text:
On December 14, 2015 the staff of Sihoorang supported the set of "Neighborhood Hero" with a snack and coffee/tea van on behalf of Park Si Hoo and his fans.
The snack car was ready to serve from 8 pm.
On the menu were Park Si Hoo's favorite foods like red (spicy) fish cakes, ordinary (less spicy) fish cakes, Sundae (kind of blood sausages), tteokbokki (rice cakes prepared with hot chili paste) and 3 kinds of Mandu (dumplings).
The coffee/tea van was ready to serve from 8:30 pm.
The vans as well as the coffee cups were decorated with photos of Park Si Hoo.
Park Si Hoo and Jo Sung Ha.
Queuing up in front of the vans.
All enjoying the delicious snacks and drinks.
A short video created by Sihoorang.
Credit: firstname.lastname@example.com, thank you!
The event ended at 2 am of December 15. Park Si Hoo expressed his gratitude with an autographed photo. The text on it:
To Sihoorang. Always thank you. Love you. ♥♥♥
Credit: Sihoorang, thank you!


text:
The move will allow Lauder to pay retail ad rates, a savings of 10% to 15%, according to executives close to the publishing giant.
"We are doing [retail] taglines on our Conde Nast ads . . . This is a basic business decision which allows us to get the most value for our advertising investment," said a Lauder spokeswoman.
"It's on the rate card," said Conde Nast President-CEO Steve Florio. "They have changed to retail from display."
He said the cosmetics giant is maintaining its volume of ad pages.
Lauder executives acknowledged cost savings were the driving force behind the shift, though a desire to telegraph the prestige nature of Lauder's business among a sea of mass-market ads also played a role.
They said no decision has been made if the tagging will continue beyond the fall.
Lauder in the past has preferred not to single out stores.
According to Competitive Media Reporting, for the period July 1996 to June '97-which mirrors Lauder's fiscal year-Estee Lauder brands not including Clinique, Aramis or Prescriptives spent $16.4 million with Conde Nast titles, for a total of $32.3 million. In Hearst titles, Lauder brands spent $12.4 million during that period.
To qualify for the Conde Nast retail rate, an ad must carry a prominent display of a retailer's name in at least 14-point type, and no more than three stores can be listed.
In some of the ads, the tags run upward and, in the gutter, are at times obscured.
Industry observers believe an overall softness in department-store traffic and sales, which is affecting the cosmetics industry, is another reason for the move.
"Business appears soft for almost everyone. Department store traffic is slow and, as a result, cosmetics companies are having a difficult year to date," said Andrew Shore, an analyst at PaineWebber.
The action by Lauder with Conde Nast is indicative of how competitive magazine publishers have become in trying to secure business with large advertisers.
A Hearst Magazines spokeswoman said its business with Estee Lauder brands is not using retail rates.

subset: commoncrawl


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Round USB Charger Rocker Switch
01/07/2019 05:33:54 PM:Round Blue USB Charger Rocker Switch - This is a blue illuminated 20 amp USB water proof switch.
Green Dont Panic Rocker Switch - 124G
01/07/2019 05:33:41 PM:Green Dont Panic Rocker Switch - This is a green illuminated 20 amp On/Off water proof switch.
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text:
Is-haq Akintola (Ph.D),
Muslim Rights Concern (MURIC),
E-mail: firstname.lastname@example.com
Website: www.muric.net
Yahoo Group: groups.yahoo.com/group/muslimrights
Blog: muslimrightsmuric.blogspot.com
Twitter: twitter.com/muslimconcern
Be just Justice is the soul of peace
No one can deny one and have the other
Neither can violence or naked force bring lasting peace
--- On Mon, 12/12/11, Dr. Ishaq Akintola <email@example.com> wrote:
This is the official blog of the Nigeria-based Muslim Rights Concern (MURIC), a human rights organization which promotes, protects and projects the rights of Muslims. This group condemns terrorism and all acts of violence. Its motto is 'Dialogue, Not Violence'
Sunday, December 11, 2011
Fw: [muslimrights] Fw: Insight: The day Europe lost patience with Britain - Yahoo! News
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text:
Struggling to compete with big-budget movies at the box office, indie films are increasingly finding a lucrative niche in one of Hollywood's fastest-growing markets: video on demand.
The number of films released in theaters and video on demand at the same time nearly doubled from 2009 to 2011 and is projected to jump about 30% this year, to 68.
The dark comedy "Bachelorette" exemplifies the trend: It has grossed about $5.5 million from video-on-demand (or VOD) rentals since premiering in August, compared with a paltry $418,000 earned in theaters.
PHOTOS: Celebrities by the Times
"It has become harder to generate revenue from independent movies [in theaters] and VOD is our next best option," said Kevin Iwashina, managing partner of film production and sales company Preferred Content. "This is how we're putting a Band-Aid on our business."


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Dr. Christine CantnerDr. Christine Cantner is a licensed clinical psychologist in private practice at Be Well Morristown in New Jersey. Committed to improving the emotional well-being of her clients, she uses a collaborative evidence-based approach to treat those with depression, anxiety, and related mood disorders. She uses treatment modalities such as cognitive behavioral therapy, dialectical behavior therapy, acceptance and commitment therapy, and family systems therapy, among others. In addition, Dr. Christine Cantner's training at the Seleni Institute has equipped her with the knowledge and skills to help women and families with perinatal mood and anxiety disorders (e.g., postpartum depression and anxiety), as well as issues involving perinatal loss and bereavement (e.g., miscarriage, stillbirth, abortion, and child loss).
Alongside her work at Be Well Morristown, Dr. Christine Cantner belongs to the Academy for Eating Disorders and assists individuals with issues related to body image and eating disorders. Her empathic approach helps clients develop self-awareness, self-compassion and the necessary tools for recovery. Her services also focus on supporting marginalized groups, such as those who identify as gender non-conforming or transgender.
Dr. Christine Cantner graduated from Long Island University with a Masters and Doctorate in Clinical Psychology. She is licensed to practice in both New Jersey and New York.


text: Instructor-Led Paint Night April 19, 2018 - 6:30 pm Get your paint on with Water 2 Wine and Uptown Art. $35 gets you paint, canvas, and instruction to create the painting pictured above. Wine available for purchase. BYOF or try a chocolate and cheese tray. Register today! Space fills quickly.


text: I discovered the coolest little feature. You all may already know of this. When you are looking at your contact list if you click on the picture it brings up a small slide bar with options to call, text, go to their fb page etc. Rather than clicking on the contact and then clicking call you can just click on the picture and hit the button! On the things I discover when I fat finger my phone!


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Young Van der Haar beats the best at Cauberg
Lars van der Haar completed a long solo to grab his first big pro win in Valkenburg. During the third of nine laps Kevin Pauwels (Sunweb-Napoleon Games) was the only rider who matched the speed of the Dutchman. Halfway the race the duo had a sizeable gap on the first chase group but then Pauwels was set afoot when his chain dropped. From there the young leader controlled affairs and always held on to at least a twenty seconds lead. Pauwels needed some time to pick up the pace again and he dropped back in a group with Klaas Vantornout (Sunweb-Napoleon Games) and World Champion Sven Nys (Landbouwkrediet-Euphony). German rider Phlip Walsleben (BKCP-Powerplus) briefly rode in second place until Pauwels got going again. Nys first lost ground due to a flat tyre before abandoning the race with a broken chain. In front Van der Haar held on to his lead, grabbing his first World Cup victory. Pauwels finished as runner-up at 20s while Walsleben held on to third place at 39s. Last year's overall World Cup winner Niels Albert (BKCP-Powerplus) rode below par towards an eleventh place.
Vos solo from start to finish
British rider Helen Wyman (Kona Factory Team) managed the hole shot in the Women category. It was the only moment in the race where World champion Vos allowed another woman to shine on home soil. A few hectometres further up the road Vos took over the command and never looked back. The first chasers were Katherine Compton (Trek Cyclocross Collective), Christel Ferrier-Brunea (Faren Kuota), Nikki Harris (Young Telenet-Fidea) and Wyman who trailed Vos by 18s after one lap. While Vos kept extending her lead it was Compton who proved to be best of the rest. The American champion rode alone towards second place. During the penultimate lap British champion Harris made her move for the last podium spot. First Ferrier-Bruneau cracked and then also Wyman had to bow her head. At the finish line Vos had a massive lead over Compton. Just under two minutes after Vos it was Harris who managed third ahead of Wyman and Ferrier-Bruneau.
Vanthourenhout holds off Van der Poel
Seemingly unbeatable Mathieu van der Poel (Netherlands) missed his start in the World Cup on home soil. The Junior Men World champion on the road and cyclo-cross was a back-row starter in Valkenburg as he moved up a category this season. Shortly after the start Van der Poel crashe while in front Belgian riders Michael Vanthourenhout and Wout Van Aert sped away. Halfway the race the latter got dropped while Van der Poel worked his way into third place at 25s from leader Vanthourenhout. When hitting the final lap Van der Poel caught up with Van Aert, trailing Vanthourenhout by only 12s. By then Van der Poel ran out of gas so Vanthourenhout claimed the win in Valkenburg. Van Aert beat Van der Poel in the sprint for second place.
Dubau twins dominate Junior Men category
French rider Lucas Dubau won the Junior Men race in Valkenburg. Dubau attacked solo in the first lap and was joined by Yannick Peeters (Belgium) during the second lap. Halfway the race Peeters attacked but didn't hold on to his lead. Little later Dubau accelerated and suddenly Peeters crashed away. Lucas Dubau steamed on towards the win while his twin brother Joshua Dubau also profited from Peeters' crash and made it a Dubau 1-2 in Valkenburg.
Next Saturday the cyclo-cross peloton lines up in Tabor, Czech Republic for the second round of the World Cup.
Photo: Dutch Lars Van Der Haar wins in Valkenburg


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Wednesday, February 24, 2010
Claudine Hellmuth coming to Scrapdoodles!
Claudine Hellmuth is a nationally recognized collage artist, author and illustrator. She combines photos, paint, paper and pen into quirky, whimsical-retro collages that she calls Poppets®
Her artworks have been featured on The Martha Stewart Show, in Mary Engelbreit's Home Companion magazine, The New York Times, on HGTV's "I Want That!" and on the DIY Network's program, "Craft Lab."
In addition to creating her artwork full-time, Claudine has developed a product line with Ranger Inc. under the brand name of "Claudine Hellmuth Studio", teaches collage workshops in the US & Canada, and she has written 3 books and 3 DVDs about her techniques.
Originally from Orlando FL, Claudine now lives in Washington DC with her husband Paul and their very spoiled cats - Mabel & Stanley.
Join Ranger's signature designer Claudine Hellmuth as she shares her vibrant talents and colorful creativity and discover over 18 fun-filled techniques using her Studio line of products. In this all day class we'll be creating a Maya Road chipboard mini idea book brimming with color, texture, paint and transfers. So leave your creative inhibitions behind and see just how fun and easy this product line can be - take a little studio time...
Saturday, April 10
9am - 4pm with a lunch break
$80 includes all supplies but your basic kit and brushes
3 comments:
- Beth said...
Is registration for this class only through the store or can we register online? I'm more than happy to come by, but I wanted to check.
- 04 March, 2010 19:26
- Cheryl said...
We don't have online capabilities but you can sign-up over the phone via credit card. 540.548.3788 :-)
- 04 March, 2010 19:43
- Sheri said...
I wish I could go! I think I'm going to invest in one of her books and dvds on April 10th. They'll be my happy birthday to me presents. LOL
- 08 March, 2010 18:22
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text:
Does anyone else use this magical device?
I have only just discovered its amazing capabilities and am so chuffed now I can listen to my ipod "out loud" in every room through the various radios being tuned in with it.
For only 15 quid too.
Jolly good.
is that the radio transmitter?
i thought they were illegal. how much, where?
they are illegal
but your friend and mine in the form of Ebay has hundreds of them listed. You can purchase one abroad and get it sent across to blighty without any problems.
eeeh, imagine
like having your own radio.
radio station obviously.
turbocharge it and go live across your town.
Ive had one since
i passed my driving test and use it in the car everyday. I couldnt live without it...well i could just not as happily
and a good
thing to!


text:
Ex`ti*spi"cious (?), a. [L. extispicium an inspection of the inwards for divination; extra the entrails + specer to look at.]
Relating to the inspection of entrails for prognostication.
Sir T. Browne.
© Webster 1913.
Log in or register to write something here or to contact authors.
Sign up
Need help? firstname.lastname@example.com


text:
Snee Oosh Inc
Nicknames: "Creepy Chorus of Doom", "Snee-OOOOOOOOOOOOOOSH", "Totem Pole Bird", "The Weird/Scary logo at the end of Hey Arnold!"
On a brown background, we see a yellow circle with a totem pole bird covered with weird looking intricate tribal patterns and markings inside of the circle. On the bottom we see the words "SNEE-OOSH INC." displayed in brown logs.
Seen on Hey Arnold! (1996-2004), the Cartoon Network pilot Party Wagon (2004), and more recently, Ready Jet Go! on PBS Kids (2016-) and the tex critter show on rtejr [2016-]
- (1996-1998) On early episodes of Hey Arnold!, the brown background is a bit lighter and the totem pole bird doesn't look as freaky. On the top of the totem pole bird are the words "IN ASSOCIATION WITH" written in the Hey Arnold! font. However, on episodes of Hey Arnold! from 1997 to 2004, (as seen on the DVD sets of Hey Arnold! released exclusively from Shout! Factory), the logo seen at the end is identical to the logo used in the following variant, except we have the end theme of the show playing in the background and not a creepy chorus.
SFX: None.
Music/Sound: The end theme of the show. However, a creepy chorus sings the company name, followed by a gong/flute section that carries to Nickelodeon or Nickelodeon Productions.
Scare Factor: None, although the totem pole bird may weird some people out.
Availability: As of October 2015, this logo is rare, and can only be found on the season sets of Hey Arnold! due to an editing error on the split screen credits for the new 1990s programming block The Splat on TeenNick. Instead of the Snee Oosh logo, we have the Klasky Csupo "Splaat" logo instead. Note that this error is identical to the error that occurred after the SpongeBob SquarePants episode "Wet Painters/Krusty krab Training Video" that appeared from 2002-2006, when Nickelodeon finally fixed the error. As of the date of this writing (May 2nd, 2016) the error is still not fixed.
2. (1998-2004)
In this variant we have the same logo, only the background light is dimmed and instead of the end theme of the show we have a creepy chorus (similar to a barbershop quartet) singing "SNEE-OOOOOOOOOSH!" followed by a weird gong/flute sound that plays over the Nickelodeon logo.
SFX: None.
Music/Sound: The creepy chorus singing "SNEE-OOOOOOOOSH!" and the gong/flute sound.
Scare Factor: Low to nightmare. It depends on how you feel about the logo. While some may find the voices calming, others may find it odd, jarring, and frightening. The creepy chorus and the weird sound that plays over the Nickelodeon logo may get you. Minimal for those who already seen it.
Availability: Extinct. This variant has not appeared since an airing of Hey Arnold! on the original The 90s Are All ThatThe Ready Jet Go! variant is None, due to just being the still image and the Ready Jet Go! theme song.


text:
By Charles Buchanan
Brazilians are familiar with green and gold—or at least green and yellow, the colors of their national flag. But they can find other reminders of home at UAB thanks to the Brazilian Student and Scholar Association. Ana Oliveira, one of the group's leaders and a research associate in the UAB Division of Infectious Diseases, estimates that at least 50 Brazilian families live in the Birmingham area—mainly UAB graduate students, trainees, fellows, and scholars focusing on research and health care. "The opportunity to improve our English and the experience of getting to know American culture in a diverse environment are some of the big pluses of being at UAB," she says.
The association offers opportunities for Birmingham Brazilians to keep in touch and speak Portuguese, Oliveira says, and the group often gathers to watch soccer games or dance and sing. "We also share our culture at UAB and community events, from the International Bazaar and Food Fair to presentations at public schools," she adds.
Oliveira notes that Birmingham's slower pace often surprises new arrivals used to the intense activity of Brazil's major cities. But she says that Brazilian families quickly see Birmingham's advantages, including lower costs and less traffic than they would experience in Sao Paulo or Rio de Janeiro.


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I've always liked Steven's methodology, which is technically counter to the US Army's Battle Staff nomenclature that I grew up with as a cadet and young officer but darn it, it looks so cool on the table!
|Soviet platoon moving up with my Crossfire stands during a game of "Iron Cross" with Dave
|German gamble assaulting a KV-1 during the same game. Note the Crossfire unit marking which I really like.
So, what are the primary differences? Well, for starters, the US Army starts with Company letters (vice numbers) and the use of a dash or a slash is indicative of whether or not the unit's command & control is organic to the highest echelon. So, for instance, Battery A, 5th Battalion, 3rd Field Artillery would look like this:
The slash denotes that Battery A is a child unit of the 5th Battalion. The Regimental numbering is part of the US Army's Regimental lineage system and is NOT an element for Command and Control so there is a hyphen vice a slash. 2nd Platoon, Battery A, 5th Battalion, 3rd Field Artillery would look like this:
Steven T's nomenclature (which I have adopted) has the Battalion designation first, then the Company, then the platoon number. So G-1-1 would be the Grenadier Battalion, 1st Company, 1st Platoon.
What I like about Steven's method is that it's much cleaner and gives me much more flexibility in my unit choice. So for example, the GrossDeutschland fought in the southern pincer at Kursk, so making a GD based and labeled unit would feel out of place for me with my OCD. However, a more generic Grenadier Battalion would not, hence the reason I adopted the "Balagan Method."
If anyone is interested, I've posted a picture and link to my labels which would give you a good place to start in using these:
If you'd like to download these and change them for yourself (I made these when starting my second German and Soviet companies) here is a link for you to do so
I made enough for a German, Russian, Afrika Korps, 8th Army Desert British, and NW Europe British but you can alter them however you see fit.


text:
Routes : North America : United States : Nevada : Red Rock Canyon : Pine Creek Canyon : Magic Triangle Area : Dukes of Hazard
Dukes of Hazard - 5.9Average Rating : 0.00 out of 5
Route sequence (left to right): 8
Route Summary | Ascent Notes (0)
Premier Sponsor:
Description:This route is supposedly the large offwidth crack in the Chocolate Flakes/Cartwright Corner gully. It is located on the right and goes up for at least two pitches.
Submitted by: vegastradguy on 2005-09-18
Views: 492
Route ID: 57371


text:
Note: jail
Mary Shelley's father, William Godwin, was the author of a famous Jacobin novel, Caleb Williams; Or, Things as They Are (1794). In it the hero is wrongly pursued (out of revenge) by unjust law based in class inequality; at one point he falls in among rural thieves and then spends some time in jail.
Published @ RC
October 1997


text:
Things can get a little dull by around 7th week of Winter Term. It's too cold to casually be outside for any amount of time, and Spring Break is a bit too far in the future to sustain high spirits through the rest of the term.
Here are some of the ways I have been successful in preventing/combating the glum that can come along with this time of year:
1) Art. It's relaxing, it's creative, and it's a break from staring at your computer or textbook.
Through my job with the Vine Neighborhood Association, I helped organize and host an event in which residents carved tiles to be put in the upcoming Oak Street Community Garden. It was beneficial to the garden project, certainly, but it also rewarded me (and hopefully everyone else involved) with hope, smiling faces, and thoughts of spring and growth.
Music might be your thing too. Make music or listen to music or both. I just found out that my favorite band is going to be in Kalamazoo next term, so I know that news will keep my spirits high for a while!
2) Exercise. It's just good for you. And if going to the gym is not appealing to you, join the dance club Frelon and go to the rehearsals for your favorite types of dances, or even choreograph your own dance.
3) Get off campus. It does not matter how or in what capacity. Plan a date night with your friends, bundle up, and walk over to a nearby restaurant. If it's not too cold, go downtown. If good food and a new environment are not motivating enough to get you off campus, join a trip through the college's Outing Club. The club has trips just about every weekend, as well as taking a group to the big rock climbing wall downtown during the weekday. Last weekend, I went ice skating for $3. It was just what I needed!


text:
Approximately 65 species of mammals are known to occur in the New River Gorge area. Common mammals include groundhog, raccoon, opossum, gray and fox squirrel, chipmunk, and white-tailed deer. Beaver, mink, and an occasional river otter may sometimes be seen along the river. Black bears and bobcats are reclusive and mostly nocturnal. Coyotes and red and gray foxes may also be seen here.
Last updated: August 16, 2017


text:
Friday, March 11, 2011
These old Jags always remind me of....
Steve McQueen first saw his Jaguar XK-SS parked on a studio lot on Sunset Boulevard, back when it originally belonged to Bill Leyden (a local LA radio/television personality). McQueen bought the Jag from him for $5,000 in 1958– though some historians claim the purchase price was $4,000. Wife Neile recalled, "I know exactly how much we paid for it– I signed the check." Once, McQueen was pulled over for speeding with Neile, 6 months pregnant at the time, sitting beside him. He lied and told the cop that she was in labor. They got an official police escort to the hospital, where nurses were waiting to rush Neile in. After the police left, McQueen told the staff that it was just 'false labor', and off they went. He was later quoted as saying, "Neile was pissed. She didn't speak to me for the rest of the day. But, by God, it worked. I didn't get the ticket!"(via)
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text:
In a recent interview with Seumas Macdonald, Randall talks about why he moved to a living approach. Here are a few excerpts:
Both Greek and Hebrew were first introduced to me as "grammar translation" languages....Things changed when I went to Israel and learned to speak Hebrew fluently. In the process, I noticed that my reading of biblical Hebrew changed. ...Basically, Hebrew changed from being very fast, instantaneous crossword puzzles to a real language, to reading a language for content from within the language. I was young, early 20's, and naively assumed that the field would gradually move in this direction over the coming decades. I could not imagine a program ignoring the benefits involved, nor had I ever met anyone who had gone through this process up to a fluent level that regretted the time spent or did not see it as qualitatively improving one's reading and access to the text.
Reading theory linguists attribute these outcomes to automaticity where the morphological nuts and bolts of the language are backgrounded and dropped below conscious focus, which allows more of one's working memory to focus on interpretation and content. In a word, spoken fluency remarkably improves one's reading skills.During the 1980's Randall spent time in Africa working with Bible translators (my claim to fame: I went to boarding school with the Buth children):
In Africa I was responsible for recommending training programs for occasional translation projects. One of the discoveries was finding out that there were no Christian institutions or seminaries to send students where optimal language learning methods were being taken seriously. African translators were multilingual and good language learners but intuitively they were often puzzled and frustrated by what would take place in "biblical language" classes. My sensitivity to the need of a radical, paradigmatic change in biblical studies was reinforced by watching Bible translators from Africa go off for two or more years of training in biblical language(s) and returning with skills far below what is possible, for example, in programs like Goethe Institute for German and German literature.As with Seumas's other interviews, the whole interview (here or here) is well worth your time.
I have written about my reasons for working toward a living language approach in previous posts (here, here, and here).


text:
A student from Bridlington is among a record 88 students to celebrate graduating from the prestigious Lloyds Scholars programme this year.
Jonathan Hutchinson studied psychology at the University of Sheffield while being supported by the award winning social mobility programme from Lloyds Banking Group.
The Lloyds Scholars programme offers financial assistance, two paid ten-week internships, and a dedicated mentor from the banking group to help support talented undergraduates from lower income backgrounds.
The scholars are also required to complete at least 100 hours of volunteering in their local area alongside their studies – all of which helps them make the most of their university experience.
Showing his personal commitment to the Group's unique social mobility programme, the graduation ceremony in central London was attended by Group Chief Executive Antonio Horta-Osorio.
Paul O'Neill, head of Lloyds Scholars, said: "The programme has been building momentum over the past five years and I am incredibly proud to see Jonathan graduate.
"As part of our ambition to help Britain prosper we are committed to addressing inequality, supporting disadvantaged people and championing Britain's diversity. Our Scholars programme helps us deliver on all of these commitments and has had a positive impact on the students' time at university and beyond."


text:
The key to residual income is leverage. You will not create wealth trading time for money or working for someone else. Whether you're an employee, freelancer or small business owner, whether you make $10 an hour or $10,000, the trap is the same. You want the paycheck, you do the time.
Let's face it, that's how most of us were raised to think – that we earn a living with a honest day's work. But let's be honest, that system is broken. It's an exhausting way to live, and it's not getting easier anytime soon.
Network marketing is entirely different. It's not about about trading time for money, or hours in and dollars out. It's about residual income – income that compounds upon itself – that pays time and time again for an initial phase of work. When income is residual, you are leveraging other people's time and efforts. It is not dependent on the hours that you put in. Everyone in the world wants residual income. So much so that tens of books have been written on the subject. Many of the ways to achieve residual income are incredibly difficult and risky. Network marketing is neither. It is one of the only places where residual income is a realistic possibility for the little people like you and me.
Whether you are sick and tired of your current situation, or just plain sick of working, or if you don't have a good Plan B, not for now and not for when you're 65, you need to take a look at this industry.


text:
If you have bad debt, you are even much a danger for any lender. This is because most primitive you impoverishment to proceeds a loan short any financial guarantee speech act to the loaner and on it you have bad financial obligation which puts the loaner in wariness in the order of your repaying capability. But increasingly you can identify many a lenders in the debt marketplace site substance bad liability unsecured face-to-face loans and for any enactment intention like-minded household improvements, paid off debts, discussion expenditures on wedding, leave outing etc.
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Tue, 28 December 2010 at 1:20 am
Elisabetta Canalis: Cabo Camera Fun!
Elisabetta Canalis hits the beach with a group of friends on Monday (December 27) in Los Cabos, Mexico.
The 32-year-old Italian actress played photographer, snapping photos of her pals with a digital camera.
Elisabetta has been vacationing in Mexico with boyfriend George Clooney.
Two weeks ago, the couple enjoyed dinner by the beach with her parents on the Sea of Cortez.
A few days later, George met up with Cameron Diaz, who was in the country with beau Alex Rodriguez.
Just Jared on Facebook
Photos: SplashNewsOnline Posted to: Elisabetta Canalis
Sponsored Links by ZergNet


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This story was originally published in The Star-Ledger on May 5, 2002.
He wanted to leap out of his seat, shake a nostalgic fist at the television, lend voice to his joy, but Roy Boe knew better. He may not always love his place in Nets lore, as the man who sold away Julius Erving. He may have cringed at the unfairness of it all, The Curse of Dr. J taking up permanent residence on his doorstep.
But he understood it. You bet he did.
"Look, a lot of bad things have happened to that team in the last 25 years," said Boe, the man who moved the Nets from Long Island to New Jersey one year after parting company with Erving, one year before parting with the team altogether.
"I don't call that a curse, I call it bad luck. But, you know, there are others who feel differently."
So, Boe sat quietly in the den of his daughter's house. Mandy turned 40 Thursday night, which is why Boe was in Connecticut rather than New Jersey. He so badly wanted to be at the Meadowlands to see all of this live. But family is family. And now, his family applauded, as Roy Boe's old team prepared to oust the Pacers.
Then Richard Jefferson missed a free throw. And another.
"Oh, dear Lord," Roy Boe whispered to himself.
He knew what was going to happen next. You don't have to believe in curses, necessarily, to be able to recognize them. Everything happened in slow motion on his television screen. The clock in the bottom right corner seemed frozen. Reggie Miller had the ball. Miller stood 35 feet from the basket, 50 miles from Roy Boe's couch.
He hit both targets clean.
"This has to end for us sometime," Roy Boe said in the hushed den, as his seven children all collapsed into seats all around him. "Doesn't it?"
Here's the funny thing about The Curse: As it turns out, Roy Boe may have solved it before he ever caused it.
Yes, posterity will forever note that on Oct. 20, 1976, Boe sold Erving to the Philadelphia 76ers for $3 million. However reasonable Boe's intentions may have been - the Nets were getting killed on NBA initiation fees, and Erving wanted to renegotiate his contract - it bought him only two more years as a pro basketball owner.
"It killed me to have to think about doing it," Boe says. "And then it really killed me, after I did it."
For his troubles, Boe earned a lifetime label as a modern-day answer to Harry Frazee - the man who peddled Babe Ruth from the Red Sox to the Yankees. One phone call to Sixers general manager Pat Williams sealed that fate.
But there was another phone call he'd made two years before. That one was to Seattle, where a newly retired pro basketball player was pondering his future and expecting to enter law school at the University of Washington.
"Why don't you come work for us as an assistant coach?" Roy Boe asked.
"Let me think about it," Rod Thorn replied.
There would be many times across the years when Thorn would recall that conversation, and he would muse at how differently his life would have gone had he followed his first instinct. Thorn's days as an executive haven't been a continuous joy ride, after all.
Mostly, though, he figures he owes Roy Boe one.
"He was a nice man who burned to win and had so much enthusiasm, it was completely infectious," Thorn says of his first boss. "And he was charismatic. I was going to law school, there was no question about it. And then I wasn't."
He laughs.
"And here we are."
Yes. Here they are. After an endless march through basketball purgatory, the Nets will host the Charlotte Hornets this afternoon in Game 1 of the Eastern Conference semifinals. Thorn, the would-be lawyer, is the biggest reason why. And Roy Boe, the erstwhile owner, will sit on pins and needles watching. He'll be at the Meadowlands for Game 2, in person. Today, as always, he will be there in spirit.
"This team has always been especially close to my heart," Boe says. "I wanted so much to make the Nets an NBA force. And if we'd only been able to keep Julius in the fold ... ah, well. That's a long time ago. A lot of water under the bridge."
Boe was a restaurateur before he owned the Nets, and one after. He owned the Islanders for a while, selling out just before they began their run of Stanley Cups in the early '80s. He has always had a sharp-toothed sports bug buzzing inside his business suit. Now he owns the Bridegport Sound Tigers of the American Hockey League, the Islanders' top farm club.
At 72, he has built a deep, distinguished resume.
And is best remembered for one thing.
"It isn't fair," Boe says, "but who ever said life is fair?"
The Nets won two ABA championships under Boe. They held the league's greatest asset in Erving, which provided the largest impetus for the leagues to finally merge. CBS planned a televised extravaganza to celebrate the newly expanded NBA, pairing the Nets, '76 ABA champs, with the Golden State Warriors, '75 NBA champs, on opening night.
Then Erving held out. He was making $400,000 a year, and wanted to be bumped up another 50 grand. Boe protested, pointing to a complex 52-page contract Erving had signed two years earlier. He also feared for his superstar's health, figuring one who flew so high would eventually pay for those excursions with his knees.
And the debts were piling up all around him. Boe called Williams. CBS canceled its made-for-TV showdown. The Nets won anyway, and hardly anyone noticed.
Close to 26 years would pass before anyone would, with one exception: People have always loved to prattle on about The Curse. It was the Nets' one piece of folklore.
"My father is an ordained minister," Nets coach Byron Scott says. "At the end of last year I said, 'Pops, I want you to walk all around this building and bless the entire area. Because something around here is not right.' But now, I really believe our fortunes have changed."
That quote is repeated to Boe. He laughs out loud.
"I hope so," he says. "I surely do."
Those 10 overtime minutes last Thursday were excruciating. The den filled with groans every time the Pacers took a lead. It filled with glee whenever the Nets came back. And with horror whenever Miller touched the ball.
Then: an opening. A Miller miss. A Kerry Kittles basket, plus the foul. A three-point lead. A five- point lead. Seven. Nine. Eleven. Roy Boe's sons slapped him on the back. His daughter kissed him. The Nets - his Nets - were going to win. They were going to survive.
The Curse was invited upstairs to the attic for a while.
"It will never go away in some people's minds," Boe says. "I understand that. That's okay. Let's enjoy today. That's really all that matters, right? Eight teams are left, and we're one of them." He pauses. Yes. He used the right word.
"I still call them 'we,'" he says. "I think I always will."


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Don't let children play with matches -- that is the warning from the Lubbock Fire Department. It sounds simple but that's exactly what started a fire Friday morning it's not the first time this week.
Firefighters say a 4-year-old girl was playing with matches Friday morning when she apparently set some curtains on fire at 2715 E. 9th. Most of the damage was limited to the front of the house, however there is some smoke damage throughout. This is not the child's house, she was under the care of the elderly owners that live at this home.
Garett Nelson with the Lubbock Fire Marshall's Office says this is the third fire this week that was caused by a child playing with matches or lighters. So he has this warning for parents.
Nelson says, "Any four year old, I don't care how good of a child they are. They are going to do that because to them, in their mind, that's controllable. They see adults all the time control little flames like that so why couldn't they? They don't understand the magnitude of what they've got in their hand."
Nelson says the fire has been ruled accidental.


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White Matter Fiber Tracking and Assessment of White Matter Integrity in the Cervical Spinal Cord - Pilot Study
White matter fiber tracking may provide a novel tool to assess the integrity of injured
motor tracts in the cervical spine. It provides information about fiber directions which is
not given by conventional MRI. White matter fiber tracking in the brain is used at several
institutions, including our own medical college, for presurgical planning of tumor excision.
We believe that the technical and clinical experience gained for the brain can be applied to
fiber tracking in the cervical spine as well. White matter fiber tracking in the cervical
spine has some important clinical applications:
- A better understanding of the relationship between abnormal cervical spinal anatomy and
the impact on fiber tracts would be helpful in determining the best treatment for a
particular patient. It may be able to define the indication and role of surgical
decompression and stabilization based on quantifiable and reproducible data obtained
with this new imaging technology.
- It could help the surgeon to determine what type of surgical approach to choose
(anterior versus posterior surgery, depending on the degree of compression /
impingement on nerve fibers).
- Correlation between quantitative diffusion measures and spinal cord injury may be used
in monitoring the response to treatment and may therefore be an important parameter for
clinicians to follow.
- White matter fiber tracking may also help to determine the pathophysiology underlying
cervical spondylotic myelopathy. Currently, there is a debate as to whether cervical
spondylitic myelopathy is caused mainly by compressive narrowing of the spinal canal,
which may lead to focal ischemia and tissue injury, or whether excessive motion due to
cervical spondylosis results in increased strain and shear of spinal axons resulting in
injury (Henderson et al., Neurosurgery 56(5):1101-13, 2005). If the latter is correct
one would expect diffusion changes along the course of white matter tracks above and
below the spondylotic changes.
We will first study a pool of 15 normal control subjects to refine our data acquisition and
postprocessing tools, and to sample quantitative diffusion based data for the normal
cervical spine. A second group of subjects will include 10 patients with significant
cervical spondylosis and upper extremity radiculopathy without myelopathy. The third group
will be 10 patients with cervical spondylosis and signs and symptoms of myelopathy. The two
patient groups will allow us to define systematic differences between normal values and
values in the injured spine.
The DTI data will be processed using tools for artifact correction first and then tools for
rendering T2 weighted images, diffusion weighted images, ADC maps and FA values.
Observational Model: Case Control, Time Perspective: Cross-Sectional
Henning U Voss
Principal Investigator
Weill Medical College of Cornell
United States: Institutional Review Board
November 2005
October 2008
|Weill Medical College of Cornell
|New York, New York 10021


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March 5 2008: 1:03 PM EST
The trouble with Steve Jobs
Jobs likes to make his own rules, whether the topic is computers, stock options, or even pancreatic cancer. The same traits that make him a great CEO drive him to put his company, and his investors, at risk.
(Fortune Magazine) -- In October 2003, as the computer world buzzed about what cool new gadget he would introduce next, Apple CEO Steve Jobs - then presiding over the most dramatic corporate turnaround in the history of Silicon Valley - found himself confronting a life-and-death decision.
During a routine abdominal scan, doctors had discovered a tumor growing in his pancreas. While a diagnosis of pancreatic cancer is often tantamount to a swiftly executed death sentence, a biopsy revealed that Jobs had a rare - and treatable - form of the disease. If the tumor were surgically removed, Jobs' prognosis would be promising: The vast majority of those who underwent the operation survived at least ten years.
Yet to the horror of the tiny circle of intimates in whom he'd confided, Jobs was considering not having the surgery at all. A Buddhist and vegetarian, the Apple (AAPL, Fortune 500) CEO was skeptical of mainstream medicine. Jobs decided to employ alternative methods to treat his pancreatic cancer, hoping to avoid the operation through a special diet - a course of action that hasn't been disclosed until now.
For nine months Jobs pursued this approach, as Apple's board of directors and executive team secretly agonized over the situation - and whether the company needed to disclose anything about its CEO's health to investors. Jobs, after all, was widely viewed as Apple's irreplaceable leader, personally responsible for everything from the creation of the iPod to the selection of the chef in the company cafeteria. News of his illness, especially with an uncertain outcome, would surely send the company's stock reeling. The board decided to say nothing, after seeking advice on its obligations from two outside lawyers, who agreed it could remain silent.
In the end, Jobs had the surgery, on Saturday, July 31, 2004, at Stanford University Medical Center in Palo Alto, near his home. The revelation of his brush with death remained - like everything involving Jobs and Apple - a tightly controlled affair. In fact, nary a word got out until Jobs' tumor had been removed. The next day, in an upbeat e-mail to employees later released to the press, he announced that he had faced a life-threatening illness and was "cured." Jobs assured everyone that he'd be back on the job in September. When trading resumed a day after the announcement, Apple shares fell just 2.4%.
Apple entertained no further questions about Jobs' health, citing the CEO's need for privacy. No one learned just how long Jobs had been sick - or that he had contemplated not having the surgery at all. "It was very traumatic for all of us," recalls one of those in whom Jobs confided, speaking on condition of anonymity because of the topic's sensitivity. "We all really care about Steve, and it was a serious risk for the company as well. It was a very emotional and very difficult time. This was one page in the adventure."
The Steve Jobs adventure: By now it's one of the most remarkable stories in business. When Jobs returned in 1997 to Apple - then facing its own near-death experience - he arrived with a tarnished legend. He was, of course, the charismatic boy wonder who at age 21 had co-founded Apple with Steve Wozniak in his parents' garage back in 1976. He was worth $200 million by 25, made the cover of Time magazine at 26, and was thrown out of the company at age 30, in 1985.
What he's accomplished in the past decade has not just restored Jobs to the Silicon Valley pantheon but elevated him to the status of superstar. On the brink of bankruptcy when he returned, Apple now has a market value of $108 billion - more than Merck, McDonald's, or Goldman Sachs; $1,000 invested in Apple shares on the day Jobs took over is worth about $36,000 today. And it isn't just Apple and its investors that have benefited from Jobs' executive skill. Pixar, where he served simultaneously as CEO, has come to dominate the animation business, churning out megahits like "Finding Nemo" and "The Incredibles" that prompted Disney (DIS, Fortune 500) to buy the company in 2006 for $7.5 billion. (Jobs now owns 7.3% of Disney, worth $4.6 billion, in addition to Apple stock worth $682 million.)
No less an authority than Jack Welch has called Jobs "the most successful CEO today." Jobs, at age 53, has even become a global cultural guru, shaping what entertainment we watch, how we listen to music, and what sort of objects we use to work and play. He has changed the game for entire industries.
Jobs is also among the most controversial figures in business. He oozes smug superiority, lacing his public comments with ridicule of Apple's rivals, which he casts as mediocre, evil, and - worst of all - lacking taste. No CEO is more willful, or more brazen, at making his own rules, in ways both good and bad. And no CEO is more personally identified with - and controlling of - the day-to-day affairs of his business. Even now, Jobs views himself less as a mogul than as an artist, Apple's creator-in-chief. He has listed himself as "co-inventor" on 103 separate Apple patents, everything from the user interface for the iPod to the support system for the glass staircase used in Apple's dazzling retail stores.
Jobs' product introductions are semiannual events, complete with packed houses, breathless blog dispatches, and celebrity appearances - two hours of marketing performance art. Who else could have the nation panting in anticipation of a cellphone? After watching Jobs unveil the iPhone, Alan Kay, a personal computer pioneer who has worked with him, put it this way: "Steve understands desire."
Jobs' personal abuses are also legend: He parks his Mercedes in handicapped spaces, periodically reduces subordinates to tears, and fires employees in angry tantrums. Yet many of his top deputies at Apple have worked with him for years, and even some of those who have departed say that although it's often brutal and Jobs hogs the credit, they've never done better work.
How Jobs pulls all this off - how this bundle of conflicting behaviors can coexist, to spectacular effect, in a single human being - remains a puzzle, even though more than a dozen books have been written about him. Jobs is notoriously secretive and controlling when it comes to his relationship with the press, and he tries to stifle stories that haven't received his blessing with threats and cajolery.
This story is one of them. While Jobs agreed to be interviewed by my colleague Betsy Morris on the subject of Apple's selection as America's Most Admired Company (see What Makes Apple Golden), he refused to comment for this story, which had been in the works for months. Dozens of people who work or have worked with Jobs did agree to extensive interviews, most insisting on not being named (even if praising him) for fear of incurring his anger.
History, of course, is littered with tales of combustible geniuses. What's astounding is how well Jobs has performed atop a large public company - by its nature a collaborative enterprise. Pondering this issue, Stanford management science professor Robert Sutton discussed Jobs in his bestselling 2007 book, "The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't." "As soon as people heard I was writing a book on assholes, they would come up to me and start telling a Steve Jobs story," says Sutton. "The degree to which people in Silicon Valley are afraid of Jobs is unbelievable. He made people feel terrible; he made people cry. But he was almost always right, and even when he was wrong, it was so creative it was still amazing." Says Palo Alto venture capitalist Jean-Louis Gasse, a former Apple executive who once worked with Jobs: "Democracies don't make great products. You need a competent tyrant."
Fair enough. But it is also important to understand the ways in which Jobs' attempts to manipulate his world pose risks for Apple - and thus its investors. They are evident in his difficult partnerships with music and television companies, which chafe at his insistence on setting uniform prices for their songs and videos on iTunes; in the real story of his battle with cancer; and in his deployment of stock options at Apple and Pixar, which exposed both companies to backdating scandals.
Jobs himself judges the world in binary terms. Products, in his view, are "insanely great" or "shit." One is facing death from cancer or "cured." Subordinates are geniuses or "bozos," indispensable or no longer relevant. People in his orbit regularly flip, at a second's notice, from one category to another, in what early Apple colleagues came to call his "hero-shithead roller coaster."
Jobs' own story is far more complex. And in the 26 years that Fortune has been ranking America's Most Admired Companies, never has the corporation at the head of the list so closely resembled a one-man show. Last year Piper Jaffray analyst Gene Munster opined that if Jobs were forced out as a result of the backdating scandal, Apple's shares would drop 20% overnight. At the company's current market cap, that would make him Apple's $22 billion man. "Steve Jobs running the company from jail would be better for the stock price than Steve Jobs not being CEO," muses Sutton.
Jobs is hardly likely to be forced out, as we shall see. On the contrary, he's likely to continue taking Apple - and its customers, competitors, and investors - on a wild ride to places they couldn't have imagined.
It may be instructive, then, to consider what drives the Steve Jobs adventure.
Steve Jobs (pg 2)
Jobs' confidential phone list from the mid-1980s at Apple Computer, included in more than 500 boxes of company documents archived at Stanford, reveals the rarefied air in which he operated while still in his 20s. There are private listings for Joan Baez and Diane Keaton (both onetime romantic interests), the home phone for California Governor Jerry Brown, and the White House line for Richard Darman, one of President Reagan's top aides. By then, Jobs was already one of the first true business celebrities.
Jobs' phone list also reflected the complex crosscurrents of his personal life. There was Kobun Chino, the Zen Buddhist monk who was his spiritual guru and would later preside at his wedding; Clara and Paul Jobs, the working-class California couple who had adopted and raised him; Joanne Simpson, his biological mother, whom he'd tracked down as an adult with the help of a private detective; and his first serious girlfriend, Chrisann Brennan, the mother of Lisa, his out-of-wedlock daughter.
There was no listing, however, for Abdulfattah "John" Jandali, his Syrian biological father - a man Jobs has never discussed publicly. Jobs had been born to Jandali and Simpson, a pair of 23-year-old unwed University of Wisconsin graduate students, in 1955. Just months after giving their baby up for adoption, the two married, then had another child, whom they kept: Mona Simpson, who grew up to become a critically acclaimed novelist and never knew her famous brother existed until she was an adult.
A charming, promising academic, Jandali later abandoned his wife and 4-year-old daughter, moving from job to job as a political science professor before leaving academe. Now 76, he works as food and beverage director at the Boomtown Hotel & Casino near Reno. Mona Simpson's novel, "The Lost Father," is based on her quest to find him.
When Jobs had his own illegitimate child, also at the age of 23, he too struggled with his responsibilities. For two years, though already wealthy, he denied paternity while Lisa's mother went on welfare. At one point Jobs even swore in a signed court document that he couldn't be Lisa's father because he was "sterile and infertile, and as a result thereof, did not have the physical capacity to procreate a child." He later acknowledged paternity of Lisa, married Laurene Powell, a Stanford MBA, and fathered three more children. Lisa Brennan-Jobs, now 29, graduated from Harvard and is a writer.
At Apple during his 20s, Jobs served as board chairman and head of the Macintosh division. But he was never given the CEO job. Adult supervision - in the form of professional managers - was recruited to run the fast-growing business, notably Pepsi president John Sculley. "Back then he was uncontrollable," venture capitalist Arthur Rock, an early Apple board member, told Institutional Investor last year. "He got ideas in his head, and the hell with what anybody else wanted to do. Being a founder of the company, he went off and did them regardless of whether it ended up being good for the company."
To be sure, many of the gifts that would drive Apple's resurrection over the past decade were already evident in the 1980s: the marketing showmanship, the inspirational summons to "put a dent in the universe," the siren call to talent. Engineer Bob Belleville recalls Jobs recruiting him from Xerox in 1982 with the words: "I hear you're great, but everything you've done so far is crap. Come work for me." Jobs famously seduced Sculley to Apple by challenging him: "Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?"
But after two years of working closely with Jobs, Sculley came to liken him to Russian revolutionary Leon Trotsky. In "Odyssey," his memoir of this period, he called Jobs "a zealot, his vision so pure that he couldn't accommodate that vision to the imperfections of the world." In 1985, Sculley orchestrated Jobs' firing after a power struggle. And in his memoir, Sculley dismissed Jobs' vision for the company. "Apple was supposed to become a wonderful consumer products company," Sculley wrote. "This was a lunatic plan. High tech could not be designed and sold as a consumer product." Of course, Sculley was dead wrong.
During the ensuing 12 "wilderness years," as they have come to be known, Jobs started Next Computing and bought what became Pixar from George Lucas. Next was a business failure, burning through hundreds of millions in investors' money. But by the time Apple bought Next in 1997, setting in motion Jobs' return, he obviously had developed the capacity to become a CEO for the ages.
Apple was on the ropes. Right away, Jobs dug into the mucky details of the business, creating a sense of urgency, radically reducing Apple's product line, and accelerating a wholesale cost cutting that would shrink the company back to profitability. Jobs had become a far better leader, less of a go-to-hell aesthete who cared only about making beautiful objects. Now he was a go-to-hell aesthete who cared about making beautiful objects that made money. No engineering spec, no design flourish was too small for his scrutiny. "It wasn't like he was some mythical creative genius and leaving the rest of the company to itself," says retired DuPont chairman Ed Woolard, a former director who was instrumental in bringing Jobs back. "It may have been true in the past. It was not true when he came back. He clearly was deeply involved in all the practical operations of Apple."
That's not to suggest that he ever became easy to work for. Jobs is even known to yell at company directors. Asked how she dealt with her boss, former Apple PR chief Laurence Clavere once told a colleague that before heading into a meeting with Jobs, she embraced the mindset of a bullfighter entering the ring: "I pretend I'm already dead." (Clavere says today that she doesn't recall making the comparison but notes that "working with Steve is incredibly challenging, incredibly interesting. It was also sometimes incredibly difficult.") Jobs' break-the-rules attitude extends to refusing to put a license plate on his Mercedes. "It's a little game I play," he explained to Fortune in 2001.
Often Jobs would suddenly "flip," taking an idea that he'd mocked (maybe your idea) and embracing it passionately - and as his own - without ever acknowledging that his view had changed. "He has this ability to change his mind and completely forget his old opinion about something," says a former close colleague who asked not to be named. "It's weird. He can say, 'I love white; white is the best.' And then three months later say, 'Black is the best; white is not the best.' He doesn't live with his mistake. It evaporates." Jobs would rationalize it all by simply explaining, "We're doing what's right today."
Despite all that, Jobs was able to put together a world-class team when he got back to Apple. He assembled an inner circle dominated by his brain trust from Next, which included his two top product guys: Avie Tevanian, who ran software, and Jon Rubinstein, who presided over the hardware team. Phil Schiller, already at Apple, was promoted to head of product marketing, while operations chief Tim Cook (now Apple's COO) was recruited from Compaq. Jobs hired Ron Johnson from Target to launch Apple's retail stores.
The group also included two executives who would later bear the brunt of Apple's backdating scandal. The first was general counsel Nancy Heinen, who had also come over from Next. Dominique Trempont, Next's former CFO, recalls that when Jobs was first considering whether to hire Heinen there, he asked to see some of the contracts she had written so that he could evaluate the "aesthetics" of her work. The second executive was the lone holdover from the previous regime - Fred Anderson, chief financial officer and the company's de facto No. 2. Anderson was widely credited with keeping Apple alive long enough to give Jobs time to work his magic. A calm, square-faced, retired Air Force officer, Anderson dealt with liquidity crises, restructurings, Wall Street - and the always volatile CEO. One former board member described Anderson's role as "tantrum controller."
To keep all this talent, Jobs took a typical Silicon Valley step: He eliminated most cash bonuses from executive compensation and started handing out lots more stock options instead. And here, as elsewhere, Jobs played by his own rules.
Steve Jobs (pg. 3)
Among the first things Jobs did in 1997 was to reprice underwater stock options for all Apple employees, twice in six months. Apple also made a big grant in a way that looked like "springloading," issuing options one day before the announcement of a big deal with Microsoft sent Apple shares soaring 33%.
Repricing and springloading are controversial (they give insiders an edge that shareholders don't enjoy), but they are not illegal. Neither is it illegal to grant "in-the-money" options with a below-market price as long as the action is disclosed and accounted for. What is illegal, though, is backdating - the picking of a date in the past, when a stock's value was lower, to assign the exercise price of options - without those adjustments. Backdating invariably involves lying to investors, creating false documentation, and avoiding the earnings hit required for giving employees in-the-money grants.
In 2006, after the Wall Street Journal ran its Pulitzer Prize-winning series about backdated stock options, Apple (which hadn't been named in the coverage) scrambled to assess whether it had a problem. The company appointed a special board committee to investigate, which concluded that it did. The company discovered "irregularities" with 6,428 grants between 1997 and 2001 - roughly one in six that Apple issued during that period. (New disclosure requirements after that time caused backdating to dry up.) The company also found no instances of backdating before Jobs took over as CEO. Apple was forced to restate its earnings, taking a pretax charge for unreported compensation expenses of $105 million.
Disney, which bought Pixar in 2006, also investigated and found a backdating problem there during Jobs' time as CEO. As the Wall Street Journal first reported, key Pixar executives received options grants priced at the stock's yearly low in 1997,1998, 2000, and 2003. A Merrill Lynch analyst put the odds of that happening by chance at one in 112 million. (Disney declined to comment on backdating.) But the events at the two companies don't quite fit the classic backdating template, which has cost dozens of executives their jobs. For one thing, Jobs didn't personally benefit from backdated options - at least not directly. For another, in a climate where many were rushing to judgment, Jobs enjoyed the benefit of the doubt from protective boards.
Was Jobs himself involved in backdating stock options? At Apple, the answer is yes: In an SEC filing, Apple acknowledged that Jobs "was aware [of] or recommended the selection of some favorable grant dates." But Apple's investigation concluded that Jobs' involvement didn't amount to misconduct because he "was unaware of the accounting implications." As for Pixar, Disney issued a four-sentence summary of its own internal inquiry, concluding that "while options were backdated at Pixar" before its sale to Disney, "no one currently associated with the Company engaged in any intentional or deliberate acts of misconduct."
The SEC and the Justice Department are still investigating backdating at both Apple and Pixar. The SEC last April announced that it would take no action against Apple, citing the company's "swift, extensive, and extraordinary cooperation," including its "prompt self-reporting, an independent internal investigation, the sharing of the results of that investigation with the government, and the implementation of new controls designed to prevent the recurrence of fraudulent conduct."
At the same time, the SEC filed charges against two former members of Jobs' inner circle - general counsel Heinen and CFO Anderson. Heinen, accused of orchestrating two backdated grants and falsifying documentation for them, has pleaded innocent to fraud claims and is preparing for trial. Anderson has settled a lesser claim of negligence involving one grant, paying $3.64 million in disgorgement and fines, while remaining free to serve as an officer or director of public companies (he chairs the audit committee at eBay).
Anderson, in an extraordinary public statement he issued after settling his case with the SEC, disputed Apple's exoneration of Jobs. Through his lawyer, he said he alerted Jobs to the accounting implications even as the CEO was in the process of picking a retroactive date for the grant to his top lieutenants. He also said Jobs assured him that the award had been properly approved by Apple's board.
The story of that grant opens in late 2000, a panicky time for Apple. Silicon Valley was reeling from the dot-com crash. Apple had missed its quarterly numbers, and after a big run-up in the company's stock (multiplying the company's market cap from $2 billion to $16 billion), Apple's market value had melted back down to $5 billion. Jobs feared that his inner circle was ripe for poaching.
In October 2000, Jobs started talking to the directors about giving the executive team a big grant to place them in golden handcuffs. At the time - for 15 months, in fact - Apple's board had no compensation committee providing oversight over the CEO's grant practices, an extremely unusual situation. (Almost 99% of public companies at the time had compensation committees, according to a study by the research firm ISS, a unit of RiskMetrics.)
In late 2000, Jobs told at least one of his top lieutenants to expect the options to be priced on Jan. 2, 2001. But at the end of January, Jobs was still consulting with Heinen about the grant. The stock had been climbing that month, which meant that options would have a higher exercise price than if they had been granted on Jan. 2.
On Jan. 30, 2001, according to the SEC's suit, Heinen e-mailed Jobs with a list of possible retroactive dates for the grant; Anderson got the list too. The goal was to get the executive team a price almost as low as the close on Jan. 2. (Heinen thought that using the original date might draw public criticism for springloading because Apple stock had jumped just a few days later on product announcements by Jobs at Macworld.)
Jobs picked Jan. 17 for the executive team grant, a date when Apple shares still had a nice low closing price. According to the SEC suit, Heinen instructed a staff attorney, Wendy Howell, to prepare a "unanimous written consent" (UWC) for the signature of Apple board members, retroactively approving the options with "an effective date of Jan. 17, 2001, priced at [$8.41]." (All share prices and numbers of options in this story are adjusted for subsequent splits in Apple stock.)
The board members didn't fax back the signed papers for the executive-team stock-options grant until Feb. 7 - which, in the SEC's view, made that the proper grant date. By then, Apple stock was up 23% over the Jan. 17 grant price. This meant each of the six executives receiving options got a paper windfall of either $1.6 million or $3.9 million, depending on the size of their grant. According to the SEC, it also meant Apple had engaged in illegal backdating, awarding in-the-money options without disclosing it and inflating company earnings by failing to record the $18.9 million expense on its financial statements.
Apple directors, like the company, refused to make any public comment for this story. But in response to shareholder lawsuits, Apple's lawyers argued that the directors routinely signed UWCs giving perfunctory approval to option grants they'd effectively delegated to management. Similarly, the lawyers argued, Jobs had no reason to think there was a problem, because his CFO and general counsel had signed off on the grant.
As a condition of taking over in 1997, Jobs had fired most of Apple's board, installing a new one with just six members. Only two directors were holdovers: Edgar Woolard, the retired DuPont chairman, and Gareth Chang, senior vice president of Hughes Electronics. The others were Oracle (ORCL, Fortune 500) CEO Larry Ellison, a close friend of Jobs; Intuit CEO Bill Campbell, who had worked at Apple back in the 1980s and was Jobs' neighbor; Jerry York, a former CFO of IBM and Chrysler, who later became CEO of Micro Warehouse, a computer reseller that did extensive business with Apple; and Jobs himself.
Apple's board has drawn criticism from governance experts for years. In his 2002 book, "Take On the Street," former SEC chairman Arthur Levitt complained that Apple's governing body simply failed to meet "good governance litmus tests." Levitt wrote, "It's plain to me that Apple's board is not designed to act independently of the CEO." A self-described "Apple junkie," Levitt had actually been invited by Jobs to become an Apple director in February 2001 - only to be "disinvited" after returning from a visit to Silicon Valley. "Arthur, I don't think you'd be happy on our board and I think it best if we not invite you," Levitt recounts Jobs telling him in a phone call. Levitt says Jobs explained that he had come to this conclusion after reading a Levitt speech on corporate governance. "Frankly, I think some of the issues you raised, while appropriate for some companies, really don't apply to Apple's culture," Jobs told him. Levitt says he was "floored."
No question, Apple's culture at this level was out of the ordinary. Jobs accepted a salary of $1 a year. In January 2000, after the stock had soared and the company's survival seemed assured, Apple announced that it was buying Jobs a jet - not a corporate jet for him to use, mind you, but his own Gulfstream V. Total cost to the company, including Jobs' taxes on the gift: $88 million. While the plane has long been cast as a board's creative gesture of gratitude, Woolard says Jobs is the one who thought of it. "He brought up the idea: 'What I really need is a plane where I can take my family to Hawaii on vacation, go to the East Coast.' I said, 'All right.'" Larry Ellison declared, "With what he's done, we ought to give him five airplanes!" Jobs also got a mega-grant of 40 million options - almost 6% of the company, priced at $21.80 a share. Half would vest immediately, the rest within 18 months. That was unusual, but the board reasoned that it should make up for the 30 months when Jobs had worked for a buck a year.
Jobs' own options would lead to the second SEC problem for Apple, though only Heinen would face charges for it. The issue arose after the dot-com crash sent Apple's stock price back below $10, and the Apple board, eager to keep Jobs happy, voted on Aug. 29, 2001, to give him a fresh batch of 15 million options at $8.92. But Jobs - sensitive to press criticism he'd been receiving for his 2000 mega-grant, which was underwater - refused to accept the new award unless the board canceled bis previous one. Accounting complications that made it impractical to do this - as well as wrangling over the vesting schedule - dragged the matter out until December.
That created a fresh problem: How to price Jobs' award? The stock had climbed since the original board vote back in August, and using that date wouldn't have withstood scrutiny because Apple was now in a new fiscal year. After Heinen reviewed a spreadsheet showing closing prices for a three-month period with Arthur Levinson, a member of Apple's reconstituted comp committee and the CEO of Genentech (DNA), the grant was dated on Oct. 19.
The grant's strike price ($9.15) wouldn't be as good as it was back in August, but it was better than the $10.51 the stock hit on Dec. 18 - which, according to the SEC, was the proper price for the grant. Levinson informed the board about the arrangements in an e-mail, noting that he had instructed Heinen to make sure Apple was "conforming to all legal requirements/guidelines."
It wasn't. The SEC claims that Heinen ordered Howell to dummy up the necessary paperwork to make it look like the full board approved the grant at a special meeting on Oct. 19 - a meeting that never took place. Heinen denies this, blaming her subordinate for creating the phony documents.
All this gave Jobs a paper backdating windfall of about $20 million, according to the SEC. But he never cashed in the options, and in March 2003, after Apple's share price kept dropping, Jobs traded his entire stake of 55 million underwater options for the certainty often million restricted shares. In perfect hindsight, given Apple's soaring stock price since that time, he lost a fortune on the deal. Jobs' restricted shares would sell today for about $1.2 billion before taxes. His options, had he kept them, would yield about $5.8 billion (pretax).
Pixar's board did have a compensation committee, but it never met. In fact, the entire Pixar board - also handpicked by Jobs - typically met only about three times a year. Jobs personally negotiated options awards with key executives.
The biggest such grant at issue - two million options - had gone to Toy Story director John Lasseter, Pixar's star creative executive, as part of the ten-year contract he had negotiated with Jobs in 2001. Jobs never received Pixar options himself, but he owned more than half the company, and locking up Lasseter led Disney to buy Pixar in 2006, in an enormously lucrative deal for Jobs that made him Disney's largest shareholder.
Joe Graziano, the former Apple CFO who served on the Pixar board from 1995 until the Disney sale, acknowledges that Lasseter was "the single biggest asset at Pixar." He blames any backdating problems on "an administrative glitch," delaying the completion of paperwork authorizing grants that Jobs had promised. "It was normal for him to come into the board and say, 'This is what we want to do for compensation. We got these two guys. We want to give them these shares and lock them up.' And the board said, 'Go for it.' But unfortunately the documents get signed months later."
That, of course, means the grants were issued improperly. And "glitches" don't explain how grants to the company's most valuable players could be issued at the lowest annual stock price in four separate years.
Pixar, by the time of the backdating disclosures, was no longer a public company but a Disney subsidiary and had no board of its own. At Apple, however, shareholder activists have expressed dismay with the way the company has dealt with the matter. Jobs did issue a brief statement that promised remedial measures and said, "I apologize to Apple's shareholders and employees for these problems, which happened on my watch." But beyond its initial press release and a limited elaboration in a subsequent SEC filing, Apple explained nothing about how the backdating had occurred and demanded repayment from no one.
In a detailed report to Apple investors, ISS criticized the board's lack of candor, stating, "Steve Jobs has been instrumental in creating significant shareholder value; however, a cult-like devotion to any CEO can be a huge downside risk to shareholders." Glass Lewis, another shareholder advisory firm, described the special committee findings absolving Jobs as "an attempt to whitewash the backdating scandal."
At Apple's annual shareholder meeting last May in Cupertino, the two firms recommended that shareholders withhold their votes for reelecting most of the outside Apple directors. For three of the directors, more than 30% of shareholders did. By the rubber-stamp standards of such proceedings, a 30% vote against directors of a company on a tear - the iPhone was about to go on sale, the stock was headed to the moon - is noteworthy.
Steve Jobs (pg. 4)
When the CEO of a publicly traded corporation is diagnosed with a serious illness, what is his obligation to inform shareholders? There is no clear answer.
The SEC requires that any public company disclose material information to investors so that they can include it in their calculation of whether to buy or sell a stock. But there are no specific guidelines governing health issues, and the SEC has never taken action against a company in this area. It is generally accepted that a company should disclose the diagnosis of a CEO's fatal illness, while it need not say anything about a problem like a broken arm. Everything in between is problematic - and the tension between privacy and shareholder interests is even greater when the CEO is so powerfully identified with the company's fortunes.
Different companies have handled the problem in different ways. When Intel (INTC, Fortune 500) CEO Andy Grove was diagnosed with prostate cancer in 1995, he made no formal disclosure - Grove chose to write about it instead in a 1996 article for Fortune. On the other hand, Berkshire Hathaway's Warren Buffett - one of the few Fortune 500 CEOs considered as essential to his company as Jobs is to Apple - issued a press release in June 2000 days after he learned he would need surgery to remove benign polyps along with part of his colon, even though the procedure was considered routine.
The story of how Jobs managed his illness has not previously been disclosed. This account comes from several sources with personal knowledge of the situation; all insisted on not being identified.
Jobs' tumor was discovered in October 2003. He had been getting abdominal scans periodically because of a history of intestinal problems. His doctors noticed a growth that turned out to be an islet cell neuroendocrine tumor - a rare and operable form of pancreatic cancer. With surgery, his long-term prognosis would be good.
But Jobs sought instead to treat his tumor with a special diet while launching a lengthy exploration of alternative approaches. "It's safe to say he was hoping to find a solution that would avoid surgery," says one person familiar with the situation. "I don't know if he truly believed that was possible. The odd thing is, for us what seemed like an alternative type of thing, for him is normal. It's not out of the ordinary for Steve."
Apple director Levinson, who has a Ph.D. in biochemistry, monitored the situation for the board. He and another director, Bill Campbell, tried to persuade Jobs to have the surgery. "There was genuine concern on the part of several board members that he may not have been doing the best thing for his health," says one insider. "But Steve is Steve. He can be pretty stubborn."
By the standards of medical science, it was an open-and-shut case: There was no serious alternative to surgery. "Surgery is the only treatment modality that can result in cure," Dr. Jeffrey Norton, chief of surgical oncology at Stanford, wrote in a 2006 medical journal article about this kind of pancreatic cancer. It was Norton, one of the foremost experts in the field, who eventually operated on the Apple CEO, Fortune is told. (He declined to comment.)
Dr. Roderich Schwarz, chairman of surgical oncology at the University of Texas Southwestern Medical Center in Dallas, who has performed the procedure more than 150 times (but who was not involved in Jobs' case), says that waiting more than a few weeks with this diagnosis "makes no sense because you don't know what the potential for growth or spread is." Schwarz says he knows of no evidence that diet can be helpful. "But the patient decides. If they believe an herbal diet can do miracles, they have to make the decision. Every once in a while you have somebody who decides something you wish they wouldn't."
The surgery Jobs faced, known as the "Whipple procedure," is brutal and complex. It lasts six hours or more and involves removing parts of the pancreas, bile duct, and intestines, then reconstructing the digestive tract. But it's relatively safe: Mortality from the surgery is less than 5% at specialized medical centers with surgeons who have performed it many times.
Jobs put the procedure off for more than nine months, raising the thorny issue of disclosure. He told the board, and the board decided to say nothing. Palo Alto attorney Larry Sonsini, the company's longtime outside counsel, advised the directors that the CEO's right to privacy trumped any disclosure requirement as long as he could continue to perform his duties. A second outside lawyer agreed.
So Apple conducted business as usual, disclosing nothing and letting the tiny circle of insiders who knew about the situation continue to trade Apple shares.
The board of Pixar, the other public company where Jobs served as CEO, remained in the dark until his announcement, according to director Graziano. "All I know is I didn't [know]," Graziano told Fortune.
In the end Jobs had the surgery, at the end of July in 2004. Sources tell Fortune that he decided to proceed with the operation earlier that month, after a scan revealed growth in the tumor. By all accounts, the surgery was a success.
It is impossible to know whether Jobs' decision to delay the procedure has increased his risk of a cancer recurrence in any way. In a newspaper interview, Norton estimated that 80% to 90% of patients with Jobs' condition survived at least ten years, while cautioning that predictions are difficult because the number of cases is so small.
Jobs himself has never volunteered much on the matter - except once. In a June 2005 commencement address he gave at Stanford University, which was published in Fortune, he described the sequence of events this way: "About a year ago, I was diagnosed with cancer. I had a scan at 7:30 in the morning, and it clearly showed a tumor on my pancreas.... The doctors told me this was almost certainly a type of cancer that is incurable, and that I should expect to live no longer than three to six months.... Later that evening I had a biopsy where they stuck an endoscope down my throat, through my stomach into my intestines, put a needle into my pancreas and got a few cells from the tumor. I was sedated, but my wife, who was there, told me that when they viewed the cells under a microscope, the doctor started crying, because it turned out to be a very rare form of pancreatic cancer that is curable with surgery. I had the surgery, and, thankfully, I am fine now."
It was a great speech, simple and moving - though it clearly left the false impression that Jobs had learned of his illness in mid-2004 and immediately proceeded to surgery, when in fact he had learned of it in October 2003.
Ralph Whitworth, an activist institutional investor, served as chairman of Waste Management when its CEO was stricken with a fatal brain tumor. He says the issue is "a very tricky one," but Apple should have disclosed Jobs' illness promptly after assessing his situation - whether legally required to or not. "Good governance has nothing to do with following the minimum standards," says Whitworth. "Executives should announce before they're going into major surgery. Yes, your stock will go down. [But] how would the shareholders have felt if they said he died on the operating table? "
Former SEC chairman Levitt agrees. "It's a difficult personal decision," says Levitt. "But clearly if a CEO is going in for major surgery, that's a disclosable item."
In the end, the combination of a happy outcome and remarkable secrecy about just how long Apple had known Jobs was sick minimized any public criticism - or impact on its shares. "Steve came through this okay, and Apple never suffered because of it," says one insider. "Had it come out differently - thank God it didn't - there could have been a lot of people second-guessing Apple had they known what happened."
Last year the founder of the Stanford Social Innovation Review called Apple one of "America's Least Philanthropic Companies." Jobs had terminated all of Apple's long-standing corporate philanthropy programs within weeks after returning to Apple in 1997, citing the need to cut costs until profitability rebounded. But the programs have never been restored.
No. 1 Apple:
Unlike Bill Gates - the tech world's other towering figure - Jobs has not shown much inclination to hand over the reins of his company to create a different kind of personal legacy. While his wife is deeply involved in an array of charitable projects, Jobs' only serious foray into personal philanthropy was short-lived. In January 1987, after launching Next, he also, without fanfare or public notice, incorporated the Steven P. Jobs Foundation. "He was very interested in food and health issues and vegetarianism," recalls Mark Vermilion, the community affairs executive Jobs hired to run it. Vermilion persuaded Jobs to focus on "social entrepreneurship" instead. But the Jobs foundation never did much of anything, besides hiring famed graphic designer Paul Rand to design its logo. (Explains Vermilion: "He wanted a logo worthy of his expectations.") Jobs shut down the foundation after less than 15 months.
Jobs has never revealed any plans to leave Apple, though after news of his pancreatic cancer was disclosed, the board insisted it had privately discussed a succession plan. It is hard to imagine a tougher act to follow. Indeed, Jobs is a tough act for even Jobs to follow.
Already in 2008, Jobs has unveiled his usual array of sleek new products, highlighted by the MacBook Air, billed as "the world's thinnest notebook." The company's most recent quarterly results were its best ever: Apple reported $1.58 billion in profit, $18 billion in the bank, and zero debt. Despite signs of a recession, the company projected second-quarter earnings growth of 29%.
But this time, all that just wasn't amazing enough. Since the beginning of 2008, Apple shares have tumbled by 40% from their all-time high in late December (in a down market, to be sure). Disappointing the masses is a risk you take when your stock is priced for bedazzlement.
And even for Apple, conjuring the magic won't get any easier. It's hard for a big company to keep growing rapidly, especially if the economy heads into a downturn. Cellphone makers - and even Google (GOOG, Fortune 500) - are cranking out new products to compete with the iPhone. The iPod market shows signs of being saturated. Amazon's (AMZN, Fortune 500) new digital-music store is gunning for iTunes, aided by record companies eager to escape Jobs' insistence on dictating the price for their content. It's the same reason NBC Universal took its shows off iTunes. Then there's the possibility of additional fallout from the SEC and Justice Department investigations at Apple and Pixar.
As usual, Apple's fortunes will rest not just on external factors, but on the shoulders of its CEO, who has pushed his company both to astounding heights and to the edge of significant risk. It is Steve Jobs himself who is the wonder - as well as the worry.
REPORTER ASSOCIATE Doris Burke contributed to this article.
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Small Size Cable Fault Locator Uses TDR Technology
13 December 2011 – The canadian GAO Tek Inc. is offering a small size cable fault locator which uses TDR technology. It can be used in communication maintenance, project construction and integrated cabling. The easy-to-use cable fault locator, model A0080001, features a low voltage warning, automatic power off for saving energy and automatic fault distance location without manual intervention.
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Bbq MeatballsFrom shellyh430 10 years ago
- 2 lbs ground chuck shopping list
- 1 Cup bread crumbs shopping list
- 1 pkg onion soup mix shopping list
- 1 can sauerkraut (15-18oz) (optional) shopping list
- 1 can cranberry sauce (16oz) shopping list
- 1 bottle Heinz Chili Sauce shopping list
- 1 bottle water (fill heinz bottle) shopping list
- 1 cup brown sugar shopping list
How to make it
- Preheat oven to 350
- For the Meatballs Mix Together:
- The Ground Chuck, bread crumbs and onion soup mix
- Make into small balls and place into a 9x13 baking dish.
- For the Sauce Mix Together in a saucepan:
- sauerkraut. cranberry sauce, chili sauce, water and brown sugar, simmer for 15-20 minutes then pour over meatballs
- once sauce has been poured over meatballs bake uncovered for 1 1/2-2 hours
People Who Like This Dish 4
- mandymoore Wiggins, Ms
- thegoldminer Sacramento, CA
- dooley Crossroads, TX
- jsriley63 Arlington, VA
- shellyh430 Brunswick, OH
- Show up here?Review or Bookmark it! ✔
Reviews & Comments 3
- krumkake 10 years ago Was this review helpful? Yes Flag
- pleasantvalleycabins 10 years ago Was this review helpful? Yes Flag
- thegoldminer ate it and said... Was this review helpful? Yes Flag
The Cookshellyh430 Brunswick, OH
The Rating1 people
Ok, this sounds good. Thanks JJ> Maybe a couple of pics would be good for this recipe. I will make it and take some for you.thegoldminer in Sacramento loved it
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