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Olga Yashkova - Analyst Profile
Program Manager
Frost & Sullivan
Measurement & Instrumentation
Functional Expertise
•Over eight years of research and consulting expertise including competitive analysis and benchmarking, market entry and expansion strategy.
•Particular expertise in and special projects on:
-Market research and Consulting
-Financial analysis, Communications and Test & Measurement Industry analysis
-Forecasting an competitive benchmarking
-Project Management
-Business Development
Industry Expertise
§Experience base covering communications test and measurement industry across different sectors, leveraging long-standing working relationships with leading industry participants' Senior Executives
-Wireless and Wireline
-Service Assurance and Network Performance Monitoring and Management
-Next-generation services Test & Measurement
What I bring to the Team
•Years of industry expertise
•Results-driven strategic analyst and consultant
•Years of industry contacts and connections
•Extensive client interaction and strategic project management
•Contributions to major telecommunications publications such as WirelessWeek, Telecommunications magazine, T&M World, TMC.net, RCR
•Creative, passionate and energetic
Career Highlights
•Worked with companies such asIxia, Spirent Communications, JDSU, Anritsu, Agilent, OMRON, Finisar and many others
•MBA, Marylhurst University (Marylhurst, OR)
•BA in English Linguistics, Moscow External University , Krasnodar branch (Krasnodar, Russia)
Recent items from Olga Yashkova
Need for Coverage and Capacity Drives the Demand for Small Cells and HetNet Test Equipment
Service providers continue to increase their investments into the heterogeneous network (HetNet) infrastructure by deploying small cells, carrier Wi-Fi, and distributed antenna systems (DAS) to manage increasing capacity and coverage requirements. In addition, the market is moving in the direction of the centralized RAN (C-RAN) architecture that centralizes baseband functionality to be shared across a large number of distributed radio nodes. Compared to traditional base stations, C-RAN provides substantial performance and cost-related advantages, such as baseband pooling, enhanced coordination between cells, virtualization, network extensibility, and energy efficiency. Networks are never the same as each network environment is unique. Each service provider network will include densely-populated metro areas that require different types of public and business services. In addition, a typical network can include a rural area with a small scattered population, a shopping mall, or a stadium. The main task of a HetNet is to address these diversified needs and provide continuous network coverage. A HetNet can be defined as network that uses small cells/Wi-Fi/DAS and macros in the same network.
|Published: Dec 01 2017
|Market Research
Continual Growth in Digital Data Drives the Demand for Global Wireless Network Test Solutions
Smartphone users spend nearly 80% of their daily device use time on non-voice activities. Traditional capacity expansion is not enough; mobile data traffic will continue to grow exponentially and will not be met by traditional network growth. Service provider need to know where the network coverage is critical, as customer churn is extremely expensive and poor coverage as well as poor service are the top drivers of churn. Service Providers desire to obtain better, richer, and more detailed information about the quality of the coverage, and for now, there is an enormous demand for a drive test solution that communicates virtually with other tools. Thus, the demand for wireless network testing solutions is on the rise. Drive testing is vital for mobile operators and is conducted to discover coverage gaps in networks. Drive tests help mobile operators maintain and improve the quality of their network, for instance, by recognizing the need for tuning network parameters in order to achieve better coverage. A conventional drive test is a manual process that is primarily done by engineers in the field by collecting radio measurements. Such tests tend to demand significant time and human labor and are costly. The concept of Minimization of Drive Test (MDT) emerged from an idea to use each device that is active in the network. This means that standard mobile phones should be used for measurements to provide data for the operators. The work on automated drive test was started in 3GPP with the purpose to create MDT in March 2009. The Global Wireless Network Test Equipment Market study offers the detailed market analysis of the following segments: benchmarking consisting of drive test, walk test and crowdsourcing; monitoring: active test, passive test, OSS (CM/PM/FM); field trials, acceptance, optimization and troubleshooting: drive and walk test, OSS traces with Geo-location, Site Testing (antenna, cabling, PIM, OTA testers), OSS (CM/PM/FM), passive probes and SON. The key questions that this study will answer are as follows: • Which are the major participants in the global wireless network test equipment market? • What are the sizes of the market segments? How are they likely to change during the forecast period? • What are the major trends influencing market growth? • What are the major challenges that vendors need to overcome to enhance growth? • What are the market dynamics from a regional perspective? This study provides revenue forecasts from 2016 until 2023, market share analysis and product analysis. The geographic forecast as well as end-user analysis are included in the scope of this study.
|Published: Jul 26 2017
|Market Research
With each new wireless technology rollout, there is a critical need to refresh and update network test equipment so that the new technologies can be successfully and accurately measured.
|Published: Feb 08 2017
|Market Insights
5G is expected to help fully realize the benefits of IoT. With billions of devices expected to be connected to the Internet, wireless networks must evolve drastically and test equipment have to be at the cutting edge of the technology.
|Published: Feb 08 2017
|Market Insights
The trend towards Network Functions Virtualization (NFV) is driving virtualization, as this market segment is growing at high double-digit growth rates up to 75% year on year. The move from hardware to software is driving NFV adoption.
|Published: Jan 30 2017
|Market Insights
With Wi-Fi moving into various enterprise verticals and business infrastructure sectors, the demand for test equipment is expected to continue rising between 2016 and 2020.
|Published: Jan 30 2017
|Market Insights
|Published: Dec 19 2016
|Best Practices
LTE-U offers what end users like about 4G LTE mobile broadband: high speed, improved downloading and streaming, smooth hand-offs, and secure, reliable connections. In addition, it is made to work using unlicensed spectrum.
|Published: Sep 22 2016
|Market Insights
Development and Adoption of New Standards and Wider Bandwidth Frequency, Telematics, and Dedicated Short Range Communications (DSRC) and Mu-MIMO Drive the Demand for Wi-Fi Test Equipment
Wireless standards are developing rapidly and keeping up with them is becoming a challenge for test equipment vendors. The 802.11n was introduced the industry to multiple input multiple output (MIMO), 3X3, and 4X4, while new .11n products bring new opportunities for test equipment vendors.
|Published: Sep 20 2016
|Market Insights
Cellular Offload Drives Demand for Wi-Fi Test Equipment
Communications service providers are concentrating on mobile traffic Wi-Fi offload strategies. The Wi-Fi technology, 802.11ac, is critical to this task as it is important to ensure that the quality of Wi-Fi networks becomes carrier-grade. This research service assesses the global Wi-Fi test equipment market. It provides a quantitative model that describes the revenue of the Wi-Fi test equipment market by region, application, and end user. It also includes market drivers, restraints, challenges, and areas of opportunity. It contains revenue forecasts and market share analysis. The following segments are covered in this analysis, namely research and development, manufacturing, and post-deployment test equipment.
|Published: Aug 26 2016
|Market Research
I expect 5G to steal the show at this year's Mobile World Congress (MWC). 5G has been a topic of discussion for a while already and it is becoming more prominant with carriers such as SKTelecom and Verizon Communications, just to name a few. Meanwhile, AT&T recently announced its trial plans for 5G in 2016. The carrier is planning to conduct field...
|17 Feb 2016
|Blog post
I expect 5G to steal the show at this year's Mobile World Congress (MWC). 5G has been a topic of discussion for a while already and it is becoming more prominant with carriers such as SKTelecom and Verizon Communications, just to name a few. Meanwhile, AT&T recently announced its trial plans for 5G in 2016. The carrier is planning to conduct field...
|17 Feb 2016
|Blog post
LTE for Public Safety, VoLTE and VoWiFi Offer Opportunities for Communications Test Equipment Market
LTE and LTE-A technologies success have become the wireless communication standard by delivering mobile broadband data and high-definition voice. This success has lead to the commitment of government authorities to select LTE as the fundamental technology for their next-generation public safety networks. With the United States playing a leading rol...
|14 Jan 2016
|Blog post
LTE for Public Safety, VoLTE and VoWiFi Offer Opportunities for Communications Test Equipment Market
LTE and LTE-A technologies success have become the wireless communication standard by delivering mobile broadband data and high-definition voice. This success has lead to the commitment of government authorities to select LTE as the fundamental technology for their next-generation public safety networks. With the United States playing a leading rol...
|14 Jan 2016
|Blog post
VoLTE is expected to enhance profitability of network operators by offering them various other revenue streams through Rich Communication Services such as video sharing and file transfers. Up till December 2015, there were 40 operators who had launched VoLTE services in 27 countries. While incorporating this technology in their networks is a huge...
|11 Jan 2016
|Blog post
Big Data and Increasing Smartphone Penetration Drive the Demand for Mobile Data Monitoring Solutions
Moving from 2G to 3G to LTE, mobile communication technology has achieved rapid progress in the past few years, paving the way for innovation and developments in the wireless communication industry. With a rapid growth in the number of mobile subscribers and a proliferation of mobile devices and tablets, human-to machine and machine-to-machine comm...
|10 Jan 2014
|Blog post
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Train Geneva → Interlaken
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Geneva - InterlakenThe average travel time between Geneva and Interlaken is 2h46 minutes. The quickest route is 2h33 minutes. The first train leaving Geneva is at 05:45, the last at 20:45. There is an average of 31 trains a day between Geneva and Interlaken, leaving approximately every 45 minutes.
- Departure station : Geneve cff (Place de Cornavin 7 1201 Geneva)
- Arrival station : Interlaken west (Bahnhofstrasse 28 3800 Interlaken)
Interlaken ost (Untere Bönigstrasse 5 3800 Interlaken)
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A city with conventional wisdom and beauty to match Geneva has been a strategic mainstay in world politics. One can't say the city's name without thinking of historical conferences and documents. Home to the League of Nations, the scientists of CERN and a glistening lake, Geneva is at once quite serious and yet so seductive. As soon as you exit the main train station, the Gare Cornavin, you'll be taken under its spell. There is a grand opulence to this city. High-end stores such as Harry Winston, Rolex, Louis Vuitton and others line the streets with the Swiss Alps as the backdrop. It's easy to comprehend why Geneva is one of the most affluent cities in the world. Learn more about Geneva
Interlaken : your gateway to adventure
Interlaken : your gateway to adventure Interlaken, from Latin "Inter Lacus" (Between lakes), is small city in the Bernese Oberland region and located near the center of Switzerland. The town began as a convent of the Augustinians back in 1130 and lasted over 300 years. Today the town is a well known tourist destination and gateway to year-round adventures. Don't think because you're high in the mountains that it never warms up. In summer, the temperature can reach up into the 70s. Swim in Lake Thun, hike harder mountains, bike around lake Brienz on your wait to Giessbach waterfall. Looking for more rugged adventure ? Bungee jump, rock climb or paraglide down from jagged cliffs. Winter is…cold. Perfect for snowy pursuits. Skiing and snowboarding are found all over the region. Grindewald First and Murren-Schilthorn are two of the most popular places to get your shuss on. Learn more about Interlaken

subset: commoncrawl


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Tuesday, March 04, 2008
1943 Guide to Hiring Women
The following is an excerpt from the July 1943 issue of Transportation Magazine. This was written for male supervisors of women in the work force during World War II. And yes, it's true. At least according to Snopes, it is.
Come on ladies! What's your favourite part? Or least favourite part?
"Eleven Tips on Getting More Efficiency Out of Women Employees: There's no longer any question whether transit companies should hire women for jobs formerly held by men. The draft and manpower shortage has settled that point. The important things now are to select the most efficient women available and how to use them to the best advantage.
Here are eleven helpful tips on the subject from Western Properties:
1. Pick young married women. They usually have more of a sense of responsibility than their unmarried sisters, they're less likely to be flirtatious, they need the work or they wouldn't be doing it, they still have the pep and interest to work hard and to deal with the public efficiently.
2. When you have to use older women, try to get ones who have worked outside the home at some time in their lives. Older women who have never contacted the public have a hard time adapting themselves and are inclined to be cantankerous and fussy. It's always well to impress upon older women the importance of friendliness and courtesy.
3. General experience indicates that "husky" girls - those who are just a little on the heavy side - are more even tempered and efficient than their underweight sisters.
4. Retain a physician to give each woman you hire a special physical examination - one covering female conditions. This step not only protects the property against the possibilities of lawsuit, but reveals whether the employee-to-be has any female weaknesses which would make her mentally or physically unfit for the job.
5. Stress at the outset the importance of time the fact that a minute or two lost here and there makes serious inroads on schedules. Until this point is gotten across, service is likely to be slowed up.
6. Give the female employee a definite day-long schedule of duties so that they'll keep busy without bothering the management for instructions every few minutes. Numerous properties say that women make excellent workers when they have their jobs cut out for them, but that they lack initiative in finding work themselves.
7. Whenever possible, let the inside employee change from one job to another at some time during the day. Women are inclined to be less nervous and happier with change.
8. Give every girl an adequate number of rest periods during the day. You have to make some allowances for feminine psychology. A girl has more confidence and is more efficient if she can keep her hair tidied, apply fresh lipstick and wash her hands several times a day.
9. Be tactful when issuing instructions or in making criticisms. Women are often sensitive; they can't shrug off harsh words the way men do. Never ridicule a woman - it breaks her spirit and cuts off her efficiency.
10. Be reasonably considerate about using strong language around women. Even though a girl's husband or father may swear vociferously, she'll grow to dislike a place of business where she hears too much of this.
11. Get enough size variety in operator's uniforms so that each girl can have a proper fit. This point can't be stressed too much in keeping women happy."
6 comments:
- ignorant redneck said...
Now you're going to hate me, but in regards to paragraph 3:
I used to manage a business, in which I hired quite a few college women. I found, on the whole, that the best predictor of job performance was if they had a demanding major. But the second was--are they overly involved in fasion? Do they look like they are very concerned with their diet--their size? Some one who presented themselves as being very concerned with being stylishly slim usually turned out--I'm tempted to say invariably turned out--to be a poor performer, who balked at taskes that weren't typica;;y feminine, as defined by their subculture, and became upset when the physical demands of the job meant that their hair, manicure or make up would suffer.
The three best majors? Nurshing, Music performance and dance--three fields tht were exacting, and difficult. The worst? Outdoor recreation, followed by "textile design and Marketing"--the longest a woman with one of these majors lasted was three days.
I'm a sexist pig. Sue me.
- March 5, 2008 at 3:42:00 PM PST
- Tom O'Toole said...
Very funny post and I was happy to be led to your blog because of it. We've added this post to our links for today!
- March 6, 2008 at 7:41:00 AM PST
- Marilena said...
this is a hoot! i almost chortled through the whole thing. the only thing i agree with if you hire married women, they are less likely to flirt.
- March 6, 2008 at 9:34:00 AM PST
- Terry Nelson said...
Having worked in management for years, I think these rules are pretty much right on - but you can never tell women that.
- March 6, 2008 at 4:16:00 PM PST
- Mairin :o) said...
my favorites are three and eight!
- March 6, 2008 at 5:31:00 PM PST
- Paul Nichols said...
Wow - I work alone these days (mostly a good thing), but back in the 90's, I supervised a slew of women.
We had all types, married, unmarried, "loose", young, old. "Loose" types were totally unreliable. Married were generally more stable.
As a boss, I delegated responsibility, not to relieve myself of work, but to "test" their ability and determination.
Those who rose to the challenge went on to bigger and better things. But ONLY because they were given the opportunity to be something more than what they were when they were hired.
Some people may laugh at the Caveman mentality of that article, but it's true that men & women must be dealt with differently.
- March 27, 2008 at 6:07:00 AM PDT


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Blistering Indictment Leveled Against Obama Over His Handling of Bush-Era War Crimes:
To many human rights advocates, however, Obama's high-minded declaration rang hollow in light of fresh reports that his administration continues to operate secret prisons in Afghanistan where detainees have allegedly been tortured and where the International Committee for the Red Cross has been denied access to the prisoners.Read the whole article.
Obama has substituted words for action on issues surrounding torture since his first days in office nearly one year ago. Last June, on the 25th anniversary of the Convention Against Torture and Other Cruel, Inhuman or Degrading Treatment or Punishment, Obama said the US government "must stand against torture wherever it takes place" and that his administration "is committed to taking concrete actions against torture and to address the needs of its victims."
But it's clear that his pledge does not apply to torture committed by Bush administration officials....
"We're increasingly disappointed and alarmed by the current administration's stance on accountability for torture," said Jameel Jaffer, director of the ACLU's National Security Project, during a conference call with reporters. "On every front, the [Obama] administration is actively obstructing accountability. This administration is shielding Bush administration officials from civil liability, criminal investigation and even public scrutiny for their role in authorizing torture."


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Bill Gates met with several Congressional leaders on Tuesday to discuss foreign aid and global health issues, a day after meeting with President Trump.
In his Capitol Hill meetings, Gates stressed the potential impact that budget cuts could have on programs backed by the Bill and Melinda Gates Foundation, according to a Gates Foundation spokesperson. These programs include efforts to prevent the spread of HIV/AIDS and tuberculosis, to contain malaria and to deliver vaccines.
"Cuts to these high-value, high-impact programs could put millions of lives at risk," said a Gates Foundation spokesperson. Gates also "raised the importance of expanding access to economic opportunity and education here at home," the spokesperson said.
[The Hill]


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Board of Directors
- Javier Olivan
Mr. Javier Olivan serves as Vice President of Growth, Engagement and Mobile Adoption at Facebook, Inc. Mr. Olivan joined Facebook as Head of International Growth in 2007. In this role, he was responsible for Facebook's international efforts, setting strategy and driving the growth of Facebook's user base across the globe through product, marketing, and internationalization initiatives. His role has since expanded to also oversee all product analytics, mobile adoption and user engagement worldwide. Prior to Facebook, Mr. Olivan was a Product Manager at Siemens Mobile where he led a cross-functional team charged with the development and market launch of handset devices. Mr. Olivan worked for NTT in Japan as a research and development engineer and was part of a team that was responsible for developing software that enabled high quality wireless video transmission on to mobile devices. Mr. Olivan holds a master's degree in business administration from Stanford University and master's degrees in both electrical and industrial engineering from the University of Navarra. He has been a Director of MercadoLibre, Inc. since December 2012.
- Emiliano Calemzuk
Emiliano Calemzuk, joined our board in August 2007. Mr. Calemzuk serves as Chairman of the advisory boards of the Heart of Los Angeles Organization, a non-profit organization where he has served since 2010. From September 2010 to January 2012, Mr. Calemzuk served as chief executive officer of Shine Group Americas (and its subsidiaries), major producers of television in the U.S. market. Prior to joining Shine, from 2007 to 2010, Mr. Calemzuk was President of Fox Television Studios, another major supplier of programming to U.S. cable and broadcast networks. From 2002 to 2007, Mr. Calemzuk served as President of Fox Channels Europe. From 2000 to 2002, Mr. Calemzuk was Vice President and Deputy Managing Director of Fox Latin American Channels and was also employed as General Manager of Fox Kids Latin America. From 1998 to 2000, Mr. Calemzuk served as Associate Director of Marketing and Promotions for Fox Latin America. Prior to that, he worked at Hero Productions. He holds a bachelor's degree, cum laude, from the University of Pennsylvania.Independent Director
- Marcos Galperin
Marcos Galperin, is one of our co-founders and has served as our chairman, president and chief executive officer and one of our directors since our inception in October 1999. He is a board member of Endeavor, a non-profit organization that that selects mentors and accelerates high impact entrepreneurs around the world. Prior to working with us, Mr. Galperin worked in the fixed income department of J.P. Morgan Securities Inc. in New York from June to August 1998 and at YPF S.A., an integrated oil company, in Buenos Aires, Argentina, where he was a Futures and Options Associate and managed YPF's currency and oil derivatives program from 1994 to 1997. Mr. Galperin received an MBA from Stanford University and graduated with honors from the Wharton School of the University of Pennsylvania.
- Roberto Balls Sallouti
Mr. Roberto Balls Sallouti has been a Director of Mercadolibre Inc since October 2014. He has been the Chief Executive Officer of Banco BTG Pactual S.A., since November 2016 and served as its Co-Chief Executive Officer from November 2015 untill November 2016. Mr. Sallouti served as the Chief Operating Officer of Banco BTG Pactual S.A until November 2015 and served as its Managing Partner. He has been Member of the Board of Executive Officers at Banco BTG Pactual S.A. since March 2005. From 1999 to 2003, he served as Joint Head of Brazil Local Fixed Income Markets and from 2003 to 2006 he was Head of the International and Emerging Markets Fixed Income division. After Banco Pactual was sold to UBS, he acted as Joint Head of Latam FICC (Fixed Income, Currencies and Commodities) and Emerging Markets Fixed Income from 2006 to 2008. He has been Director of Banco Pan S.A. (a/k/a, Banco Panamericano S.A.) since June 2011. Mr. Sallouti received his Bachelor's degree in Economics, with concentrations in Finance and Marketing, from The Wharton School at the University of Pennsylvania.
- Nicolás Aguzin
Nicolás Aguzin, 48, is the Chairman & CEO for J.P. Morgan Asia Pacific, overseeing the firm's overall activities across Asia Pacific, as well as directly managing the Banking franchise throughout the region. Mr. Aguzin chairs the Asia Pacific Management Committee, and is also a member of J.P. Morgan's firmwide Corporate & Investment Bank Management Committee. Mr. Aguzin was previously the CEO for J.P. Morgan Latin America, responsible for overseeing all of J.P. Morgan's activities in Latin America. He was also the head of Investment Banking Coverage, Mergers & Acquisitions and Capital Markets in the region. Mr. Aguzin joined J.P. Morgan in 1990 in Buenos Aires as a financial analyst in the Credit Group and has spent his career advising clients on strategic and corporate finance transactions. In 1991, he moved to New York, where he worked in the Corporate Finance Services Group and focused primarily on cross-border mergers and acquisitions for U.S. clients. In 1992, Mr. Aguzin returned to Buenos Aires as a member of the Investment Banking team, where he participated in several privatizations, capital markets and advisory transactions. In 1996, he moved to the Latin America Mergers & Acquisitions Group in New York, and was appointed head of the group in 2000. In 2002, Mr. Aguzin expanded his responsibilities and was appointed head of Latin America Investment Banking Coverage, Mergers & Acquisitions and Capital Markets, formerly known as Latin America Investment Banking. In 2005, he was appointed CEO for Latin America. During 2008 and 2009, in addition to his responsibilities as CEO for Latin America and head of Latin America Investment Banking, Mr. Aguzin served as Senior Country Officer for Brazil. Mr. Aguzin holds a bachelor's degree in Economics from the Wharton School of the University of Pennsylvania and is fluent in Spanish, Portuguese and English. He has been a Director of MercadoLibre, Inc. since January 2017.
- Susan Segal
Ms. Susan Louise Segal serves as a Managing Member of Inspiration Partners LLC. Ms. Segal has been the President and Chief Executive Officer of the Council of the Americas/Americas Society since 2003 after having worked in the private sector for more than 30 years. She is a consultant for J.P. Morgan Partners. She was a partner and Latin American group head at JPMorgan Partners/Chase Capital Partners from December 1996 to January 2001. She has more than 20 years of experience in emerging markets, particularly Latin America, where her responsibilities have included trading, capital markets and sovereign debt rescheduling. From 1992 to 1996, Ms. Segal served as Senior Managing Director at Chase Securities Inc. responsible for Emerging Markets Investment Banking. She focused on Emerging Markets Investment Banking and Capital Markets at Chase Bank and its predecessor banks. She was actively involved in the Latin American debt crisis of the 1980' s and early 1990' s. Ms. Segal served as senior managing director at Chemical/Chase Banks. She served as an acting Chairman of the Board of CycleLogic Inc (also known as Starmedia Network Inc.) since November 2001. She has been an Independent Director of Scotiabank Capital Trust of Scotiabank Subordinated Notes Trust and The Bank Of Nova Scotia since December 2011. She serves as the Director of Latin American Venture Capital Association. She serves as a Director of Council of the Americas. She served as Director of CycleLogic, Inc. since July 1997. She has been a Director at Scotiabank Tier 1 Trust since 2011. She serves as a Director Scotiabank Chile, S.A. She served as a Director of J.P. Morgan Partners, LLC. Ms. Segal served as an Independent Director for Cresud Sociedad Anónima Comercial, Inmobiliaria, Financiera y Agropecuaria (also known as Cresud Inc)., from October 2004 to November 2006. She is a Member of Council on Foreign Relations, the Advisory Board of Endeavor and the Boards of Directors of the Tinker Foundation and the Americas Society. In 1999, she was awarded the Order of Bernardo O'Higgins Grado de Gran Oficial in Chile and in 2009 President Uribe of Colombia honored her with the Cruz de San Carlos. Ms. Segal received an M.B.A. from Columbia University and a B.A. from Sarah Lawrence College. Ms. Segal previously served as a director of our company from 1999 to 2002 and is currently a director since April 2012.Independent Director
- Mario Eduardo Vázquez
Mario Eduardo Vázquez, joined our board in May 2008. Mr. Vázquez serves as a member of the board of directors and as the president of the Audit Committee of Globant S.A. Mr. Vázquez served as the chief executive officer of Grupo Telefónica in Argentina from June 2003 to November 2006, and served as a member of the board of directors of Telefónica S.A. Spain from November 2000 to November 2006. He has also served as a regular member of the board of directors of Telefónica Argentina S.A. and Telefónica Holding Argentina S.A., and as alternate member of the board of directors of Telefónica de Chile S.A until 2012. Mr. Vázquez served as a member of the board of directors of YPF S.A. and as the president of the Audit Committee of YPF S.A until 2012. Since November 2006, Mr. Vázquez has pursued personal interests in addition to his service as a director. Mr. Vázquez spent 23 years as a partner and general director of Arthur Andersen for Argentina, Chile, Uruguay and Paraguay (Pistrelli, Diaz y Asociados and Andersen Consulting — Accenture), where he served for a total of 33 years until his retirement in 1993. Mr. Vázquez previously taught as a professor of Auditing at the Economics School of the University of Buenos Aires. Mr. Vázquez received a degree in accounting from the University of Buenos Aires.Independent Director
- Nicolás Galperin
Nicolás Galperin, joined our board in 1999. Mr. Galperin is the principal of Onslow Capital Management Limited, an investment management company based in London, which he founded in 2006. Mr. Galperin worked at Morgan Stanley & Co. Incorporated, an investment bank, from 1994 until 2006, and his last position was Managing Director and head of trading and risk management for the London emerging markets trading desk. In his career at Morgan Stanley, Mr. Galperin also acted as a trader of high-yield bonds, emerging market bonds and derivatives in New York and London. Mr. Galperin graduated with honors from the Wharton School of the University of Pennsylvania. Mr. Galperin is the brother of Marcos Galperin, our chairman, president and chief executive officer.
- Meyer Malka Rais
Meyer Malka Rais, is the managing partner at Ribbit Capital LP, a venture capital fund focused on investing in innovative companies in the financial services sector, a position he has held since May 2012. Mr. Malka has more than twenty years of experience building and investing in technology and financial services across three continents. Mr. Malka is the co-founder and chairman of Lemon, Inc., an online financial service enabling individuals to access a virtual wallet online that was bought by LifeLock (LOCK) in December 2013. He currently serves on the board of Wonga Group Limited, a company offering loans that emphasize transparency, speed, convenience and flexibility through the website Wonga.com. Mr. Malka also currently serves on the boards of Peixe Urbano Inc., Bitcoin Foundation, a non-profit trade organization that enables the use of Bitcoin cryptographic money worldwide, and Revista Climax, a Venezuelan magazine. In 1991, at the age of 18, Mr. Malka co-founded Heptagon Group, a securities and investment broker dealer servicing the Venezuelan and U.S. markets, where he served as Chief Operating Officer. In 1998, Mr. Malka developed the online brokerage Patagon.com, Inc., which became Latin America's first comprehensive Internet based financial services portal and dealer until its acquisition in March 2000 by the Spanish bank Banco Santander. Mr. Malka then served as the interim chief executive officer for OpenBank S.A., an online bank in Spain and Germany. In 2003, he co-founded Banco Lemon, a Brazilian retail bank serving the underbanked population, which went on to become one of the largest private microfinance institutions in Brazil until 2009 when it was acquired by Banco do Brasil, Latin America's largest bank. In July 2008, Mr. Malka co-founded and was co-chief executive officer of Bling Nation Ltd., a Palo Alto-based mobile payments company, until July 2011 when it evolved into Lemon Inc. In May 2011, Mr. Malka co-founded Banco Bracce, a Brazilian financial banking institution specializing in lending for mid-sized companies in Brazil. Mr. Malka graduated with a degree in economics from the Universidad Católica Andrés Bello in Caracas, Venezuela in 1996 and currently resides in Palo Alto, California.Independent Director
Committee Composition
|Independent Director
|Audit Committee
|Nominating and Governance Committee
|Compensation Committee
|Meyer Malka Rais
|Independent Director
|Audit Committee
|Compensation Committee
|Emiliano Calemzuk
|Independent Director
|Nominating and Governance Committee
|Compensation Committee
|Susan Segal
|Independent Director
|Audit Committee
|Mario Eduardo Vázquez
|Independent Director
|Audit Committee
|Nominating and Governance Committee
|Compensation Committee


text:
Kevin Shepherd has not received any gifts yet
Posted on December 26, 2017 at 4:12am 0 Comments 0 Likes
In this book, Bergen introduces the reader to "the new science of how the mind makes meaning", what might be called linguistic psychology. The conventional theory of how our brain extracts meaning from language postulates the existence of "mentalese", a language with no physical embodiment that people translate into and out of to make meaning from real languages. There are a host of operational and philosophical problems with this proposition, so a new…Continue
Posted on December 26, 2017 at 2:51am 0 Comments 0 Likes
There's also a date on the label, possibly indicating when they received the book. Blaze was 10/04/10 and the collection was 02/19/11. Alone with price, title, and the section it should be shelved in, I also noticed the collection had a location of "Amazon." While Blaze had all of this information printed on its label as well, it did not have the Amazon location. This probably means this store has some of its stock listed on Amazon.com for sale; most indie…Continue
Posted on December 25, 2017 at 4:59am 0 Comments 0 Likes
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Posted on December 25, 2017 at 2:47am 0 Comments 0 Likes
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While many of us may not be withdrawing that magnitude of funds, some of us will have a few good days and then be stuck having to leave some of the money in the account being unable to withdraw it.
This isn't ideal but is only a minor issue as the problem will not likely arise very often. Although if you are playing for larger amounts in the first place, this obviously becomes a pretty big issue.


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|Form of government
|Unicameral Federal Republic
|Galactic Constitution
|Official language
|Founding Document
|Galactic Constitution
|Supreme Court, regional courts
|Galactic Senate
|Office of the Supreme Chancellor (de facto), Office of the Vice Chair, Galactic Senate, Senatorial Council, General Ministry
|Head of state
|Supreme Chancellor
|Heads of government
|Supreme Chancellor, Vice Chair, Senior Administrative Aide
|Minister of Defense, later Supreme Chancellor/Supreme Commander
|Assistant Senate Heads
|Vice Chair, Senior Administrative Aide
|Galactic Standard Credit (Republic Dataries)
The Galactic Republic is the name of the interplanetary State used in the fictional Star Wars universe prior to the establishment of the Galactic Empire. The form of this government, created by the Senate, was introduced in the Prequel Trilogy. By the time of the original Star Wars trilogy, it is referred to as the Old Republic. It was a democratic, though eventually ineffectual, constitutional republic tied up in layers of bureaucracy.
The Republic, as it was commonly known, was a republican government that was able to sustain itself for over many thousand years.
The Republic itself was formed on or near 1,000 BBY when the first "Galactic Constitution" was signed on Coruscant, after the Corellian Hyperdrive connected many worlds in the Galactic Core. Whether this means that Coruscant was the original homeworld of humans or simply the most powerful world at the time is still up for debate, and there has been little said about the event other than that it occurred. The Republic was made up of several hundred thousand worlds.
The Republic began as a mutual protection and economic alliance among a number of planets in the Galactic Core. Each member world chose a Senator to represent them in the Republic Senate, a central Legislative body. Senators were ambassadors of their homeworld, and member worlds were able to maintain their government and society in accordance with local beliefs, customs, and traditions. There were a wide variety of different local governments along the political spectrum: from Monarchies to Republics to Hive-like communes. In some systems, the senator was elected to that post; in others the world government appointed the senator. Naboo's monarch appointed their senator, while the Alderaan Council of Elders elected their senator out of their own ranks, usually the heir to the Royal House of Organa and their bloodline, as the heir was also the leader of the council.
When the Republic's power and influence expanded, many new areas of the galaxy were incorporated into the Republic. A reorganization of Senatorial representation occurred 1,000 BBY during the Ruusan Reformation. The most common organization for these new territories was to group regions into Sectors of about 50 inhabited worlds. Each sector is represented by a Senatorial Delegation. When the number of sectors became too large, sectors were organized into roughly a thousand regions, each represented by one delegation to the Senate.
The Senate served as the governing body of the Galactic Republic, while the Jedi Order served as its defenders. The Senate, and therefore the seat of government, was established on the planet Coruscant, with coordinates 0-0-0 in the standard galactic coordinate system, signifying its central location in the galaxy.
The Senate, according to the Star Wars.com Databank, was an enormous building containing 1,024 floating platforms, each of which contained a senator and his or her aides. Each platform in the senate represented a "sector" of the galaxy, with one senator for that sector accompanied by a delegation of aides and advisers. Some platforms represented individual worlds bringing special pleas to the senate, others the special interest guilds such as the Trade Federation. Along with the senators, the leaders of the individual member planets apparently also had the power to vote in the Senate and introduce legislation. Each senatorial delegation had one vote.
The members of the Senate then elected a Chancellor from amongst their ranks who served as the Senate's presiding officer and as the Republic's de facto leader. The Chancellor was assisted by the Vice Chair, who is presumably elected in the same manner as the Chancellor; the same Vice Chair is present throughout the entire prequel trilogy. Based on the films, we can see that the Senate followed pseudo-parliamentary rules. In The Phantom Menace, Chancellor Finis Valorum was forced out of office by the Senate in a motion of no confidence, introduced by Queen Amidala of Naboo.
Senators received one vote in all matters, procedural and substantive. The Supreme Chancellor was elected from within the Senate for a set term. Presumably this term was up to two terms of four years, with the Senate able to give the Chancellor emergency powers as well as remove him from office when necessary, as given throughout various books and movies of the prequel trilogy. The assembly was in turn divided into individual committees, each specializing in specific fields of government administration, and which were responsible for creating legislation to be reviewed by the full assembly. The Senate had some form of judicial power as well, although the Republic's judicial branch was the Supreme Court and the Senate's power in this area may have been limited to trying its own members.
Although legislation passed by the Senate was binding to all member worlds, most of the everyday legislation followed by citizens of the Republic was created at the planetary, sectoral, or regional level. Therefore, the main functions of the Senate were to mediate disputes between members, provide for the common defense, and regulate inter-system trade. The Jedi, who answered to the Chancellor, became traveling representatives of the Senate responsible not only for protecting the Republic and its citizens, but also to serve as representatives of the Republic and as mediators for individual disputes.
The Republic's greatest failing was its lack of formal organization. Much of its operation is based on non-binding constitutional conventions, which were often ignored and undermined by corrupt and power-hungry politicians. Coalition governments were common with special interests defining the legislative agenda.
However, the waning years of the Republic were a time of corruption and great social injustice. The Senate became divided between those who genuinely wished to uphold the values and ideals of the Republic and those who wished to further their own goals. After a series of weak and ineffectual Chancellors and a crisis involving the invasion of Naboo by the Trade Federation over a tariff passed in the Senate, the time came for strong leadership to end the corruption.
After Palpatine became Chancellor, he increased the power of the office from acting as commander-in-chief of the Grand Army of the Republic to the institution of his personal bodyguard, the Red Guard. The rights of many, including the Galactic Senate, were relinquished in the name of security. The removal of privacy screens in the Galactic Senate, which allow senators to discuss issues before the Senate in private resulted in many senators afraid to voice their response to a vote because of the installed surveillance hovercams listening in on every word and reporting to the Senate Security Chief. The Galactic Senate also met less often as the Chancellor was voted more emergency powers.
Politicians include Senators, the Chancellor, the Vice Chair of the Senate, the Administrative Aide, various Representatives from each system, and the members of the Jedi Council. Non-council Jedi aren't necessarily non-politicians, but the special status of the Jedi Council enabled those on it to have a substantial degree of power and moral authority. One Jedi master, Luminara Unduli, was the only non-council member to get as much power in politics as a member of the Senate.
The Jedi function as a peace-keeping force in the Republic, giving them a significant degree of political power. The Jedi with the most authority serve on the Jedi Council, among whom Yoda and Mace Windu acted as de-facto leaders at the height of the Republic. Although the Chancellor did hold some degree of political authority over the Jedi, very little pressure was ever put on the Council before Palpatine took office and commanded that Anakin Skywalker become a member of the Council, despite the misgivings of the Jedi.
For most of its history since the Battle of Ruusan, the Republic did not maintain an army except as a token force for military parades and showing the flag. This was to display the Republic's peaceful ideals, as the Republic used Jedi Knights as "keepers of the peace."
Several trade organizations, such as the Trade Federation and Commerce Guild, kept armies of droids in order to protect their profits and occasionally took advantage of this, such as when the Trade Federation invaded and occupied Naboo, resulting in the Battle of Naboo. Individual sectors also maintained their own security forces, such as Naboo Security Force or the CorSec from Corellia, and these were sometimes used to combat small threats. However there was no centralized command, and the members of the Republic were loath to change this. Since most of the military power within the Republic's territory was not actually controlled by the Republic, but as depicted in Attack of the Clones, by member planets such as Naboo or organizations such as the Techno Union and the Intergalactic Banking Clan, the ability of the Senate to enforce its decrees was severely limited, and it was forced to rely on the Jedi. Conversely, however, the Trade Federation and other cartels within the Republic, some of which were represented in the Senate, held that a Republic government which lacked significant military power was just what they wanted, since it couldn't control them.
The Clone Wars changed all this. The Republic initially had no standing military to deal with the Confederacy of Independent Systems; therefore a Military Creation Act was proposed, which was strongly opposed by many of the Republic's pacifist leaders, such as Padmé Amidala of Naboo, who feared the possibility of going to war. Supporters included Orn Free Taa of Ryloth and Ask Aak of Malastare.
However, a Clone Army had already been created in secret on the planet Kamino ten years before. When it became clear the Confederacy had no intention of negotiating with the Republic, the Republic adopted this army as the Grand Army of the Republic, along with AT-TE walkers, gunships and other the Republic Open Circle Fleet, most of which were produced by Rothan Heavy Engineering. The Republic's war effort was initially hindered because most of the major industrial combines in the Galaxy had, under the aegis of the Techno Union, sided with the Confederacy. The Kamino-bred clones formed the nucleus of the Republic's new army, and were swiftly augmented by clones from other sources as well as traditional recruiting; within a few years of the Battle of Geonosis, the Republic's military had expanded astronomically and had become the preeminent military force in the Galaxy. The rapid militarization of the Republic during the Clone Wars, overseen by Chancellor Palpatine, had far-reaching effects; the Senate's powers were reduced, the military became the primary arm of the government, and the Republic swiftly transitioned into Palpatine's New Order.
By the time of The Phantom Menace, the Republic had grown unbearably corrupt. Palpatine became the Chancellor in 32 BBY after his predecessor, Finis Valorum, was voted out in a no confidence vote in a wave of protest against his handling of the conflict with the Trade Federation. Traditionally, the Chancellor could only serve a limited amount of time; however, Palpatine stayed in office much longer, due to the prolonged Separatist Crisis as well as the threat posed by the "Jedi Rebellion."
The crisis occurred when several of the Republic's member Star Systems and organizations united in order to separate from the Republic. This unified organization became known as the Confederacy of Independent Systems, or CIS for short. Tensions between the Republic and the Separatists eventually escalated into all-out war, and the conflicts that would later be known as the "Clone Wars" began (chronicled in Attack of the Clones).
The Senate granted Palpatine emergency powers to deal with the Separatist Confederacy in a motion introduced by Representative Jar Jar Binks. Palpatine's first move, widely supported at the time, was to create a vast army of clone troopers to serve as the Republic's fighting force against the Confederacy. The Republic had not previously needed an army, since until then any small conflicts within the Republic could be solved with the "peacekeeping" Jedi. However, the fact that the Confederacy had access to an enormous army of droid soldiers required the Republic to construct a more formal military to fight effectively.
In the ensuing years, the Senate increasingly granted enormous amounts of power to Palpatine, who became the war's political Commander-in-Chief. Such actions were justified in the name of security, and were considered a perfectly reasonable way to increase the wartime government's efficiency. Eventually, Palpatine gained enough power that he could take virtually any action without Senate approval. In effect, he was now a dictator (though he commanded an overwhelming majority in the Senate in any case).
Tension between Palpatine and the Jedi began to grow as the war progressed. Many members of the Jedi Council remained skeptical of Palpatine's growing powers, especially at the expense of the Senate—the only body they were contractually bound to serve. In time, the Jedi began to believe that Palpatine would not surrender his power at the end of the war. This suspicion was also shared by some senators, including Padmé Amidala of Naboo, Bail Organa of Alderaan and Mon Mothma of Chandrila. Indeed, early in the novelization of Episode III, Palpatine has appointed regional governors over the various worlds of the Republic, buttressed by detachments of clones.
After the death of Separatist leader General Grievous, and the discovery that Palpatine was actually Darth Sidious, the Jedi made their move in accordance with contingency plans already made. They attempted to arrest Palpatine, but failed. Shortly afterward, Palpatine secretly issued Order 66, a galaxy-wide instruction for all clone troops to kill their Jedi commanders. This command had been secretly implanted in all of the clones when they were created.
Many of the Jedi serving as generals of the Army of the Republic quickly fell victim to the clone trooper forces. They overwhelmed the often isolated Jedi, who were taken by surprise. Because the clones were simply following the command implanted in them, there was no treachery for the Jedi to sense in the minds of the clones that served them. The Jedi remaining in the Temple on Coruscant were eliminated by a detachment of elite clone stormtroopers led by Darth Vader, once having been Anakin Skywalker, who single-handedly cut down many Jedi himself — including many children studying as Padawans there.
As the Clone Wars were winding down, however, Palpatine's once near-unanimous support began to falter. As depicted in the Revenge of the Sith novelization and deleted scenes from the film itself, a bloc of senators began to emerge, even before the Clone Wars had ended, who opposed Palpatine's authoritarian rule and resented his treatment of the Jedi and other opponents. This bloc, originally led by influential politicians such as Bail Organa, Mon Mothma, and later by Bail's adopted daughter Princess Leia Organa, eventually became the political voice of the emerging Rebel Alliance.
At the conclusion of the Clone Wars, Palpatine addressed the Senate. First he related the story of the unsuccessful assassination attempt by the Jedi. Claiming that it was a "rebellion" against the Republic, he declared the Order to be enemies of the Republic. Then he announced that the Galactic Republic would become a Galactic Empire so strong as to never be threatened by outside forces again:
|"In order to ensure the security and continuing stability, the Republic will be reorganized into the first Galactic Empire, for a safe and secure society."
Palpatine, who by this time had been grotesquely disfigured (he claimed this was from the Jedi assassination attempt since Mace Windu did, in truth, disfigure him), proclaimed himself to be the first Emperor of the galaxy. Deluded by Palpatine's charisma and skill (and perhaps also by his considerable dark side power), the majority of the Senate cheered him on loudly in approval, which provoked one of Senator Padmé Amidala's more memorable lines: "So this is how liberty dies: with thunderous applause." After so many millennia, the Galactic Republic had ceased to exist.
The Senate continued to exist after the formation of the Empire, as the Imperial Senate, but it was a virtually powerless advisory council. Palpatine remained the final authority on all laws; at most, the Senate could simply delay and discuss legislation.
Nearly two decades later, shortly before the Battle of Yavin, Palpatine found the continued existence of open political dissent a hindrance to his total control, and disbanded the Imperial Senate — sweeping away the last remnants of the Galactic Republic. He formally placed all power of governance in the hands of the regional governors of the Imperial Military, thus abolishing civilian control of government. In truth, however, the real power had rested with the regional governors for some time, as long as they did not try to cross the Emperor. The Senate Building, however, still remained visible on the Coruscant skyline at the time of the destruction of the Second Death Star at the Battle of Endor. In addition Anakin Skywalker, having turned away from the Dark Side and from Darth Vader, assassinated Palpatine, thus bringing balance to the Force.
After the fall of the Empire and the end of the Galactic Civil War, the Galactic Republic is re-established by the Rebel Alliance as the New Republic.


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OTTAWA—The Conservative Party of Canada says there's a honest explanation for why it directed an Ontario woman to vote at the wrong polling station.
Carolyn Siopiolosz had complained to Elections Canada that she received a phone call on election day telling her she was to vote in a local park.
The call was anonymous, and she traced it back to a number with a voicemail that identified it with the Conservative party.
But Conservative party spokesman Fred Delorey says it was all human error — the voter's information was listed twice in its database in two different ridings and she was directed to the wrong area.
Still, the local Liberal riding president says that doesn't explain why Siopiolosz was asked to go to a park in downtown Kitchener, Ont.
The Conservatives used the same marketing company as the one that recently placed calls in a Montreal-area riding suggesting Liberal MP Irwin Cotler might be about to step down.


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This month the Daring Bakers were not only daring; we went NUTS, Nuts for Baklava that is.
Erica of Erica's Edibles was our host for the Daring Baker's June challenge. Erica challenged us to be truly DARING by making homemade phyllo dough and then to use that homemade dough to make Baklava.
Our challenge, if we chose to accept it, and I did, was to make homemade phyllo dough. Yes, you know the dough bought in the freezer section near the puff pastry and pie dough, the dough that requires you to place a wet towel over the unused portion while layering it so it does not dry out, the dough that is mass produced and rolled out by a machine to be uber paper thin. Yes, that dough was made… from scratch… by me… in my kitchen and then layered into baklava.
The dough recipe is fairly simple and easy to work with. It is stretchy and comes together with ease. The technique used by old-world, home phyllo rollers is to role the dough around a dowel to get it as thin as possible. I tried that technique and it worked pretty well, but I had a lot of problem with the dough sticking together. I floured, floured, and floured some more, but the dough still stuck.
When I finally got all the dough rolled out and set aside, it all stuck together so badly that I was not able to separate the leafs of phyllo to layer the phyllo for the baklava. At that point I did not want to scrap all the hard work that I had already accomplished and decided to cut the sheets with a circle cookie cutter and layer it in a standard sized muffin tin. I was able to salvage enough dough to make about 8 baklava "cakes."
One of my baklava-loving friends calls my baklava southern style. I browned the butter. (I <3 browned butter!) I used almonds and pecans mixed with brown and white sugar for the filling. For the syrup I used locally harvested honey infused with cinnamon, cloves, all spice, nutmeg, and bourbon vanilla.
The baklava was flavorful and sweet, but not too sweet (I go light on the syrup and only pour on what the baklava can absorb in a few minutes). I was suppose to taste one piece so I could comment on the flakiness of the homemade dough, the toothsome-ness of the filling, and get a cute one bite picture; but, we are talking about me here and 3-4 bites later, I had officially had baklava… for breakfast… at 8 AM. It was good, too!
And then at some point later on that day, I had another piece. Then I promptly decided the other pieces had to get out of my house, immediately! To keep the baklava intact and give it away, I made these cute little baklava packets which I distributed.
May I mention again, I rolled this dough… MYSELF! :-D
You can get the recipe on the Daring Kitchen web-site and check out the other Bakers' baklava.


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Job Search / Re: Is getting no-offered the end of the world?« on: August 15, 2007, 09:24:44 AM »
someone at my firm got no-offered. the person likewise didnt make any major mistakes but was just not very nice to anyone. I think this year firms notice the change in the economy and are being more selective with offers. I know it's hard, but I'd try not to take it personally and just do the best you can from here on out.I was friendly but not as outgoing as i could have been i guess. did the person in your class get a cold/soft offer?
Cool. my guess is when I talk to the HR people they'll be willing to talk about a cold offer since 10 of the 12 assignments I had resulted in very good reviews and I got along well with pretty much everyone- can't see what their motivation would be for essentially ruining my career...


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Here is another fun blog post about candling.
Eden and I built a candling box and it worked okay, but we had way better results with Brandon's LED Maglite. I cupped my hands over the light in a dark room and left a small space for light to escape from my hands. I set the egg there and voila! It worked like a charm!
I did a couple of eggs from each incubator yesterday and I could make out very distinct (and wiggling) embryo and blood vessels!
|Easter Egger blue egg with embryo and blood vessels visible. Day 3.
Of 52 eggs, 25 had clearly visible, viable embryos.
12 had good looking air sacs and looked like they would probably end up being viable, but I either couldn't see through the dark shells (9 of these were from the Marans with the chocolate eggs) or the embryo was hiding.
|Air space is visible at the bottom of the pic.
|Looks clear to me.


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You've eagerly bounded into your home office to start your day, and suddenly there's a knock at the door and Betty, your mother-in-law, has popped over for a chat and coffee.
With a sigh you let her in and sit through an hour's worth of idle chatter, her words passing in one ear and out through the other as you mentally sift through the work you want to get started on today. And of course, because of the hold-up, you're now going to run late with dinner and the quality time you want to spend with the family once your business work is done.
Does this sound familiar? The same scenario most probably plays out with your friends and the next door neighbor.
They mean well, but they just don't GET IT that you're not at home to receive visitors and chit chat all day; you're at home because you're making a legitimate living!
What's happening is that you are not setting clear boundaries, and when your boundaries aren't voiced people are not aware of them; you tend to get trodden over and feel a whole lot of anguish and anxiety over someone's actions.
So, are you running a business or are you running a hobby? If you're running a business, then you would have a clear idea of what your hours are, when you are working, and so on. Are you someone who likes to just "run with the flow" and get your business done whenever, or are you someone who likes to work, say, in the mornings and between 2pm and 4pm? To ensure you achieve what you want to achieve in your business, it's really important you understand when you work at your best and when you are committed to working. Sometimes this can also be dictated by your target market and / or your clients.
The next step is to take responsibility for those hours and let everyone know of your unavailability during those periods. This is clearly stating what your boundaries are, so the next time Betty or the friend or the neighbor unexpectedly visits, you won't feel so bad when you say "Oh, you know what Betty, I would love to sit down for a chat, but like I said the other week, I'm working between X and X and it's really important to me. Can we catch up after I finish work?"
When you're working at home, turning away people you love can be a challenge; you don't want to hurt their feelings right? But when you voice what your boundaries are, and it comes to a time when that loved one has crossed the boundary, it creates a safe and gentle environment where you can remind them of your unavailability and then extend an invitation to visit when you aren't working.
Your clients, your family and, eventually YOU, will thank you for it!


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McPherson College will induct five alumni into the McPherson College Athletics Hall of Fame on Saturday, honoring former athletes for their achievements in collegiate athletics, professional careers and community leadership.
The Hall of Fame induction ceremony will take place at 10 a.m. in Mingenback Theatre located on the McPherson College campus. The event is part of McPherson College Homecoming weekend. A reception for the honorees will precede the ceremony, beginning at 9:30 a.m. The honorees will also be recognized at halftime of the McPherson - Ottawa University homecoming game that begins at 1 p.m. in McPherson Stadium.
• Donald E. Barngrover, Class of 1938 •
Born and raised in McPherson, Barngrover earned four letters each in football, basketball and tennis at McPherson College. He was a team captain and All-KCAC performer in both football and basketball. After his time at McPherson, Barngrover served in the United States Navy during World War II. He also served as a teacher and coach in Kansas for a time before eventually settling in Yakima, Wash., where he taught industrial arts and math for 28 years before retiring in 1976.
Barngrover was an active volunteer at the Yakima Valley Museum and was an elder at First Presbyterian Church in Yakima. He and his wife, Aileen, were charter members of Westminster Presbyterian Church.
Barngrover passed away on Sept, 9, 1999, at the age of 83.
• Garth Werner, Class of 1961 •
Werner participated in football, basketball and track and field at McPherson College. On the gridiron, he earned All-Kansas Collegiate Athletic Conference honors as a senior in 1960 after receiving honorable mention from the coaches in 1959. Werner was a two-time All-KCAC honorable mention pick on the hardcourt (1960, 1961).
Originally from Winona, Kansas, Werner remained in McPherson after graduation, teaching science and biology at McPherson High School from 1968-1999. He also served as an assistant basketball coach during McPherson High's three-year championship run from 1972-1974 under Jay Frazier. Werner later earned a master's degree in science education from Kansas State University in 1976.
A member of M Club during his days as a collegian, Werner also received induction to the McPherson College Heritage Roll of Honor. Werner and his late wife, Diane, made their home in McPherson, where they raised two daughters. He currently resides in McPherson and is a member of the McPherson Church of the Brethren.
• Terry Bruton, Class of 1992 •
Bruton was a linebacker for the Bulldog football team from 1988-1990. He is widely considered to be one of the best to play the position at the college. A team captain and three-time All-KCAC selection, Bruton helped McPherson to back-to-back winning seasons in 1988 and 1989 under Dan Thiessen, matching the number of winning seasons the program had in the preceding 29 years. He was also an NAIA All-District 10 first-team selection in 1990.
After ending his playing career, Bruton remained on campus as a football student assistant coach and residence director in Metzler Hall, while also competing in throwing events for the McPherson track and field team.
He coached for five years at Burrton High School before stepping away from the prep ranks to serve as an offensive assistant with the McPherson football program from 2013-2014 - his third stint as an assistant with the Bulldogs. The father of former McPherson College football player Tyler Bruton, he resides in McPherson with his wife, Stacey, and currently serves as a high school industrial arts teacher, director of athletics, head track and field coach and assistant football coach at Burrton High School.
• Camille (Base) Kaiser, Class of 1994 •
Kaiser was a four-year letterwinner as well as a KCAC All-Academic selection in both basketball (1991-94) and track and field (1992-94) and a NAIA Scholar-Athlete All-American. On the court, she twice received All-KCAC honorable mention honors (1993, 1994). On the track, she was a two-time KCAC champion in the 400-meter hurdles (1991, 1992) and still holds the school record in the event (1:05.78). Kaiser was also a member of the school-record-holding 4 x 100 relay at the time of her graduation and, in 1992, qualified for the NAIA national championships in both the 100- and 400-meter hurdles.
A member of M-Club, Kaiser was a homecoming candidate as a junior and served as senior class vice-president. She was also named the McPherson College Female Athlete of the Year in her senior year.
Originally from Smolan, Kansas, Kaiser graduated from McPherson College with a degree holistic health and fitness. She went on to further study in medical technology at Wichita State University before working as a medical technologist in hospitals in Iowa, Ohio and Kansas. Kaiser is a member of the American Society of Clinical Laboratory Science (ASCLS) and American Society of Clinical Pathologists (ASCP) and is a board-certified medical technologist. Now working as an executive medical assistant at Quantum Wellness Center, Kaiser resides in Weston, Florida, with her husband Jay, son Karson and daughter Payton.
• Roy McDonald, Class of 2005 •
McDonald was a four-year letterwinner at point guard for the McPherson College men's basketball program. It has been a decade since his last game in a Bulldog uniform and he still holds program records for steals in a single game (7; vs. Saint Mary, Dec. 6, 2003) and assists in a career (432). Also a prolific scorer, McDonald ranks eighth on the program's all-time scoring with 1,393 points in 117 games.
A native of Houston, Texas, McDonald earned All-KCAC honorable mention honors in each of final three seasons as a Bulldog. He averaged 11.8 points and 3.0 assists per game as a senior, finishing third on the team in scoring and ranking eighth in the KCAC in assists. Despite the fact almost every play McPherson ran went through him, he averaged less than two turnovers per game. His 59 steals and average of 2.1 per game both ranked third in the league.
Led by McDonald and teammate Brian Hooks, the Bulldogs posted 39 victories over their final two seasons - the best back-to-back seasons in school history to that point - and only topped since during McPherson's run of four-straight national tournament appearances (2010-2013).
McDonald lives in San Antonio, Texas, with wife Naomi and daughters Gabrielle and Royce. He has been a claims adjuster for USAA since 2012.
Presiding over the ceremony will be Carol Swenson, former McPherson College director of sports information.


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Welcome to the most current Housing Trends eNewsletter. This eNewsletter is specially designed for you, with national and local housing information that you may find useful whether you're in the
I am amazed at the growth in eXp Realty and eXp stock! As I am typing this the stock is trading at $5.28. Truly a remarkable climb from when I started just a short 2 weeks ago.
Starting this week I have been in the throws of switching broker services over to http://exprealty.com It's a major step for me and my real estate business. My old friend, Mike Pourciau


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Kiwi driver Scott Dixon has finished second in the latest round of the IndyCars series on Indianapolis Motor Speedway's road course.
The 36-year old finished behind Australian Will Power who led for 61 of the 85 laps to claim his 30th career victory.
Ryan Hunter-Reay was third, more than 12 seconds behind Power, while defending champion Simon Pagenaud finished fourth.
The Honda driver was happy with his performance despite his car having issues during the race.
"We kind of knew that in the warm-up and we were hoping maybe with the warmer ambiance we might pick up some understeer," Dixon said.
"The first stint on the reds was extremely tough.
"It was a good day for points. A huge congrats to Will."
"We didn't win the first race at Indy so hopefully we can win the second one in a couple of weeks.
Dixon is currently second in the championship, 10 points behind Pagenaud.


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Knowledge for Development: Launch of the Publication "Sharing Vision of Africa's Development"
The Eminent Speakers Series has opened a new chapter in the Bank's endeavor to become a knowledge center, with the capacity to propose solutions to Africa's problems, based, inter alia, on documented experiences of those who know the continent and believe that its development is possible and achievable sooner rather than later.
The program is a part of a newly designed framework to enhance the Bank's visibility as a knowledge institution. It is designed as a platform on which African leaders and world renowned persons – Africans and non-Africans – can share their views on daunting development challenges facing the continent. While providing opportunities for Bank staff to interact with distinguished thought leaders and exchange ideas on how the continent's development agenda can be achieved in the near term, eminent personalities can set out, through the program, their visions for posterity; visions that may inspire current and future African leaders.
The first under the Eminent Speakers Program, the publication was launched in Tunis on December 4, 2008 by Donald Kaberuka, President of the African Development Bank Group, and festus Mogae, former President of Botswana, who was giving a conference on "Extractive Industries and Africa's Development: Lessons from Botswana".
The Eminent Speakers Series 2006-2007 includes the following papers:
- "HIV/AIDS Pandemic in Africa: My Fears and my Hopes" by Kenneth Kaunda, former President of Zambia
- "Reinventing Growth: Technological Innovation and Economic Revival in Africa" by Calestous Juma, Director of the Science, Technology and Globalization Project at Harvard University
- "Improving Access for African Rural Areas to Water and Sanitation" by Michel Camdessus, former IMF Managing Director
- "Meeting Global Challenges: International Cooperation in the National Interest", by Kingsley Amoako, the United Nations' Economic Commission for Africa's (UNECA) former Executive Secretary
- "Governance and Investment in Africa: Experience after Forty Years" by Benjamin Mkapa, Tanzania's former President
- "Post-Conflict Recovery: How Should AfDB Strategies be Distinctive" by Paul Collier, Professor at Oxford University
- "Improving Africa's Perspective in a Globalized World: The Role of Regional Integration" by Abdou Diouf, Senegal's former president
Highlights of the conferences
Mr. Kenneth David Kaunda, Zambia's former president, gave two addresses to the Board of Directors and Bank Group staff, respectively, on the theme: "HIV/AIDS Pandemic in Africa. My Fears and Hopes". He reported how HIV/AIDS had been claiming hundreds of thousands of lives of trained human resources in many African countries, thereby stalling development in virtually all sectors of the continent's economy. He noted that the crisis had been worsened by many factors notably, social stigma, discrimination, brain drain of medical staff and civil conflict. He described the pandemic as a 'crisis of frightening proportions', which is reinforced by the incidence of poverty, hunger, ignorance and general underdevelopment prevalent among the majority of those affected.
As part of the solutions, he enjoined African leaders, role models and corporate bodies to support awareness campaigns against the disease. He advised the African Development Bank and other regional organizations to classify the disease as a special case requiring urgent attention and extra-ordinary measures, calling on them to lead efforts at mobilizing resources for research that could result in a vaccine and a cure.
Mr. Calestous Juma, Director of the Science, Technology, and Globalization Project at Harvard University, presented a highly interactive seminar on the theme: "Reinventing Growth: Technological Innovation and Economic Revival in Africa". The professor perceived an opportunity for Africa's sustainable development through a new conceptual framework, which defines the region as more of a learning entity, and less of a desperate emergency case requiring dole-outs and other temporary relief measures. He based his position on the contemporary history of new emerging economies whose development successes are explained by national emphasis on scientific knowledge, and their ability to improve on socio-economic development performances through technological innovations and adaptation.
He demonstrated that the further a country is from the frontier of research, the larger the legacy of inheritable knowledge. A good understanding of factors helping the domestication of available scientific knowledge is critical to the continent's development progress. For most African countries, the challenge therefore is to recast their existing policies which seek to catch up technologically with advanced economies. He emphasized that they should rather perceive technology in acquisitive and adaptive terms.
He underscored that for Africa to achieve sustainable economic revival and strengthen its development performance, considerable investment in the continent's capacity to harness, utilize and generate useable scientific and technological knowledge was an urgent imperative. He urged governments to muster the political will to put in place reliable policies that are capable of strengthening technology and science institutions, as well as promoting professional engineering practice and expertise in local repairs and maintenance.
Mr. Michel Camdessus, the International Monetary Fund's former Managing Director, focused on: "Improving Access for African Rural Areas to Water and Sanitation". He reflected on various efforts made to achieve the Millennium Development Goal (MDG) of reducing, by half, the over two billion people who lack access to safe drinking water and sanitation.
He perceived MDG challenges and water provision as intertwined, arguing that since water-related issues account for a third of the MDGs, the latter would have greater prospects of being achieved if water and sanitation objectives were fulfilled.
He maintained that the age-old vision of water provision for all Africans could be realized if current centralized water management systems were reversed. He pointed out that in order to address the challenge of making water available to those who need it, it was necessary to have an optimally decentralized distribution.
He proposed financial management mechanisms which could reconcile the need for water supply decentralization with efficiency in tariff charges and cost recovery.
Mr. K. Y. Amoako, the United Nations' Economic Commission for Africa's (UNECA) former Executive Secretary and a member of the International Task Force on Global Public Goods, presented the Task Force's report entitled, "Meeting Global Challenges: International Cooperation in the National Interest". He focused on six categories of public goods which are urgently needed by the international community.
Citing tendencies of reluctance by nation states to initiate moves aimed at solving global problems, he explained the risk of inadequate global provision, if countries are left on their own to contribute to the global supply of public goods. He noted that in providing global public goods, the most enduring challenges are at the international level because, unlike the local and national levels, there is no real authority to regulate and ensure compliance with rules.
At the international level, actions by states are voluntary. Rooting his position on history, he called on developed countries to step up to the plate and provide the initial leadership required to supply global public goods, given that they have benefited the most from the rules-based multilateral system.
Mr. Benjamin William Mkapa, Tanzania's former president, addressed a seminar on the theme: "Governance and Investment in Africa. Experience after Forty Years". Mr. Mkapa defined good governance as the exercise of power in a democratic polity that balances the interests of all citizens, separates legislative and judiciary powers from executive power, and provides the requisite framework for investment and satisfactory socio-economic development. He noted that few constitutions at the time African countries gained independence met these criteria. The critical challenge of governance and investment in Africa after the global financial crises of the late 1970s was, therefore, the establishment of building blocks for governance reforms and market-oriented environments. The results began to manifest themselves in the mid-90s, and this explained the significant increase in economic growth witnessed since the late 1990s.
He said that there was unwavering commitment in many African countries to improve the investment climate. Open political processes, civil society mobilization and policies which guarantee the rule of law, security and stability were other governance measures being taken in many African countries to foster improved enabling environments. He argued that for these efforts to propel satisfactory growth rates, investment focus, in the short and medium term, should be on infrastructure development, small and medium enterprises as well as agriculture.
Mr. Paul Collier of Oxford University presented a paper entitled: "Post Conflict Recovery: How Should AfDB Strategies Be Distinctive" in which he said that post-conflict countries in Africa constituted a unique group deserving special policies and assistance from aid donors, given that there was a high risk of these countries reverting to conflict.
He also pointed out that civil conflicts could create opportunities that could be peculiarly distinctive, and that might be harnessed for long-term positive impact on national development processes. Mr. Collier also pointed out that reduced military spending, growth-inducing policies leading to youth employment, were very important in reducing the risk of conflict. He observed that democracy, including holding of elections, tended to aggravate rather than alleviate the risk. He underscored the role the African Development Bank could play in reducing the risk, especially in the provision of policy advice, finance and advocacy. The Bank's distinctive roles in this regard must also be adequate and generous.
Mr. Abdou Diouf, Senegal's former president, made a presentation on "Improving Africa's Perspectives in a Globalized World: the Role of Regional Integration" in which he drew attention to the fact that, despite Africa's abundant resources as well as efforts at regional integration, the continent had remained on the sidelines of globalization. The continent, he said, had, over the last three decades, even witnessed a decline in its level of participation in global trade.
Mr. Diouf extolled the potential benefits of globalization and South- South cooperation, and challenged African leaders to intensify their support for integration efforts, emphasizing that increased support could help optimize the benefit their countries would derive from globalization. He perceived a united Africa as a reality if the states, the majority of which are consequences of colonial circumstances, were prepared to delegate their sovereignties.
He proposed that to help the cause of regional integration on the continent, African countries should accept the concept of delegation of sovereignty, whereby national authorities would allow the continent's supranational institutions to take over some national sovereign matters.


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Hi again everyone, this will be my second and last "feature post" for the month and this time I am showcasing my wonderful "small ad" sponsors!
Please be sure to check out their buttons on the left hand sidebar, directly under the larger buttons, or you can click through via this post! Happy exploring, and feel free to comment below if you especially loved something you came across- I'm sure the wonderful women I'm highlighting would love to hear from you! :)
1) CAPow! Art & Design is based in Upstate NY. The most popular items in the shop are prints from the "Hometown Hearts" collection. There are many different hearts that can be combined with almost any city! If you don't see the print you want, send us a message and we'll do our best to make your request a reality!
2) I've become addicted to making things and sharing my crafty adventures and ideas with others. I share my creations on my blog and sell my wacky products in my shop!
3) Liz Franco is a twenty five year old pixel-pusher with a penchant for design, vintage fashion, & Brussels Griffons. She also owns a vintage shoppe known as Little Gray Suitcase.
4) Across the pond: life in a dreamboat is the documentation of new life in the UK, mixed in with day-to-day inspiration, ideas, and ramblings, while I find where this creative journey will take me...
5) A Giraffe in a Scarf is not so much a blog about giraffes or scarves, but is more about cross stitching, cats, and all things lovely. The newly opened Etsy store sells brooches with little cross stitched animals, fruits and vegetables, cupcakes and more. Custom orders are welcomed, anything you can think of can be created with tiny sweet stitches and turned into something beautiful.
6) Ola Maes blog is where I share my love of all things homemade including crafts, cooking and sewing. Ola Maes shop is where I sell my original women's clothing I create in my sewing studio.
7) Her Three Birds is the personal blog of Rhiannon Newman, an art student, amateur photographer, dreamer, baker, gardener, and adventurer.
Friday, November 5, 2010
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