance mode and we don't necessarily need as many people in any given area of the business to support such product.
Also, in some countries where we don't see any relevant return on the investment in covering the country or the specific area of the country we may have decided to pull out or minimize the investment there and finally reallocate such investment to other higher return areas. So it's not that the cuts have been in one specific area of the company. That's in general.
In terms of ramping up resources on the services side you're absolutely correct. When we are awarded such large turnkey programs then hopefully that will happen sooner rather than later. We will need resources. We are reallocating some of the resources in the very near future to make sure we develop those skills that are in the company, or bring them from the outside.
And then we will try to be very prudent in how we manage such investments to ensure that we don't have [bench] time that impacts our bottom line in any negative way, while recognizing that there is a ramp up and a learning curve associated with becoming an expert. And so we'll try to balance these two and hopefully structure ourselves and position ourselves in the proper manner for our business.
Your next question comes from Mike Walkley – Piper Jaffray.
Mike Walkley – Piper Jaffray
I just want to build on Ittai's question there. Maybe you can help us with some longer term targets for the company. Obviously changing the business model, but if you're lowering OpEx in the short-term it sounds like you need ramp people as you win these service agreements. What would be a longer term, kind of gross margin, operating margin target, for the company given your changing business mix?
Eran Gorev
I don't know, Mike, that we have any concrete gross margin target to share with you. We certainly would like it to be as high as possible. When we look at our business and we try to determine or forecast what sort of big programs, large programs, will come in and how quickly will they turn into revenue and what exactly will be the revenue mix.
The number of factors that impact that is so significant that really realistically it's very, very difficult to predict with any degree of certainty. We know, and that's just life, that as we deliver, excel and deliver more services, the gross margin will go down. To what level? It depends on what proportion we have of services in our overall revenue mix.
Mike Walkley – Piper Jaffray
When you're competing against your larger OEM type services, what's your pitch and how quickly can you ramp people to support a potential deal given you're cutting head count today?
Eran Gorev
For good or bad reasons, it's not overly complicated to find good people in the market. And thankfully there are quite a few Alvarion experts that used to work for an operator or an integrator. And so we can do that. We also have relationships with integrators in different countries.
When Efrat and I talk about going after large programs, it doesn't automatically mean that Alvarion will do the A-Z services component. We may get it and it may be reflected in our top line, but we may absolutely leverage our relationship with a local integrator to deliver some of the services.
Mike Walkley – Piper Jaffray
One last question, just on the overall competitive environment. Have you seen any change in overall pricing environment among your competitors?
Eran Gorev
Everybody's still very active. Everybody's still very aggressive. I don't know that Q1 was different.
Your next question comes from Scott Searle – Merriman Curhan Ford & Company.
Scott Searle – Merriman Curhan Ford & Company
Just a couple of quick clarifications. First off, I know you're talking about taking OpEx down and at the same time ramping up some other resources in the other area. Efrat, Eran, does $6 million in OpEx reduction, does that reflect the full investment then in building up the turnkey solutions team as well? Or will it be incremental on top of that? Just to get a benchmarking gauge where we are for third and fourth quarter.
Efrat Makov
The $6 million is the result of the current initiative and the current cost reduction that we've gone through. As Eran said, we are planning phase two and gradually looking into where do we want to reinvest some of this cut. And we'll have to learn as we go. And some of it may be to reinvest this. We don't have a specific plan exactly where and for how much.
Scott Searle – Merriman Curhan Ford & Company
So that's the baseline, and then we would expect it to theoretically scale up from there, depending on the success of the turnkey strategy.
Efrat Makov
Scott Searle – Merriman Curhan Ford & Company
And Eran, as you're talking about more turnkey solutions, can you give us some idea of the dollar differential in the contracts as you're looking at going from products to a soup to nut kind of end solution provider? Does it increase the addressable market for you in these bids by 30%, 50%, does it double the opportunity? Can you give us some magnitude of what that business looks like right now?
Eran Gorev
It could be anywhere from two to four times.
Scott Searle – Merriman Curhan Ford & Company
And just a clarification. On the June guidance it sounds like, or directionally where you think things are going if it was 100% product driven as opposed to partially turnkey driven. It sounds like you're having some impact in the second quarter. Would those revenue recognition issues, would you actually be up sequentially in June then?
Eran Gorev
Again, we decided not to guide for Q2. And so we're taking it a step at a time and hoping that the projects will move forward and we'll meet certain milestones and we'll close some deals as well.
Scott Searle – Merriman Curhan Ford & Company
And just one other housekeeping issue. On the WiMAX, how much were WiMAX revenues this quarter Efrat?
Efrat Makov
I will get back to you, because I don't have it just in front of me.
Scott Searle – Merriman Curhan Ford & Company
And lastly if I could, on the India front, there are a lot of moving parts going on over there Eran, right now. Between Qualcomm and pushing TDLTE, that can cause a lot of confusion initially in the marketplace. It seems like things have settled down a little bit and maybe the operators are more settling around WiMAX.
Could you give us your opinion on how you see that shaping up? How the Chinese telecom import ban, how you see that impacting you. I would imagine obviously it's positive. And then as well if you can give us some sense in terms of how you're positioned with the various operators who are bidding in the BWA auctions.
Eran Gorev
You know, to give you a detailed answer will take an hour. And this is obviously a critical question for our business there. The ban on Chinese imports, first off I want to say Alvarion is not behind it but no, we're certainly not against it. The competition, and the competition is not just Chinese, but if there is something they can do they will. And it clearly doesn't leave the market just to us.
So it could be fierce competition and pretty much everybody, every player is very interested in India. There's no two ways about that. WiMAX versus non, you know I was in Taiwan a couple of weeks ago, in April, at the WiMAX Forum, the WiMAX APAC Forum.
And I won't mention specific operators by name, but I'll tell you I met with a number of operators from India, and operators obviously from other countries in Asia as well, but since you asked about India. And frankly, I asked them. I looked them in the eye and I said, "What's your perspective on what Qualcomm is trying to do, and how do you view that?" And the answer I got was not surprising, but I was happy to get it nonetheless.
A President of a well known Indian operator said to me the following, "Look, we're going to pay a lot of money for the spectrum. We need to deliver a return on investment to our shareholders. As soon as the Indian government takes our money, which will be very quickly after the auction concludes, we don't have the time to fool around with technologies that may materialize two or three years from now.
He said, "If I want to deploy an [LTE] solution tomorrow, I may line up or queue up with someone for a trial or a pilot and that in and of itself will take time. If I want to deploy" – and I'm quoting him almost word for word – "If I want to deploy a commercial WiMAX, commercial broadband network, the only choice I have, and I don't have any issue with it" is what he said, "is WiMAX."
So they are there and not looking at alternative technologies. Now that's not to say they'll get any spectrum, that's not to say others will not look at alternative technology. That's not to say there will be a BWA auction. That's not to say that whoever ends up winning at such auction will choose our variant. But what I'm sharing with you are actual experiences I've had from two weeks back, not two years, where the most senior executives in the Indian operators told me very directly it's going to be WiMAX.
Your next question comes from Daniel Meron - RBC Capital Markets.
Daniel Meron - RBC Capital Markets
So I wanted to get a little bit more perspective on if you can share, are the [accelerated layouts] related to the delays in the projects because it's a matter of changing strategies, a little bit of both? Then if you can just provide some more details on how you're planning to shift some of the responsibilities to the regions. What's going to be different either regional allocation of managing the company?
Eran Gorev
Let me take it a step at a time. Efrat can obviously chime in as needed. You asked about the cost reduction. We wanted to make sure that number one, we have the required resources, people and money, to invest in maximizing our chances to win significant business in the next several quarters, as well as to continue to develop future growth engines for the company that go beyond two years, potentially new products, new offerings, and so on.
Realizing or recognizing where we are operationally and with our P&L at this point in time, we know that in order to fund such initiatives, something's got to give. I had a choice to make. I met, by the way, with the employees of Alvarion today and I shared with them the same exact message.
It was my choice to make. Do we continue analysis? Do we continue investigating and exploring and thinking and looking and you know, all of the really good things or do we move? Do we do?
I'm more of a mover and let's go get it done type of CEO, and I felt that moving swiftly and positioning ourselves with the right skill sets, with the right competencies, with the right experiences, on board is critical for our short and mid term success. So in order to make room so to speak for such initiatives, there was unfortunately no other way but to resort to or revert to a cost cutting measure which includes the reduction in head count.
We will be, as we shared in the earnings release and as Efrat mentioned earlier, we will be re-allocating some resources. It's not necessarily all going to happen tomorrow. It may be a month from now, a quarter from now, or a year from now. It may be more or less than the actual cuts. It all depends on how well we do in the foreseeable future. We have a duty as CFO and CEO and a management team to our shareholders, frankly to our employees, to our customers and our business partners, and the duty is to make sure that we 're running a successful business.
We know that there is real opportunity in the market and it's absolutely incumbent on us to make sure that we do whatever we need to do to grab as big a share of this pie as we can. When you look at cost reduction exercises and head count reduction, when it impacts people, it's always something that you have a high level of emotion and it's never an easy process.
I don't ever wish anyone, not my enemies, and certainly not my friends, to have to go through that. But we do what we need to do to succeed and so the strategic initiatives, the short, midterm ones, as well as the longer term ones, are what the company needs in order to increase its market share in order to resume growth and in order to become profitable. We have to go through this process in order to be able to embark on this road.
Daniel Meron - RBC Capital Markets
As we look in the regional aspects of it, what's going to change? I think you mentioned towards the latter part of your prepared commentary how should we think about the ongoing operations from that perspective? Also, what's the timeframe you think until these changes will be implemented and do you think that we will see the fruits of these changes by the third quarter, is that a reasonable time frame?
Eran Gorev
That's certainly my hope. I wanted to move quickly in order to generate results quickly, but I do acknowledge and recognize, I don't want to mislead yourselves and not ourselves, these processes do take some time. From a regional perspective, we see business potential literally in every region of the world.
In some regions, it's more immediate, it's potentially bigger in the short term and we're concentrating on those, in clearly India, the US, are two examples. In Asia Pacific, there are opportunities in the short to midterm over the next 18 months. We're now taking steps to strengthen our position in these regions including local manufacturing potentially, local partnerships, etc., and local personnel of Alvarion.
There are some countries where we think that we've had good success and it's now less in sales mode necessarily and more in customer service or customer support mode, and that requires or that calls for a different mix of personnel.
If you have two operators in a certain frequency in a country and there is no additional spectrum, whether it's 2.5, 2.3, 3.5, whatever the case may be, and you have them as customers, it doesn't necessarily mean you need to keep sending the sales troops at these operators every day and every week. So if you can take a sales person from such a country or the position and hire, re-allocate someone to a different country, a neighboring one, where spectrum is about to be allocated and later in 2010 or early 2011, frankly, doesn't take a rocket scientist to determine that it makes sense to go about such reallocation.
So that's what we did. That's what we're doing. Not everything has yet been re-allocated or implemented. We have the plans for some longer term strategic growth initiatives. We're still working on some initiatives, and we hope to see results in the near to midterm.
Daniel Meron - RBC Capital Markets
As you moved to a services initiative, a larger portion of that, I think some of the prior quarter questions alluded to this. How would that impact your channel relationships, the ones that you have in place, or future ones you plan to develop, could there be any potential for channel conflicts one way or the other?
Eran Gorev
There is potential for channel conflict always and there is potential for improvement in channel cooperation always. What we're trying to do is identify partners that can help us in delivering services. Some of the components of the turnkey solution may be less attractive to us from a gross margin standpoint.
We certainly want to concentrate on the more critical components of a turnkey program and we want to concentrate on those areas where there is a higher margin to be enjoyed. So we will partner with people. We've always partnered with people, and we'll continue to do so.
It may be different partners or it may be the same ones wearing a different hat.
Your next question comes from Larry Harris - C.L. King.
Larry Harris - C.L. King
Just a couple of questions. I noticed here was a provision I believe for income taxes this quarter. Is that something we should expect to see going forward?
Efrat Makov
This is the taxes paid in certain localities because we work on a cost basis in certain offices. I don't think it's a material [inaudible]. It may happen, it may not. It depends on our profits in certain areas.
Larry Harris - C.L. King
The other question that I had, I heard several references made to enterprises. Is there any thought of taking the technologies that Alvarion has developed and trying to find a way to sell it to enterprises businesses as opposed to carriers?
Eran Gorev
We're doing that.
Efrat Makov
Larry Harris - C.L. King
This would be in the broadband wireless access?
Larry Harris - C.L. King
Okay, I'd like to hear more about it as it develops.
Your next question comes from Steve Ferranti - Stephens Incorporated.
Steve Ferranti - Stephens Incorporated
Just one for me. When you look at the softness on the revenue side that you're experiencing currently, if we were to sort of categorize four major categories, I wonder if you could maybe steer us towards which you think are most impacting you today, and those being I guess A, I guess projects being delayed, B, projects that are awarded, but orders are getting delayed, C, you're getting the orders but revenue recognition is an issue, and then D I guess would just be the market is going to competitors.
As you kind of look at what you're experiencing currently, just trying to get a sense for which of those is really impacting you on the top line today.
Efrat Makov
I think it's all of them I guess. Many, many projects either didn't… the select ion process was not completed, some of those were projects that we did get it and we're working on to complete and deploy. We haven't reached certain milestones to be able to recognize revenue through it, so it's different types.
As I said, we're not aware currently on any canceled projects that we've been looking at. But it's really a bit of each.
Steve Ferranti - Stephens Incorporated
So there's not one that you could kind of point to and say, "This is really what's impacting revenues today."
Efrat Makov
No. As I said I think when I gave the guidance for Q1, we're actually leveraging to $10 million and the question was why, and I tried to explain back then, that could be the result of whatever the pipeline I do see coming up for Q1 revenues so that's exactly what happened.
Your next question comes from Gunther Carter - Discovery Group.
Gunther Carter - Discovery Group
Several years ago you as a company made an acquisition of a North American operation in Mountain View, California if I remember. Is anything left of that operation or is that being used for the North American operation at this time?
Efrat Makov
We did acquire Interwave back then as you well said. We did sell assets of that operation I believe back in the end of 2006. We do have our sales office and subsidiary in North America providing both services and sales support to the region is still situated in Mountain View, North America. It has a decent team that supports the North American operation of ours. It's still there, it's just not Interwave assets anymore.
Your next question comes from Ari Bensinger - Standard & Poor's.
Ari Bensinger - Standard & Poor's
I'm just curious because there was restructuring according to what I'm hearing seems to be really more towards your shift in business towards services more than the current weakness in sales and I'm just wondering, was all the catalysts on hand in the broadband stimulus and some project stuff finally getting realized. Do you run the risk that this sort of head count reduction puts you in an area where you're not able to support some of these growth opportunities that eventually will come?
Efrat Makov
One of the reasons for the headcount reduction is to be able to reinvest and reallocate resources where we believe it's necessary both for the short term and the longer term as Eran mentioned before so for those projects that we believe we can benefit from in the future or we already are and we will continue reallocating resources in order to make sure we win them and are able to deploy them.
Ari Bensinger - Standard & Poor's
Do you have new quarterly break even revenue target? I guess once the initiative is completed.
Efrat Makov
I'm sorry I don't understand the question. Can you repeat please?
Ari Bensinger - Standard & Poor's
What would be your new quarterly breakeven target? At what revenue would you need to break even now?
Efrat Makov
I believe it's going to be around $53 million.
Ari Bensinger - Standard & Poor's
What's your estimated cash outlay for severance payments and the like related to this initiative?
Efrat Makov
I cannot generalize and put a dollar amount on the initiatives overall. As we've said, we have saved in order to reallocate necessary all at once and it will take some time. We may, it depends on the success of the business, we will either reallocate everything or doing more for that. It just depends on the success and the pace of progress.
There are no further questions in queue.
Eran Gorev
Thank you very much, all of you. Thank you Operator. We'll talk to you next quarter.
Ladies and gentlemen, this conference will be available for reply starting today at 11 am and will run until June 4 at midnight. You may access the replay service by dialing 1-800-475-6701 and entering the access code of 150901. You may also dial 320-365-3844 and enter the access code of 150901.
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The long-term goal for this project is to elucidate the molecular mechanism for the regulation of programmed cell death. Understanding the mechanism is the key to the development of effective treatments for a wide variety of human diseases such as cancer as ischemia, in which apoptosis is either inhibited or accelerated. The fundamental question we will address is how Bcl-XL and Bax can have opposite functions (anti- and pro- cell death, respectively) yet display similar structures in solution.
The specific aims are to determine (1) the structural basis for tBid-activated oligomerization of pro-apoptotic Bax in the mitochondrial outer membrane;and (2) the structural basis for inhibition of tBid-activated Bax by Bcl-XL. To complete the project, we will study the interactions between tBid, Bax and/or Bcl-XL using site-specific cross-linking, chemical labeling and fluorescence techniques. We will also generate mutations in these proteins to elucidate the structure-function relationship. By completing this systematic and thorough investigation, we will generate useful structural information about the membrane-embedded protein complexes, which may facilitate rational design of chemical inhibitors to target either the anti- or the pro-cell death complex for therapeutic benefits.
The project is to find ways to interfere with programmed cell death, and to treat cell death-related diseases such as cancer and stroke. The study will focus on the structure and interaction of cell death regulatory proteins that are potential drug targets.
|Ding, Jingzhen; Mooers, Blaine H M; Zhang, Zhi et al. (2014) After embedding in membranes antiapoptotic Bcl-XL protein binds both Bcl-2 homology region 3 and helix 1 of proapoptotic Bax protein to inhibit apoptotic mitochondrial permeabilization. J Biol Chem 289:11873-96
|Medina, Andria P; Lin, Jialing; Weigel, Paul H (2012) Hyaluronan synthase mediates dye translocation across liposomal membranes. BMC Biochem 13:2
|Zhao, Lixia; He, Feng; Liu, Haiyang et al. (2012) Natural diterpenoid compound elevates expression of Bim protein, which interacts with antiapoptotic protein Bcl-2, converting it to proapoptotic Bax-like molecule. J Biol Chem 287:1054-65
|Ko, Jae-Kyun; Choi, Kyoung-Han; Peng, Jun et al. (2011) Amphipathic tail-anchoring peptide and Bcl-2 homology domain-3 (BH3) peptides from Bcl-2 family proteins induce apoptosis through different mechanisms. J Biol Chem 286:9038-48
|Ding, Jingzhen; Zhang, Zhi; Roberts, G Jane et al. (2010) Bcl-2 and Bax interact via the BH1-3 groove-BH3 motif interface and a novel interface involving the BH4 motif. J Biol Chem 285:28749-63
|Leber, B; Lin, J; Andrews, D W (2010) Still embedded together binding to membranes regulates Bcl-2 protein interactions. Oncogene 29:5221-30
|Zhang, Zhi; Zhu, Weijia; Lapolla, Suzanne M et al. (2010) Bax forms an oligomer via separate, yet interdependent, surfaces. J Biol Chem 285:17614-27
|Peng, Jun; Lapolla, Suzanne M; Zhang, Zhi et al. (2009) The cytosolic domain of Bcl-2 forms small pores in model mitochondrial outer membrane after acidic pH-induced membrane association. Sheng Wu Yi Xue Gong Cheng Xue Za Zhi 26:130-7
|Peng, Jun; Lapolla, Suzanne M; Zhang, Zhi et al. (2009) The Bax BH3 peptide H2-H3 promotes apoptosis by inhibiting Bcl-2's pore-forming and anti-Bax activities in the membrane. Sheng Wu Yi Xue Gong Cheng Xue Za Zhi 26:829-35
|Peng, Jun; Lapolla, Suzanne M; Zhang, Zhi et al. (2009) The cytosolic domain of Bcl-2 oligomerizes to form pores in model mitochondrial outer membrane at acidic pH. Sheng Wu Yi Xue Gong Cheng Xue Za Zhi 26:631-7
Showing the most recent 10 out of 19 publications


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This review is from: Acer Laptop Aspire V3-731-4649 Intel Pentium B960 (2.2 GHz) 4 GB Memory 500 GB HDD Intel HD Graphics 17.3" Windows 8
Pros: Well The screen is big sharp and bright, the lap top looks sharp(when clean),battery life is way better than i expected @ 3.5-4 hrs. The speaker bar with the dolby software was a huge surprise!!!:) it sounds like surround I dunno how they do it? the camera is sweet so is the mic :) the price was a definite plus (even though I got mine as a gift :))
Cons: Acer support ..The people are friendly and all but, I talked to 2 support people using online chat and 4 support people on the phone and not one of them knew what Direct X was how can that be?in addition none of them save one even understood shared ram.. All i was trying to do is find out whether or not I could adjust the amount of memory my onboard intel gfx card shares with the system memory ..no one even knew what i was talking about.. although the black case is shiney and looks good, keeping that surface smudge free is next to impossible... all in all its a good laptop the support weighs down the review
Other Thoughts: When I first saw that I got a laptop for my birthday I was like dang :( woulda rather had a blue ray player and new vid card for my core 2 duo system :P heheheh but after starting to use this laptop I started to like windows 8 and I liked the idea of being a mobile computing power:) I had totally underestimated being mobil. My first windows computer was an Acer aspire black tower the year was 1996 that acer ran for 3 years then i spilled a whole bottle of wine on it right on the tower and it ran 2 more years and was still running when i got a new comp and gave it to my brother ..I am hoping this acer is as dependable as the last acer was :)READ FULL REVIEW
This review is from: BIOSTAR P43-A7 LGA 775 Intel P43 ATX Intel Motherboard
Pros: Well I guess for people stuck in the past it has a floppy drive and and ide connector.hehehe yayayay seems like it is gonna be a tight fit between the nbridge heat-sink and the cpu heat-sink but we will see i will update this review first after the build then again after the burn in (24) hours under load.
Cons: didnt come with any cool but mostly useless software. doesn't have the normal 5 back plate legacy audio jacks but i knew this going in but it is a con
Other Thoughts: obviously the vast majority of people buying this board are buying it as a replacement for a dead MB on an older system with ddr2 ram for me it was a dead p5n-d it kinda bothers me that mb manufactures just totally stop production on boards after a 6-8 month run..because if u have to buy a new mb and if its not the same make and model your oem windows wont work and yea u can still get the board on an auction site or something for 10x the original cost ..so either MS has to be realistic when replacing older mb's or companies should save some for the ones that die so ppl dont get put in a jam :) just a thoughtREAD FULL REVIEW


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An Analysis of the Jamaican Economy System
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Pages: 2
Word Count: 683
Category: Economics
Word Count: 683
Pages: 2
The Jamaican economy is an ailing economy and a prime example of an impoverished nation with an inadequate manufacturing infrastructure limited nation and agricultural assets and declining foreign investments With a decline in foreign investments Lee Bailey President of Cruise Shipping Association who was a guest on the television program A Nation In Crisis on November 2nd 2000 at 830 pm live on TV J stated that with no water no roads no infrastructure why would foreigners want invest Why would they want to build a home with these conditions Mark Kerr Jarrett President of Montego Bay Camber of Commerce another guest on A Nation In Crisis stated that law and order must be returned to the streets in order to sell the nation to foreign and local investors He also said people must reinvest to increase the income of the nation Jamaica has experience a deteriorating economy along with falling living standards for over 15 years as a result of a heavy debt a devalued currency and societal malaise The government is still repaying monies they have borrowed from international leading agencies such as the international Monetary Fund IMF and the World Bank Payment of 36 billion in foreign debt alone consumes 49 of the total budget A series of floods and hurricanes that ravaged the country exposed the governments poor emergency relief preparation forcing authorities to solicit extensive loans from abroad These debt burdens are an amount of money borrowed together with repayments of interest Listed below are reasons for an ailing economyd Government measures stop-go policies related to change in government j Lack of labor mobility Abiraj 387Some of the reasons why countries have to borrow money from international agencies are as follows An inability to live within the means available in a country Lack of self-reliance or a high dependence on others who often help out by providing loansHigh level of unemployment- this causes a low level of incomes from taxation
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Tato pracovní pozice není aktivní.
Grafton Recruitment s.r.o.
Menschenressourcen Gelegenheit - Human Resources opening
(referenční číslo: 1-28-209244/JD)
- Fluent GERMAN language skills
- Strong motivation for HR field .. these are the two major musts for this role
Main responsibilities:
- First point of contact regarding all HR related queries for our employees
- Provide support to employees in various HR related topics such as leaves, compensation etc. and resolve issues and problems
- Support employee lifecycle within HR needs - onboarding, data and absence management, transfers and terminating employee paperwork, contracts of employment
- Ensure the relevant HR database is up to date, accurate and complies with legislation
- Ssupport continuous improvement of HR processeses
- fluent GERMAN with ENGLISH
Apart from this you also:
- are familiar w/ MS Excel, Word, PowerPoint and Outlook i.e. you can draw a graph, create and filter charts, put together a presentation and make sure that your outlook is not a mess
- are flexible with hours and have proactive attitude so that you don´t get lost within everything that´s going on around you
- are happy to work in a dynamic team within an international company
- hands on experience in HR field via direct HR tasks, administrative support of HR department, ideally within HR SSC setting is a plus
- 5 weeks of paid holiday
- relocation package
- life insurance
- contribution towards pension insurance
- employee shares
If you want to apply for this job, please, send us your curriculum vitae in English with the ref. number in subject of your application to the below mentioned consultant.
If you've had an interview in Grafton already, please, contact your consultant directly (ideally by email).
For more related job opportunities visit www.grafton.cz/en/jobs/
Please read carefully the text below and attach it to your e-mail/letter.
I agree that company Grafton Recruitment, Na Porici 3a, Praha 1, will process my private personal data towards mediation a job (filing, editing, sorting and its providing to a third party whose identity will be communicated to me) in accordance with legislative act number 101/2000 Sb. "O ochraně osobních údajů" until written form revocation. I confirm being awarded of my rights in connection with access to and protection of information. For exact wording of §12 and §21 please go to http://www.uoou.cz/uoou.aspx?menu=4&submenu=5&loc=20.
|Hl. m. Praha
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text:
Inorganic Chemistry
2nd Edition
This textbook provides essential information for students of inorganic chemistry or for chemists pursuing self-study. The presentation of topics is made with an effort to be clear and concise so that the book is portable and user friendly. Inorganic Chemistry 2E is divided into five major themes (structure, condensed phases, solution chemistry, main group and coordination compounds) with several chapters in each. There is a logical progression from atomic structure to molecular structure to properties of substances based on molecular structures, to behavior of solids, etc. The author emphasizes fundamental principles—including molecular structure, acid-base chemistry, coordination chemistry, ligand field theory, and solid state chemistry —and presents topics in a clear, concise manner. There is a reinforcement of basic principles throughout the book. For example, the hard-soft interaction principle is used to explain hydrogen bond strengths, strengths of acids and bases, stability of coordination compounds, etc. The book contains a balance of topics in theoretical and descriptive chemistry.
New to this Edition:
- New and improved illustrations including symmetry and 3D molecular orbital representations
- Expanded coverage of spectroscopy, instrumental techniques, organometallic and bio-inorganic chemistry
- More in-text worked-out examples to encourage active learning and to prepare students for their exams
Key Features
- Concise coverage maximizes student understanding and minimizes the inclusion of details students are unlikely to use
- Discussion of elements begins with survey chapters focused on the main groups, while later chapters cover the elements in greater detail
- Each chapter opens with narrative introductions and includes figures, tables, and end-of-chapter problem sets
This text is ideal for advanced undergraduate and graduate-level students enrolled in the Inorganic Chemistry course. This core course serves Chemistry and other science majors.
The text may also be suitable for biochemistry, medicinal chemistry, and other professionals who wish to learn more about this subject area.
Table of Contents
Preface to the Second Edition
Preface to the First Edition
Part 1: Structure of Atoms and Molecules
Chapter 1. Light, Electrons, and Nuclei
1.1 Some Early Experiments in Atomic Physics
1.2 The Nature of Light
1.3 The Bohr Model
1.4 Particle–Wave Duality
1.5 Electronic Properties of Atoms
1.6 Nuclear Binding Energy
1.7 Nuclear Stability
1.8 Types of Nuclear Decay
1.9 Predicting Decay Modes
References for Further Study
Quetions and Problems
Chapter 2. Basic Quantum Mechanics and Atomic Structure
2.1 The Postulates
2.2 The Hydrogen Atom
2.3 The Helium Atom
2.4 Slater Wave Functions
2.5 Electron Configurations
2.6 Spectroscopic States
References for Further Study
Quetions and Problems
Chapter 3. Covalent Bonding in Diatomic Molecules
3.1 The Basic Ideas of Molecular Orbital Methods
3.2 The and H2 Molecules
3.3 Diatomic Molecules of Second-Row Elements
3.4 Photoelectron Spectroscopy
3.5 Heteronuclear Diatomic Molecules
3.6 Electronegativity
3.7 Spectroscopic States for Molecules
References for Further Study
Quetions and Problems
Chapter 4. A Survey of Inorganic Structures and Bonding
4.1 Structures of Molecules Having Single Bonds
4.2 Resonance and Formal Charge
4.3 Complex Structures: A Preview of Coming Attractions
4.4 Electron-Deficient Molecules
4.5 Structures having Unsaturated Rings
4.6 Bond Energies
References for Further Study
Quetions and Problems
Chapter 5. Symmetry and Molecular Orbitals
5.1 Symmetry Elements
5.2 Orbital Symmetry
5.3 A Brief Look at Group Theory
5.4 Construction of Molecular Orbitals
5.5 Orbitals and Angles
5.6 Simple Calculations Using the Hück
- No. of pages:
- 848
- Language:
- English
- Copyright:
- © Academic Press 2013
- Published:
- 29th October 2012
- Imprint:
- Academic Press
- eBook ISBN:
- 9780123851116
- Hardcover ISBN:
- 9780123851109
About the Author
J. House
J.E. House is Scholar in Residence, Illinois Wesleyan University, and Emeritus Professor of Chemistry, Illinois State University. He received BS and MA degrees from Southern Illinois University and the PhD from the University of Illinois, Urbana. In his 32 years at Illinois State, he taught a variety of courses in inorganic and physical chemistry. He has authored almost 150 publications in chemistry journals, many dealing with reactions in solid materials, as well as books on chemical kinetics, quantum mechanics, and inorganic chemistry. He was elected Professor of the Year in 2011 by the student body at Illinois Wesleyan University. He is the Series Editor for Elsevier's Developments in Physical & Theoretical Chemistry series.
Affiliations and Expertise
Emeritus Professor of Chemistry, Illinois State University, Normal, IL, USA; Scholar in Residence, Chemistry, Illinois Wesleyan University, Bloomington, IL, USA
"Each chapter is well referenced and includes plenty of homework problems…for those advanced students who have completed physics and calculus, this would be an excellent resource for obtaining a thorough coverage of inorganic chemistry…Summing Up: Highly recommended."--CHOICE, August 2013
"Each chapter is well referenced and includes plenty of homework problems…for those advanced students who have completed physics and calculus, this would be an excellent resource for obtaining a thorough coverage of inorganic chemistry…Summing Up: Highly recommended."--CHOICE, August 2013