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Little Salt Spring is an archaeological and paleontological site in North Port, Florida. The site has been owned by the University of Miami since 1980 with research performed there by the university's Rosenstiel School of Marine and Atmospheric Science.

It is located directly off Price Boulevard between US 41 and Interstate 75 adjacent to Heron Creek Middle School in the North Port, Florida.

History
In 2013, the University of Miami began considering selling the site to Sarasota County, Florida, due to funding being cut towards maintaining the site and its facilities. On July 10, 1979, the site was added to the National Register of Historic Places.

Little Salt Spring is a feature of the karst topography of Florida, specifically an example of a sinkhole. It is classified as a third magnitude spring. The numerous deep vents at the bottom of the sinkhole feed oxygen-depleted groundwater into it, producing an anoxic environment below a depth of about . This fosters the preservation of Paleo-Indian and early Archaic artifacts and ecofacts, as well as fossil bones of the extinct megafauna once found in Florida.

Originally it was thought that Little Salt Spring was a shallow freshwater pond, but in the 1950s SCUBA divers discovered that it was a true sinkhole extending downward over , similar to the cenotes of the Yucatán Peninsula (another karst region). The actual depth of the surface pond is  with a central shaft dropping vertically to an inverted cone with a maximum determined depth at the outer edges of . There are ledges around the wall of the cenote at  below the present water level.

Prehistoric human use
The water level in the spring has varied over time. Twelve to thirteen thousand years ago the ocean level was about 100 meters (more than 300 feet) lower than at present, drawing down the water table in Florida, and the water level in Little Salt Spring was  lower than at present. The basin around the spring and a slough extending away from it are filled with moist, soft peat. Hundreds of burials dating from 5,200 to 6,800 years ago have been found in the slough. As has happened in other wetland burials in Florida, such as at the Windover Archaeological Site, brain matter survived in many of the skulls. In the 1970s the overturned shell of an extinct giant land tortoise was found on the  ledge. A wooden stake had been driven between the carapace and the plastron, and there is evidence of a fire under the tortoise. It appears that the tortoise had been cooked in its shell. The radiocarbon date for the wooden stake was 12,030 years ago; a bone from the tortoise was dated to 13,450 years ago. Large numbers of human bones have been recovered from the spring itself, but were not collected under controlled conditions.

See also
 List of sinkholes of the United States

References

External links
 Sarasota County listings at National Register of Historic Places
 Sarasota County listings at Florida's Office of Cultural and Historical Programs
 Little Salt Spring at the Marine Affairs and Policy Division of RSMAS

National Register of Historic Places in Sarasota County, Florida
University of Miami
Archaeological sites in Florida
Sinkholes of Florida
Bodies of water of Sarasota County, Florida
Archaeological sites on the National Register of Historic Places in Florida
Underwater archaeological sites
North Port, Florida


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Did 'Game of Thrones' Writer George RR Martin Help Create Chewbacca? [Trivia]
Posted on Wednesday, August 27th, 2014 by Peter Sciretta
Is it possible Game of Thrones creator George R.R. Martin helped to unknowingly create Star Wars' Chewbacca? Hit the jump and we'll take a journey through the creation of the famous Wookiee from a galaxy far, far away. We'll discover the George RR Martin Chewbacca connection and examine what it might mean.
The Creation of Chewbacca
George Lucas went through many iterations with different artists to create the Chewbacca we saw on screen and fell in love with. Above are some of the first pieces of concept art created for the creature by Ralph McQuarrie in March and April 1975. The below painting showing the main characters of Star Wars was famously created by McQuarrie on April 1st 1975 when Luke Skywalker was still a female character:
Around the same time, McQuarrie also created the following Chewbacca designs for the production:
McQuarrie revealed that "George liked this Chewbacca but I suppose he thought it could be a little more weird, and he decided to take off the flak jacket."
Storyboard artist Joe Johnston (later director of The Rocketeer, Jurassic Park 3, and Captain America: The First Avenger) incorporated McQuarrie's early Chewbacca concept designs (alongside an earlier design for Princess Leia based on artist Alex Tavoulari's interpretations of the character).
The George RR Martin Chewbacca Connection
Then comes the image above, which has been making the rounds (via Reddit, etc) but first appeared online in 2010. The image shows a creature created by artist John Shoenherr for George R.R. Martin's short story 'And Seven Times Never Kill Man!' which was published in Analog in July 1975. That art is side-by-side with a November 1976 piece of concept art of Chewbacca created by Ralph McQuarrie for George Lucas' Star Wars.
As the story now goes, Ralph McQuarrie was handed a copy of this drawing by George Lucas (who claimed it was from the 1930s) as part of a pack of art to help inspire the look of his Wookie creatures. Here is the quote from McQuarrie:
"George said he wanted Chewbacca to look like a lemur, so he had great big limpid eyes in some of my early sketches. George also gave me a drawing he liked from a 1930s illustrator of science fiction that showed a big, apelike, furry beast with a row of female breasts down its chest. So I took the breasts off and added a bandolier and ammunition and weapons, and changed its face so it looked somewhat more like the final character, and I left it at that."
The quote seems to originate from this posting which was compiled around the time of McQuarrie's death.
Was the design stolen? We have more concept art images and information to share as this journey continues.
Continue Reading Did 'Game of Thrones' Writer George RR Martin Create Chewbacca? >>
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Star Wars Bits: Kylo Ren's Repaired Helmet, Ewoks vs The Empire, Rise of Skywalker Predictions & More
Star Wars: Galaxy's Edge Tips & Tricks – Little Known Secrets and References Revealed
Star Wars: Rise of the Resistance Opening Dates and New Poster Revealed
/Featured Stories Sidebar, Concept Art, LucasFilm, Sci-Fi, Sequels, Trivia, George R.R. Martin, Joe-Johnston, John Shoenherr, Ralph McQuarrie, Star-Wars, Stuart Freeborn

redpajama_set_name: RedPajamaCommonCrawl


Mayrhofen has kept architectural integrity of a traditional Tyrolean village while being a contemporary and modern resort. Hintertux glacier is located nearby guaranteeing breathtaking views while you enjoy your ski holidays - it is a great place to start or to improve your skiing experience while having your dream vacation.
Transfer to Mayrhofen from one of the nearby airports can be done in ease and without overpaying if you choose Alps2Alps as your transfer provider.
Located at the state of Tyrol, resort traditionally has been a British favorite, but you can find winter sports enthusiasts from the whole world. It has a lively nightlife, but at the same time, it is an excellent family resort.
Some pistes at Mayrhofen were used for World Cup of downhill and there is a special funpark geared towards snowboarders needs as well as excellent ski schools ready to help you to improve your skills in this masterpiece of Austrian Alps.
There is a direct train to Mayrhofen ski resort. First, you need to take InterCity rail services stopping at Jenbach, then the Zillertalbahn train to Mayrhofen.
Choose your transfer to Mayrhofen in midweek (Monday-Friday) to get prices up to 60% lower than usual weekend prices! Book your transfer during the off-season and off-peak and save even more. The final transfer price to Mayrhofen will be affected by vehicle availability and vehicle utilization, transfer schedule and other costs like road tolls and airport parking fees.
In order to discuss any specific needs of your trip to Mayrhofen or your plans to travel as a larger group, please get in touch with us directly.
The resort is a part of Zillertal ski area. With the right ski Lift Pass, you can access a total of 489km of pistes that area has to offer at Fugen, Tux-Finkenberg and Hippach ski resorts. Mayrhofen is snowboard-friendly and provides other winter sports activities too.
Although there is an active nightlife at Mayrhofen, the resort itself is family friendly. It offers great discounts and plenty of apres-ski activities for every taste.
The local ski schools and kindergartens are highly regarded, there is also a fun pool with a special childrens area.
Mayrhofen is very popular during wintertime - therefore we recommend to book your transfer in advance. Write us or call us and let Alps2Alps know your travel plans to Mayrhofen ski resort - we will be happy to provide you with a great start to perfect ski holidays.


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Stonehenge Community Development (SCD) focuses on investing in economically distressed communities and areas targeted for revitalization with the support of a variety of federal and state incentive programs. We are a designated Community Development Entity (CDE) that actively participates in both the federal New Markets Tax Credit Program and 14 state New Markets Tax Credit programs.
Stonehenge Community Development has won eleven allocation awards through the federal New Markets Tax Credit Program, making it one of the most successful CDEs in the country. Through the federal NMTC Program, we have invested over $1.1 billion of flexible and nonconventional capital in operating businesses that exhibit strong job creation metrics and a positive impact on minority populations. Special consideration is given to projects located in severely distressed communities, non-metropolitan areas and those in underserved states as designated by the CDFI Fund.
Stonehenge studies the direct and ancillary impact of each investment through its strategic alliance with the National Urban League.
We believe that doing more with investments means doing more for businesses and communities that are often overlooked or underserved by most investment firms. Stonehenge invests with a purpose, transforming our nation's workforce and communities.
Select Portfolio Projects
Community Action Stops Abuse (CASA) has been working in the Tampa Bay area since 1977 providing refuge, crisis intervention, advocacy, professional training and community outreach to break the silence that isolates victims of domestic violence and prevents them from living a life of hope, independence and peace. CASA staff members understand the courage it takes to disclose abuse, and they work with the community to build a network of support for survivors and their children. Stonehenge provided NMTC financing towards a $12MM project that will build a new 100 bed shelter, increasing the number of beds available to battered women and children in St. Petersburg, Fla.
Chaucer Foods
Chaucer Foods, Inc. is an Oregon-based supplier to major food producers around the world with 35 years of manufacturing experience. Chaucer is part of Kellogg's diversity supplier program and received a "Supplier Diversity Recognition" award in 2013. Chaucer utilized NMTC financing from Stonehenge to open a new 85,000 square foot freeze-dried food processing facility in Forest Grove, Ore., where the unemployment rate at the time of investment was 14.8%.
Chief Industries
Chief Industries, Inc., is a diverse company based in Grand Island, Neb., with a global reputation for superior manufacturing quality and customer service. Chief is currently engaged in a $10.5MM project that will construct a new powder coating facility as part of its steel fabrication business. Chief paints products using environmentally responsible finishing technology that gives products protection from corrosion. The new 40,000 square foot powder coating facility supported by NMTC financing from Stonehenge will allow Chief to keep up with growing demand.
Detroit Thermal Systems
Detroit Thermal Systems (DTS) develops and manufactures high-quality climate control systems and components, employing a diverse workforce. One of the automotive industry's leading minority-owned companies, DTS utilizes state-of-the-art technology and exceptionally high manufacturing standards to produce automotive heating, ventilation and air conditioning (HVAC) systems. DTS used NMTC financing from Stonehenge to acquire a climate control systems business and revitalize its site and equipment.
Educare Lincoln
Educare of Lincoln, Neb., is part of the Educare Learning Network, a nationwide group of 21 full-day, year-round schools serving at-risk children ages 0-5. Schools within the Educare Learning Network are independently organized and operated and ascribe to a set of common practices, philosophy and information sharing program. Educare of Lincoln opened its doors in 2013 with NMTC financing provided by Stonehenge used for operating capital.
Glazer Museum
Glazer Children's Museum (GCM) is a non-profit organization dedicated to creating a fun and exciting learning environment for children and their families. After undergoing an extensive capital campaign, GCM began construction in March 2009 on its $20.5 million facility in downtown Tampa. Stonehenge used state and federal New Markets Tax Credits to fill a shortfall in capital campaign financing and enabled GCM to complete construction on the building. GCM is now one of Tampa's most important cultural assets, and serves as a cornerstone for the city-led redevelopment of the downtown Tampa waterfront.
Highland Baking Company
Highland Baking Company is a family-owned and operated business based in Chicago that makes specialty breads for the food service industry. Highland engaged in a $13.5 million project to acquire a 240,000 square foot building, renovate the facility, and purchase equipment to establish new operations in Spartanburg, S. C. The new facility allowed Highland to expand their products lines into the eastern United States and further solidify their business model. Stonehenge provided federal NMTCs to support the project, which is located in a highly distressed community.
Miles College, founded in 1898, is a premier liberal arts institution located in metropolitan Birmingham, Ala. Miles College is the only four-year institution in Birmingham designated as a member of Historically Black Colleges and Universities (HBCU). Miles College recently embarked on a capital improvement campaign. Stonehenge Community Development provided Alabama state NMTCs to support the development of a dining/entertainment/recreation center, which is part of Miles College's plan to strengthen the core campus and increase competitiveness for attracting top students in the region and the nation.
The Nussbaum Center for Entrepreneurship, Inc., (NCE) has over twenty-three years of service fostering economic development through entrepreneurship by providing affordable office space, mentoring, and educational classes to small business owners. NCE completed a $13 million project to relocate its facility and rehabilitate an abandoned office facility into a business incubator in Greensboro, N. C. Without NMTCs provided by Stonehenge, it would not have been possible for NCE to relocate to its new facility.
Olympia Foods
Olympia Foods is a food processing company specializing in pitas and gyro meats. Olympia outgrew its old headquarters and engaged in a $26MM project to open a new facility in Franklin Park, Ill., to expand their meat processing capability, add additional freezer space, and enable in-house production of pita breads. The project received strong support from the Village of Franklin Park, which at the time of the financing was still recovering from the loss of 700 jobs due to the relocation of a major employer. Olympia Foods acquired a facility that had been vacant for more than a year. Stonehenge supported the project by providing Illinois New Markets Tax Credits.
Paycor is a payroll services company with more than 20,000 clients across the United States. Paycor completed a $25 million capital project to acquire land and construct a new headquarters facility at a brownfield site in Norwood, Ohio (an enclave of Cincinnati). Financing from Stonehenge and PNC Financial Services enabled the company to complete this project and continue growing at a rapid rate. The project represented the single largest commitment by a company in Norwood, Ohio in the last 15 years.
Urban Health Plan (UHP) is a network of federally qualified community health centers based in the South Bronx and Queens, N. Y. UHP's mission is to improve the health condition of underserved communities, which it does by providing primary care with a focus on preventative treatment, screening and education to its constituents. Stonehenge provided federal NMTCs in support of a $48 million expansion project that included the construction of a new 54,000 square foot community health care facility in the South Bronx.
University Plaza
University Plaza is a skilled nursing facility that serves as the cornerstone of an "aging-in-place" campus that partners with Miami-Dade County, Jackson Memorial Hospital and The University of Miami Center on Aging. The campus integrates health care, social services and education for healthy and medically frail seniors living on the campus as well as those in the surrounding community. Stonehenge provided state NMTCs (which helped attract additional federal NMTCs) in support of the project.
Transformational capital
Since 1999, Stonehenge Capital has operated at the nexus of finance and community development. We are deliberate in our actions to make both a financial and social impact. We know how private capital can transform underserved communities and help operating businesses grow, and we work with clients and investors to generate double bottom line returns. With fresh thinking that leads to better returns, Stonehenge is not the same old style of investment firm, but something else entirely. Some call it transformational capital. We call it the right way to do business.
Thought leader in investment capital
Stonehenge is a thought leader in investment capital, producing strong returns for investors and impactful social returns for communities. We do this by fostering collaboration among our team of seasoned and talented professionals who leverage two decades of expertise and relationships to provide innovative financing solutions where they are most needed, delivering a variety of debt and equity financings to spur economic growth across the country.
Ryan Congrove
Jonathan Crawford
Anne Ekman
Jonathan Ernst
Matthew Orr
L'Quentus Thomas
Shelley Whittington


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For female runners, New Balance WR1012MC is the perfect shoe for highmileage runners in need of a shoe with maximum motion control. This sneaker features a LIGHTENING DRY liner to keep feet dry and comfortable. When children wear shoes that are too small, they risk foot deformities. Additionally, shoes that are too tight or otherwise uncomfortable could deter your child from walking.
The CIA recognized the novel's "great propaganda value," according to a 1958 memo, and had the novel printed and disseminated. The documents describing the program were requested by Peter Finn and Petra Couve as a part of their research for The Zhivago Affair, a book coming out in June about the CIA's use of Doctor Zhivago.
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It's that time of year, and we have a full schedule of entertainment and events to help our residents feel the Christmas spirit.
At 2.30pm we have The Bell Ringers in to entertain residents. These very talented ladies play all the known and loved melodies to entertain the residents.
We have Tickled Pink Productions joining us. Tickled Pink Productions was established in 2002 as a one off care homes tour; it was so popular theyhave been requested to produce shows ever since - now they perform shows & entertainment all over the country to over 3500 care homes (nursing / residential, day centres & halls) and we also perform shows,workshops, pantomimes and TIE shows in hundreds of primary schools.
It promises to be a fun time!
The children from Morgan Vale School will be joining us for carol singing. There is always such an affinity between the elderly and the young, we hope you'll join us if you can.
It's one of those events that's sure to get you into the Christmas spirit!
This is an opportunity for family members to come along and spend time with their loved one - we are planning an entertaining afternoon with Dave Dawson, a professional and popular care home entertainer. Dave is a trained vocalist and guitarist with 20 years' experience, as well as television and major London Theatre experience forming part of a long and successful career. Genres covered include: swing/rat pack, jazz, rock-n-roll, Irish, country and western (a specialist show) reggae, 50s, 60s and 70s, cockney singalong and war songs, acoustic guitar and shadows/guitar instrumental.
Dave will have everyone tapping their feet and singing along.
Our local brass band will be joining us for more carols and rousing music. There's nothing like a brass band for creating a festive atmosphere at Christmas and we are really looking forward to this event.
Christmas is always a poignant time of year, with family members being pulled in many directions. We want you to know that the Woodfalls 'family' will ensure your loved one enjoys this season of goodwill, but if you have any requests of us, please don't hesitate to be in touch.
Tracey and the Woodfalls team.


About University:- The Swami Ramanand Teerth Marathwada University was established at Nanded by bi-furcating the Marathwada University, Aurangabad on 17th September 1994, the day on which in 1948 Hyderabad State was liberated from rule of the Nizam. Nanded is a district headquarters as well as a holy city situated on the banks of Godavari River in southeastern part of Maharashtra state. Nanded is directly approachable by road and train from Aurangabad (270 km) and Hyderabad (270 km), Nagpur (350 km), Mumbai (600 km) and Delhi (1700 km). Weekly three flights run between Mumbai and Nanded.
Step 1: Go to Nanded University Main website from search or directly at URL (www.srtmun.ac.in).
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Sunney Sharma is Arts and Wellbeing Coordinator at Sense.
Over the past several months, Sense Arts has been working closely with six young people with sensory impairments and complex communication needs through a series of music making workshops.
These workshops were part of a project called 'Music is a Vibration', which is an inclusive arts project that enabled the young people to co-produce their own musical compositions. The project put young people at the heart of several immersive environments in which they were able to create music and experience soundscapes. The workshops were led by artists Tom Peel and Justin Wiggan, assisted by Sense support worker and musician, Bamba Dia.


The vote was tied for the position of Scotland Regional Officer and the Returning Officer has taken the decision to re-open nominations for this position. Nominations for the following positions will also be re-opened: London & East Anglia Regional Officer and North East & Yorkshire Regional Officer.
Following the passing of the motion "That The Association Further Supports Student Stations In Ireland" at the AGM, the SRA Executive will be appointing a Regional Officer for Ireland in due course.
The above were appointed by the Board of Directors in their meeting of Sunday, April 6th 2014. The following positions were unappointed: Deputy Marketing Officer and Schools & Colleges Officer. These will be reopened at a later date.
Official notice of election results can be found here.


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Jeudi, 05 Novembre 2009 04:06
The "POSITIFS" association has been accessible on the Internet since the second quarter of 1996. This is a site for information on both the medical and non-medical aspects of AIDS, a tool for combating it and a means of helping people. This service is therefore aimed at all those who are concerned, closely or otherwise, by this world-wide epidemic.
Since AIDS has much in common with other illnesses, and other delicate situations, and because of its manifold consequences, the site will also cover many other domains. As a result of the global extension of the Internet web, the development of cyber-cafes, documentation centres, libraries, family planning centres, etc., has made it possible to increase the impact of Internet sites by enabling people who are not connected to Internet themselves to have access to it.
For our part, we shall indirectly be encouraging access to our site through our association, "POSITIFS", by using traditional existing means of communication such as mail services, the telephone and fax, as well as our "POSITIFS" journal (Sida Tout Va Bien), and contacts with other associations combating AIDS, other journals and public and private establishments.
Finally, we shall endeavour to make it possible for the inhabitants of non-French speaking countries to have access to our site by translating some of our informations into various languages. Despite the dominant position of English, not all the peoples of the countries of Europe, and other continents, master it sufficiently well for it to be used to the exclusion of other languages. We think that it is particulary important to develop this system of multi-lingual translations, as supplying computerized information can provide a solution to the huge reduction in the transmission of information caused by the exorbitant cost of paper and distribution in some countries.
The basic characteristics of most Internet sites, particulary the "POSITIFS" site, should be facilitate access to a wide range of informations, to offer various services and to tackle all aspects of solitude. We also number ourselves amongst those who want to develop to the utmost the concept of no-cost access, but this does not mean that our information can ever be used without our knowledge either by individuals or by financial groups, for the purposes of profit or gain.
We have attained 500,000 connections in June 1999 !
An Internet web site concerning AIDS and other diseases
To describe the possibilities offered by an Internet website () to inform and fight against AIDS, other diseases, social exclusion and loneliness.
This Internet website has been developed to provide information on numerous subjects concerning AIDS and other medical subjects (carcinogenesis, spongiform encephalopathies, dioxin, diethylstibestrol/DES, angiogenesis, autoimmune diseases, Ebola virus, hepatitis, opiates substitutes, tuberculosis, effects of antibiotics on immune defense, vaccines, osteoporosis, apoptosis, rare diseases, orphan drugs, etc).
These informations are written in French, some have been translated in English. This Internet website is intended for physicians as well as HIV+ or other persons. To develop our Internet website, we use computers belonging to several members of Positifs, association fighting AIDS which has at the moment no financial support.
Four years after its creation, 1,000,000 connexions to this website have been reached (May 2000), and since the end of autumn 1999, more than 50,000 have been noted every month.
Almost 1,500 pages have been developed, information on numerous subjects concerning AIDS, particularly official and non official treatments, various medical and non medical testimonies, an index of associations and institutions taking part in AIDS fighting, composed of more 1,000 addresses, classified by countries and itemized with a system of 23 abbreviations, a Calendar of people who lived with AIDS, picture gallery, poems ("Poe-VIH"), etc.
We are asked more and more questions by mail, particularly from France, Africa, Belgium, Canada and Switzerland. These questions and their answers are indexed by key words (more than 120) and published in the FAQ (Frequently Asked Questions) heading of our site. We also created the network of French-speaking websites (in partnership with Info-Sida Suisse) as well as Internet sites for other associations within our own site.
Thanks to its rapidity of data transmission and to its weak use cost, which is essential for developing countries, Internet is becoming a precious communication tool for more and more people. One of the main features of our website is its total gratuitousness in the sole interest of patients in contrast with other sites or institutions whose aim is business.In spite of the lack of subvention, our website is already one of the most consulted in Europe, but also in Africa and Canada ; and, more and more people living in USA, in Japan and also in other countries of Asia and in Latin America visit our site. It allows to edit numerous informations concerning AIDS, particularly official and non official treatments, and other diseases.
Alain RICHERT, Gilbert MAURISSON, Christian BOULLANGIER, Didier LAVIGNE, Adrien CAPRANI, Jacques AVICENNE, POSITIFS association, BP 230, 75865 Paris cedex 18, France, mailto: Cette adresse email est protégée contre les robots des spammeurs, vous devez activer Javascript pour la voir. .
Note: abstract TuPeD3833 updated during May 2000, accepted for presentation at the 13th International Conference on AIDS (Durban, South Africa, 9-14/07/2000).
Mise à jour le Jeudi, 28 Janvier 2010 05:40
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InterPublicis Groupe – who would run it?
The market, as I said last week, is awash with rumours that Publicis Groupe is about to pounce on poor old Interpublic.
No, really – seriously awash. So much so that IPG stock had jumped more than 10% to $10.87 when I last looked, on speculation that PG is considering a $15-a-share paper-and-cash knock-out deal which would value IPG at $6bn. Rothschild is said to be working feverishly behind the scenes with other banks.
And IPG, what is it saying? "It is our policy not to comment on market rumors or speculation." So, that might be a yes then. Publicis Groupe? Impenetrable silence. The rumour has got the investment community hooked, that's for sure: "We think the reports are credible," Pivotal Research Group analyst Brian Wieser tells us in a research note. Wieser is a former Interpublic executive who worked at its MagnaGlobal arm.
But how credible? Sure, from a financial engineering point of view it looks plausible. It would catapult Publicis Groupe to second largest marketing services group by revenue, behind WPP – creating a spectacular rejoinder to Dentsu's stunning $5bn takeover bid for Aegis. And mean that PG pdg Maurice Lévy could exit the stage after a high 'C' that cracks all the chandeliers.
Client conflicts? Not as bad as they might seem at first sight – given the size of these two behemoths. For example, they share L'Oréal and Nestlé; they have shared General Motors. On the other hand, I wouldn't have minded being a fly on the wall when Paul Polman, CEO of Unilever, and Robert McDonald, CEO of Procter & Gamble, first heard the rumour. It's not just a question of client conflict – the two rivals reputedly loathe each other.
But here's my real question. Who is going to run the new show? A sophisticated French adman who is too old and keeps telling us he is about to retire? Or a US former corporate lawyer (step forward Michael Roth) whose track record in running a publicly quoted marketing services company is at best indifferent? Would anyone except a Frenchman be allowed to run such a company, given that Publicis Groupe is such a national treasure? And if a Frenchman, who has the stature?
Over two years ago I flagged up the possibility of just such a merger. Then, like now, IPG's share price was depressed and the moment seemed opportune.
At that time, PG had recently acquired an expensive M&A expert from Goldman Sachs called Isabelle Simon, whose skills were exactly matched to crafting just such a financial operation. And the PG succession crisis seemed a lot less pressing than it is today.
Simon clearly got fed up waiting. Last year she defected to a Monaco gambling organisation.
UPDATE 6/8/12: It turns out IPG bid fever is no more than a symptom of mid-summer madness. Publicis has released, tardily it must be said, the following statement: "Publicis Groupe denies having engaged in any discussions with Interpublic Group of Companies and confirms that it has not commissioned any bank to undertake any such discussions." There is of course room to manoeuvre within the terms of this statement. Notice, for example, that Publicis does not exclude the possibility of having planned such a bid, merely having "discussed" it with IPG or one of its investment intermediaries. Nevertheless, the denial puts the dampers on a merger which, these days, doesn't add up so compellingly for PG.
It would be nice to think that Johnson & Johnson's newly announced review of its £1.7bn annual advertising spend was driven by a need for greater creative consistency. But it isn't.
Money's the thing – saving it that is. J&J may be one of the world's biggest brands, but it's also a company in trouble. Since 2009 J&J has suffered numerous recalls in the US, mainly of its over-the-counter drugs like Tylenol and Benadryl; but the prescription and medical devices businesses have also been hard hit. All in all, it's said to have lost $1bn in sales, partly through bad luck and mostly through sheer incompetence.
At first it was the staff – including the marketing department – who paid, by being made surplus to requirements. Now it is the spend that's being trimmed. Judge for yourself from the officialspeak: "Johnson & Johnson is conducting a global agency review and consolidation to build greater value and deliver innovative and fully integrated solutions for our consumer brands." Well, they wouldn't want less innovative solutions would they? And they could hardly be less fully integrated than they are at the moment.
In truth, there's an easy win here for the new kid on the block, Michael Sneed – who became J&J's top marketing (and PR) officer at the beginning of this year. There could hardly be a less efficient way of running your global marketing services than the one that exists at the moment. Uncle Tom Cobbleigh and All are at the advertising trough. It would be simpler to name a global marcoms group that isn't on the roster.
WPP has business through JWT and AKQA; Publicis Groupe through Razorfish; Interpublic through Deutsch, Lowe, The Martin Agency and R/GA; Omnicom through DDB and BBDO; and Havas through Euro RSCG. That leaves, er, Dentsu and MDC off the list.
Sneed is a company lifer who, at various stages of his J&J career, has shown considerable sensitivity towards advertising creativity. It will be interesting to see whether this natural instinct gets overridden by the all-powerful imperative of saving the company money. Don't expect a self-aggrandising Ewanick moment – Sneed seems too modest for that. Do expect a financial deal, of the "Team WPP" or more likely "Commonwealth" variety, that dresses up financial expediency as a coherent creative solution.
The most interesting thing about this review may be the losers. If Interpublic is among them, perhaps group CEO Michael Roth will at last seek to do a deal with Publicis Groupe. The air is certainly thick with rumours to that effect at the moment.
These days, we've come to see Maurice Lévy, chairman and chief executive of Publicis Groupe, as something of an oracle. Every time the 70-year-old eminence grise makes one of his ceremonial public appearances – ostensibly to observe the religious rites of the financial year – we strain our ears for words of greater meaning, expertly hidden between the monotonous reporting lines.
This year's halfway performance was no disappointment. In themselves, the figures were not terribly exciting. Organic growth of 2.8% and a 19% uplift in income were a perfectly respectable outcome, given that the Eurozone economy has developed blackspot and Publicis had lost the General Motors account. Clearly the BRICs and MISSATs (as we must now refer to Mexico, Indonesia, Singapore, South Africa and Turkey) must be doing rather well to make up the averages. And – hidden gem – Britain seems to be uncharacteristically up among them – for now at any rate – since it posted a 4.1% increase in growth.
But all this numerical incantation was historical stuff, and not what we actually wanted to hear.
What was M. Lévy's outlook for the global advertising economy? The downward trend between the first and second quarters would halt. Much higher growth could be expected in the third quarter, starting right now. Phew!
And what of Dentsu's acquisition of Aegis Group, what did he think of that? "The price is extremely full," he opined in true oracular fashion. "It's a nice acquisition for Dentsu." But not for anyone else, we were led to believe. Not at least for anyone with a head for figures. And certainly not for Publicis Groupe, which had done something infinitely more sensible with a full buyout of BBH.
And the Publicis Groupe succession (which is all we really wanted to hear about) – any progress on that? Here M. Lévy outdid himself in Delphic obscurity and double meaning. Yes, a successor to himself would emerge. In September. Or was that just the beginning of the process? It rather looked like it: "In September the board will start the process." Hold on a minute, hadn't this "process" been going on for several years now? Why did it need to "begin" in September?
But, a successor would be found, wouldn't he? Think of those poor clients and investors waiting anxiously for reassurance.
Yes, M. Lévy had his preferred private candidate, but he wasn't going to disclose their identity to anyone else. That was a matter for the board.
So, we'll take that as full confidence in Jean-Yves Naouri, PG's chief operating officer and Publicis Worldwide CEO whose name Lévy had let slip during an earlier ritual occasion? Well, possibly. Unless that successor were to be Arthur Sadoun, managing director of Publicis Worldwide. Or maybe Simon Badinter, son of its most important shareholder, Elisabeth Badinter – without whose approval no Lévy successor can be anointed.
But we could be clear on one thing, couldn't we – M. Lévy himself would be vacating his See? Ah! Well, yes and no: "The first and most important thing is the depth and breadth of the teams at Publicis is such that my presence is almost non-important. I think it's very important that there's a succession plan and I'm doing everything I can, with a fantastic team, to make sure that no one who entrusts us with their confidence will be disappointed – our clients, our people, our investors," he said with studied contradiction. Someone "almost non-important" needs a successor, eh?
Yes, for once, it is.
Cynics might say that £3.2bn – cash – is an awful lot to pay for digital competence and a superior market rating. And they have a point. Would Dentsu ever have planned such an audacious and costly coup as the acquisition of Aegis Group had the Japanese advertising group earlier succeeded in its seemingly knock-out offers for Razorfish and, later, AKQA? It's subjunctive history: we'll never know.
Aegis chief executive Jerry Buhlmann and Dentsu president Tadashi Ishii: Firm friends?
The cynics are, in any case, substantially unfair. There's much more to the Aegis acquisition than digital. This is arguably the transformative deal of the decade. It's as if there has been a tectonic plate shift in marketing services, revealing a series of minor preceding tremors as clearly apparent elements in a wider pattern.
These minor tremors include the foundation of a much stronger, and more independent, operating unit in the US – Dentsu North America – under the direction of Tim Andree; Andree's earlier acquisition of some of America's sharpest shops, McGarryBowen, Attik, and 360i; the harnessing of McGarryBowen to Dentsu's embryonic European network, led by former WPP executive Jim Kelly; and, not least, Dentsu' decision to pull out of its unsuccessful strategic alliance with Publicis Groupe, cashing £535m in the process.
Andree, now gone global as senior vice-president at Dentsu and no doubt a strategic architect of the acquisition, has admitted that the £535m was "helpful in this deal" – coded language referring to the cash pile making it possible at this time. But something of the sort has needed to happen for a long time if Dentsu were not to be stranded in its idiosyncratic role as a one-country wonder, with 80% of global earnings still accounted for by overwhelming dominance in the Japanese market.
There are lessons in failure, and the Japanese management of Dentsu finally seem to have learned them. Neither strategic alliances, meaning stakes of about 20% in rival but complementary marketing services companies, nor the occasional one-off acquisition, such as Collett Dickenson Pearce all those years ago, suffice for players in a global market. They needed to delegate more, and yet be more masterful in their acquisition strategy.
The delegation came in the realisation that people like Andree, John McGarry and Kelly would know more about how Western advertising culture actually functioned than Tokyo Central would ever know.
The more masterful acquisition strategy came from the realisation that opportunities for global expansion were rapidly narrowing, and if they wanted a suitable counterweight elsewhere in the world, they would have to put aside an institutional aversion to big takeovers and get the cheque-book out.
That's why £3.2bn to buy the Aegis Group – 18 times prospective earnings compared with a market average of about 13 – is not too much to pay for this deal. It gives Dentsu indispensable weight as a global player: at $7bn revenues combined, close competition with the Interpublic Group as the number 5 player. As a media/digital operator, it moves into the third slot, behind GroupM (WPP) and Vivaki Media (PG). And geographically, it reduces its dependence on Japan to 60%.
Over at Aegis, it's difficult to guess whose smile is broader: that of Vincent Bolloré, 26% shareholder; Harold Mitchell, who doubles his invested capital from the sale of his business two years ago with a £112m takeaway; or Aegis chairman John Napier. Napier has had to perform a very difficult tightrope trick in the City with a monkey on his back. The monkey is Bolloré.
On the one hand, Aegis has performed extremely well in recent years, with organic growth rates defying all its bigger rivals. A cleaning-up operation, which brought Mitchell's Australian media buying services in and off-loaded the under-performing Synovate market research business on Ipsos, improved them still further.
On the other, there was always an air of impermanence about a company as small and narrowly defined as Aegis being on the public markets. Chief executive Jerry Buhlmann knew it, Mitchell – judging from his share investment strategy – knew it, Napier knew it and – most importantly – Vincent Bolloré knew it. Which is why he built up a stake in the first place. From the angle of Aegis' corporate independence it is difficult to know which was worse: Bolloré Mark 1, the corporate raider stealthily engineering a boardroom takeover with a view to break-up; or Bolloré Mark 2, the disillusioned 'strategic investor' seeking to offload his game-changing stake at the first reasonable opportunity. Each was destabilising; neither the stuff of a good corporate narrative to wow other investors. Bolloré is now laughing all the way to his bank – £725m in pocket, representing a 50% premium on his investment. Quite what this means for the future of Havas, trailing with only $2.3bn global revenues, is of course an interesting – but quite separate – question.
The nature of the Aegis deal – cash, and a 50% premium to the share price – makes it exceedingly unlikely that Dentsu will face any challengers for its prize. What matters now is whether it will make the deal work. The enlarged Dentsu can boast that 37% of its revenues are derived from the cutting edge, digital – a greater share than any other global marketing services group. Buhlmann has agreed to stay on until at least the end of next year, which should help the glue to set. But what then? Aegis, at nearly 40% the size of its new parent company, is by a wide margin the biggest acquisition that Dentsu is ever likely to make. That's quite a cultural challenge.
The only surprise about the dissolution of the Publicis Groupe/Dentsu strategic alliance is the speed with which it has happened. Less than two weeks ago, PG chief executive Maurice Lévy was telling shareholders he couldn't pay them a better dividend because he had to hoard every last euro in case the Japanese wanted their money back.
In point of fact, the decision to terminate must already have been made, even though the strategic alliance of 10 years still had some months to run. This morning, Dentsu announced it had sold almost all its remaining 11% shareholding (and 15% voting rights) back to Publicis for €644m (£535m). Dentsu retains a 2% stake for the time being, but it's of little consequence.
Dentsu made a profit of £17m on its investment. Small recompense – it must be said – for a strategic alliance which, from the Japanese point of view, has been largely a sham.
Right from the beginning, Dentsu found itself wrong-footed. It originally founded the alliance with BCom3, a combination of Leo Burnett and MacManus Group, only to find that Publicis had crashed the party by acquiring BCom3. Where previously it might have expected to play a more preponderant role, the addition of Publicis fundamentally changed the balance of power. And reduced Dentsu to an (even more) passive role as a minority shareholder in PG, albeit with some powerful voting rights.
Stripped to essentials, the alliance was supposed to bolster PG's then-weak position in the Far East, and supercharge Dentsu's underperformance in North America and Europe.
In practice, it was very much more favourable to Publicis, which had in any case benefited from a massive injection of cash to bankroll acquisitions.
Most mortifying of all, Dentsu eventually found itself not only in direct competition with its ally for scarce North American digital assets – but coming off worse. Notably in the case of the Razorfish acquisition, where Dentsu put a heady $700m on the table, but was swiftly outplayed by Publicis – which enjoyed an inside track with the then-owner of the digital agency, Microsoft, and irritatingly managed to buy the agency for a lower price.
Dentsu soon signalled its growing disenchantment by forcing a sale of 4% of Publicis stock for €218m. Not long thereafter, it showed new and uncharacteristically aggressive intent in Western markets with the unveiling of Dentsu Network West – captained by US Dentsu chief Tim Andree. Where, for years previously, Dentsu had got things spectacularly wrong in the USA, Andree has got at least one big thing spectacularly right. Had he done no more than acquire McGarryBowen – feted by both AdAge and AdWeek as their current agency of the year after a string of high-profile business wins – Tokyo would have good reason to be hugely grateful to him.
In short, Dentsu has outgrown its foreign markets inferiority complex, which gave birth to the alliance in the first place. While Publicis now has an urgent reason to dispose of the corpse as soon as possible. Whoever eventually takes over the hot-seat from Maurice Lévy would have little thanked him for bequeathing them an embittered major shareholder.
There's an interesting ownership conundrum facing BBH and its 49% sponsor Publicis Groupe. Here is what I have learned.
It concerns Neogama BBH, the global micro-network's Sao Paulo agency. Its founder, president and chief creative officer Alexandre Gama wants to cash up the majority stake he owns.
Neogama, set up in 1999, is one of Brazil's top ten agencies and quite a feather in BBH's cap. It is creatively highly regarded and was the first Brazilian agency to win at Cannes. In fact, if my recollection is correct, it now has at least 18 Lions to its name.
The agency's biggest single client is burgeoning Brazilian bank Bradesco, but it also plays an important role in servicing BBH global clients such as Unilever and Diageo.
As you can see, a slick, confident peaen to Brazil, the awakening economic colossus.
BBH, seeking to increase its profile in up-and-coming Latin America, came about its minority Neogama stake in a convoluted way. Back in 2002, Neogama was 40%-owned by Chicago-based holding company BCom3 – the 3 referring to an alliance between Leo Burnett, DMB&B (now deceased) and Dentsu. BCom3 passed on a part of that stake to BBH, in which it by then held a 49% share through Burnett. Still there? Because it gets even more complicated. Earlier that year along comes Publicis Groupe, which swallows the lot, including Dentsu's 20% strategic stake, in a $3bn takeover deal, making it the then fourth-largest marketing services group in the world. The important point to note is that PG ended up holding a direct 49% stake in BBH, but only an indirect one through BBH in Neogama. Publicis Groupe CEO Maurice Lévy and Gama are not thought to be best buddies.
Although the subsequent BBH relationship has been mutually beneficial, Gama is known to have been hawking his stake at other agency group doors. Why now? Nine years is a long time to wait for your investment to mature, but some go further in speculating that he is worried about his agency's dependence on Bradesco as a client.
The sense is that Gama is engaged in an act of brinksmanship with Lévy, which involves using rival groups as a stalking horse. He well knows his own worth: Neogama is far and away PG's best agency in Brazil (and one of its best in Latin America).
However, buying him out may not prove that easy. If BBH could stump up the cash on its own, that would be the simplest and most elegant solution; but the likelihood is it cannot. So why doesn't the parent group just step in and sort it out? Well, PG is not a bank – it will want something in return. Such as buying a majority stake in BBH. The trouble is – PG is also Procter & Gamble's biggest agency group. BBH is of course a Unilever agency, but the 51% majority stake held by the partners keeps the relationship at arm's length. Even in this enlightened era of agency conflict management, full ownership of BBH might not go down at all well with the good folk in Cincinnati.
As I say, it's an interesting dilemma. Let's see how Gama, Lévy and BBH group chairman Nigel Bogle sort it out.
Jean-Yves Naouri has a great future behind him as the next leader of Publicis Groupe. Don't just take my word for it. Check out Publicis' H1 earnings call, which group chief Maurice Lévy used as a platform to "deep-six" Naouri's much-touted candidature into the long grass.
Naouri, it will be recalled, had acquired much of the symbolism of a leader-in-waiting: explicit blessing by Lévy but, more materially, a special executive role to sort out the group's muddled affairs in China. And, most recently, he has added to this list with his appointment as executive chairman of Publicis Worldwide, the group's most prestigious network; an event that triggered the resignation of long-serving chief operating officer Richard Pinder.
Lévy is now regretting his earlier enthusiasm. Either that or the all-powerful supervisory board, headed by principal shareholder and daughter-of-the-founder Elisabeth Badinter, has rejected the graft.
At all events, Lévy has made it abundantly clear he is looking at alternatives. According to AdAge, Lévy is spending time with "a few people" without letting them know he is monitoring them (that bit I rather doubt): "I'm training more than one person because I don't want only one horse in the race. It is my responsibility to give the board many options," he tells us.
Who might these dark "horses" be? Two candidates come to mind.
The first is Arthur Sadoun. Sadoun, about 40, has been president and chief executive of Publicis France for some time but, in a highly significant move this spring, his role was expanded when he was elevated to managing director of the network – with direct responsibility for operations in Western Europe (meaning Germany, Austria, Switzerland, Spain, Italy, Belgium and Holland as well as France).
Sadoun ticks many of the boxes for Publicis leadership. He is a quintessential part of the moneyed, French elite. A graduate of the European Business School and an INSEAD MBA, he is also admirably well connected – not least through his glamorous wife Anne-Sophie Lapix, a leading French television presenter.
That may make him sound like a Naouri clone. Not so. Sadoun is also an accredited entrepreneur and an adman of some flair. After graduating from EBS in his early twenties, he moved to Chile where he set up his own agency – later sold to BBDO. Returning to France in 1997, he joined TBWA\Paris and in 2003 became CEO. Under his management, TBWA\Paris received the Cannes Lions International Advertising Festival 'Agency of the Year' Award 4 years in a row. Spookily, he replicated this success with Publicis Conseil – to which he made a sideways move in 2006 – for 3 years running. Say what you like, M. Sadoun is a man who gets things done.
That's my 7/1 on bet. A darker horse still – say 19/1 – is Simon Badinter. Badinter, 43, comes enormously well pre-packaged as the aforesaid Elisabeth Badinter's elder son. Badinter mère is married to eminent lawyer and former justice minister now senator Robert. Besides being the company's heavy-hitting shareholder, she is an intellectual celebrity in her own right. (A point she would no doubt heavily underscore, being one of France's leading feminists to boot.) Nepotism in a French public company is not the barrier to advancement it might be in Anglo-Saxon economies (the Murdochs being the trying exception to prove that rule). A fact perhaps reflected in Simon Badinter's long-term presence on Publicis Groupe's supervisory board, despite his relative youth.
Against him, his hands-on experience is hardly the match of Sadoun's, or even Naouri's. He was installed as chairman and chief executive of Medias & Regies Europe – Publicis' airtime and space sales house – in 2003. But a good deal of his time since has been spent in the USA, to the extent that he was recently made a US citizen. Earlier this year, he handed over his M&R Euro responsibilities to kid brother Benjamin, 40, and took on US duties in their place. To cap this Yankophilia, Simon is an enthusiastic amateur radio star. He recently quit as host of "Simon Rendezvous", a Sunday night slot broadcast by Chicago-based WGN-AM, to take up a similar role at Boston's WTKK-FM.
So, Lévy does indeed have "options" other than the colourless Naouri. What he will do with them remains to be seen. He himself seems keen not to outstay his extended welcome: "My board would like me to stay for a full term (ie 4 more years), which is not something I am prepared to do. I prefer for it (the settlement of the succession issue) to happen now." Well, not now perhaps, but very soon. Lévy, as he has hinted, would like to sort out the vexed issue of the 10% or so of the company still owned by increasingly disconsolate Dentsu. A share buy-back early next year seems on the cards.
Then he can go. If he really wants to.


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uMAMA Post-doctoral Fellow receives a prestigious award!
On 18 May 2018, Dr Zora Kovacic received the Extraordinary Doctoral Award from the Autonomous University of Barcelona, for her PhD dissertation on the use of complexity theory for the quality assessment of the use of scientific information for sustainability governance.
uMAMA congratulates Dr Kovacic for her prestigious award!


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Home Health Mothers can pass traits to offspring through bacteria's DNA
It's a firmly established fact straight from Biology 101: Traits such as eye color and height are passed from one generation to the next through the parents' DNA.
But now, a new study in mice by researchers at Washington University School of Medicine in St. Louis has shown that the DNA of bacteria that live in the body can pass a trait to offspring in a way similar to the parents' own DNA. According to the authors, the discovery means scientists need to consider a significant new factor – the DNA of microbes passed from mother to child – in their efforts to understand how genes influence illness and health.
The study appears online Feb. 16 in Nature.
"We have kept bacteria on one side of a line separating the factors that shape our development — the environmental side of that line, not the genetic side," said co-senior author Herbert W. Virgin IV, MD, PhD. "But our results show bacteria stepping over the line. This suggests we may need to substantially expand our thinking about their contributions, and perhaps the contributions of other microorganisms, to genetics and heredity."
Bacteria are most familiar through their roles in harmful infections. But scientists have realized that such bacteria are only a tiny fraction of the bacterial communities that live in and on our bodies. Most bacteria are commensal, which means they do not cause harm and often confer benefits.
Commensal bacteria influence traits such as weight and behavior. But until now, researchers thought the bacteria that exerted these effects were acquired during a person's life. The study is the first to show that bacterial DNA can pass from parent to offspring in a manner that affects specific traits such as immunity and inflammation.
The researchers linked commensal bacteria in mice to the animals' susceptibility to a gut injury. Mice with certain inherited bacteria are susceptible to the injury, which is caused by exposure to a chemical. Female mice pass the bacteria to their offspring, making them vulnerable to the injury. Others carrying different bacteria are less susceptible.
In the short term, the findings may help scientists eliminate a significant "bug" in studies of genetically engineered mice. In several fields of research, scientists have been confronted intermittently with the sudden, unexplained appearance of new or altered traits in mice. The traits often spread from one mouse habitat to the next, suggesting a spreading microbial infection is responsible. But the traits also consistently pass from mother to offspring, suggesting a genetic cause.
Thaddeus Stappenbeck, MD, PhD, a professor of pathology and immunology, and co-senior author Virgin, the Edward Mallinckrodt Professor of Pathology and head of the Department of Pathology and Immunology, encountered this problem in their studies of inflammatory bowel diseases, such as Crohn's disease and ulcerative colitis. They were surprised to find that roughly half their mice had low levels in the gut of IgA, an antibody linked to these disorders.
IgA helps defend the body against harmful invaders. It is commonly present in mucus made by the body in areas where the exterior world encounters the body's interior, such as the eyes, nose, throat and gut.
When the scientists housed mice with low levels of the antibody with mice that had high levels of the antibody, all of the mice ended up with low antibody levels in a few weeks. When they bred the mice, the offspring whose mothers had low levels of the antibody also had low levels.
Eventually, the scientists learned that one of the culprits likely responsible for the spread of low antibody levels is a bacterium called Sutterella. This bacterium and others found in the low-IgA mice could explain both ways that decreased antibody levels were spreading: Mice that were housed together acquired low antibody levels through normal spread of the bacteria, and mouse mothers passed the same bacteria to their descendants.
The latter explanation involves a major change in thinking because it suggests that traits affected by bacteria can pass from mothers to their offspring in the same manner as traits affected by mouse DNA.
To prove that this change in antibody levels represented a significant change in the mice that could be thought of as a trait, the researchers fed the mice a chemical they use to characterize the gut's response to injury as part of their studies of inflammatory bowel diseases. In mice with low levels of the antibody, the compound caused much more damage.
"The implications for mouse experiments are profound and could help us cut through some persistent sources of confusion," Stappenbeck said. "When we study mice, we have to account for the possibility that inherited bacteria and their genes could be influencing the trait we're trying to learn about."
According to Stappenbeck, one way to do this will be to stop housing experimental and control mice in separate colonies. This would help ensure that any inherited microbes that influence a trait of interest are present in both groups.
In the long term, Virgin expects the expanded model of heredity to produce a more complicated but also much more insightful picture of how human, bacterial and viral genes influence human health.
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Money in Aging Research, Part II
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Timmy Connors Bio
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Timmy Connors is a singer, musician, comedian, vlogger, and songwriter. He has gained popularity for his real-time videos and broadcasts on the live streaming and broadcasting site 'YouNow'. His videos have made sure that his channel '93 thetimmyconnors' has gained over 250k fans. He is also equally active on other social media channels including YouTube and Instagram. Some of his most popular original songs include 'Sanctuary', 'Blue Face Hunnids', and 'Me Against the World'. The music is heavily inspired by his personal life and struggles. He was also a megastar on Vine until the short-form video hosting service closed down in January 2017. Connors has been creating and writing music for a few years now and is yet to achieve mainstream success and popularity. Although three of his songs have been released on YouTube, Soundcloud, and Spotify, he has not released any album yet. He has mentioned on his live broadcasts on his YouNow channel that he is creating music and hopefully, will be able to release a full album in the near future.
Male Younow Stars
American YouNow Stars
Timmy Connors is one of those upcoming stars whose music career is on the rise. Having grown up as an orphan and later being adopted shaped the way he views the world and creates music. He started his career with covering songs by other artists on YouNow and YouTube. His talent was easily recognizable and he showed off his natural voice and musical ability on his live broadcasts. He also engaged in live video conversations with other YouNow stars like Kylee, Baby Ariel, and others. The videos helped him gain a substantial fanbase on YouNow. In addition to that, the YouNow star was an active member of Vine. His comedic shorts on Vine also helped fans connect to him and generate revenue for him to create original music.
Male Social Media Stars
American Social Media Stars
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In spite of his major social media status, the singer has only started releasing original music since 2016. His musical genre is 'Hip-Hop / R&B'. He collaborated with EM3 on the song 'Dedicated' which was released on June 19, 2016. The song was a massive indie-hit. Timmy Connors released the song 'Blue Face Hunnids' on YouTube, on August 31, 2017. The song was also released on Soundcloud and Spotify as well. It has been immensely liked by his fans and inspired him to release his second single 'Me Against The World' on October 6, 2017. The song was a bigger hit and the showcased his unique R&B style of music.
On October 21, 2017, the young singer-songwriter released the song 'Sanctuary' and the song has been gaining in popularity and fans have been active in raising the exposure of the song in mainstream media. He was also a member of the group '5quad' along with Zach 'BruhitsZach' Clayton, Nick Bean, Rudan Custodio, and Edwin Burgos.
Timmy Connors was born on January 20, 1998, in California, U.S.A. He was an orphan and was adopted by a family. Nothing is known about his biological parents. In his personal life, he has struggled with creating his own identity and loyalty issues. His approach to life has been hugely influential to his music. The lyrics from his hit song 'Me Against the World', ''Everyone left my life and now I'm doing great / Everyone left my side n now I'm doin thangs / U can't relate'', reflect that ideology. He dated a girl named Mackenzie but the couple broke up.
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Last Updated : December 28, 2017
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21st Century | Celebrity Names With Letter T | Male Celebrity Names With Letter T


I'm writing a POSH clock script and was hoping you could give me a hint on how to refresh the Label box every 60 seconds. I've changed the label value to be my timer value ($sw.elapsed.minutes).
It currently only refreshes this val when I click on the label box directly.
Is there some other form tool that I should use for this besides the label box?


The spectacular spa amenity offers freshly harvested local herbals and sea plant resources to serve a pure Maldivian spa experience. Park Hyatt Maldives Hadahaa offers rich interiors with native timber and stone constructions.
Park Hyatt Maldives Hadahaa offers the best stay at Maldives with luxury amenities and bespoke services. Featuring 50 villas, over water and land with floor to ceiling windows offering uninterrupted breathtaking views and doors opens to greenery private gardens or outdoor terrace. In Park Hyatt Maldives, complimentary Wi-Fi access is available in all villas and public areas of the resort.


Why does my hair stink?
We've all been there before: Our hair stinks and we're totally embarrassed by the odor! Well, why does our hair start to smell bad? The obvious answer is poor hygiene – not washing your hair enough – but did you know that over-washing your hair also causes your hair to stink?
Our scalp naturally produces protective oils. When you over-wash your hair, you strip your hair of these vital oils. As a result, your body basically goes into overdrive by producing more of these protective oils to compensate. These oils both create and capture foul odors. So washing your hair excessively can be as much of a culprit in hair stink as not washing your enough!
What happens when you don't wash your hair enough? First off, all of us have bacteria that live on our skin and our bodies. When we go extended periods of time – about three days or more for most of us – without shampooing and conditioning our hair, these bacteria begin to die off and mix with the natural oils that have accumulated on our scalp and in our hair. Gross, right?! And not surprisingly the end result is a pretty nasty stink from our hair!
To prevent hair odor, you basically don't want to wash your hair too much or too little. In between washes, we suggest using a hair refresher like kerabotanica. kerabotanica products revive and renew your hair, giving you a clean, fresh scent with a pop of moisture while controlling frizz. They're the best haircare products for instant life in your hair both in between washes and when you're in a rush. Whether headed to the office, a date, girls night out, or just for a rapid refresh, kerabotanica's got your back—and your hair—24/7!
Want to learn all about hair care? Wondering what the best beauty tips are for hair on fleek? Sign up for kerabotanica email newsletters and you'll never miss a post!


FlameShieldä rectangular and triangular profile tapes meeting Rockwell International ST0130RB0078 specification are used for a variety of critical electrical wiring and cable splicing and protection jobs. Especially suited for aviation and marine environments, as well as outdoor weathering environments.
Provides superior electrical insulation with a minimum of 300 volts per mil (.001") of tape thickness at 365°F / 180°C. A 20mil tape therefore provides 6000 volts per wrap of insulation value.


Recent market research shows that while nearly 90% of executives surveyed feel the Industrial Internet of Things (IIoT) is critical to their companies' success, only 16% have a comprehensive IIoT roadmap. The new Cumulocity IoT portfolio aims to address this gap by offering self-service IoT solutions to enable organizations to develop their own IoT applications and solutions.
Cumolocity IoT is geared to meet the needs of two distinct groups in the IoT market, says Software AG: companies using IoT to enhance their own products and services; and IoT service providers seeking to build and commercialize an IoT platform.
The Cumulocity IoT portfolio operates at the edge, in the cloud or on premise – giving total customer freedom and choice in designing, building, deploying and upgrading enterprise IoT platform, solutions and services. It includes pre-packaged solutions such as Condition Monitoring, Predictive Maintenance and Track & Trace, as well as quick and easy device and sensor management, thus bringing the worlds of IT and operational technology (OT) together. According to the company, this freedom of choice allows for faster IoT innovation and adoption at a customer driven pace: from streamlining and efficiency of enterprise production processes – through total customer interaction and increased retention – by developing digital business models and the smart products and services demanded by today's digital markets.
Cumulocity IoT brings together the benefits of Software AG's Digital Business Platform and the original Cumulocity products portfolio into a single IoT portfolio, taking advantage of Software AG's integration, business process, analytics and machine learning capabilities.
"Cumulocity IoT is unique in that it provides enterprises with the ability to very quickly start limited scale, cloud-based IoT projects and, as their sophistication grows, be confident to build IoT platform and IoT services that will grow effortlessly with them," said Wolfram Jost, CTO, Software AG. "Enterprises can develop and implement IoT services at the optimal balance between risk and ambition, at their pace, at their choice."
Cumulocity IoT is already in use by leading technology companies like Deutsche Telekom, Gardner Denver, Octo Telematics, NTT Communication, and Reliance Group, he added.


Armin has been actively involved in the construction, development and management of commercial real estate for over 30 years. He is the founding Chief Executive Officer of Artis REIT, a position he has held since 2005. Armin obtained a Bachelor of Science (Civil Engineering) degree from the University of Manitoba. He is a registered professional engineer and holds a Master of Business Administration degree from the International Institute for Management Development (IMD) in Lausanne, Switzerland. Armin is a past director of Fortress Paper Ltd. (TSX:FTP), as well as the Bank of Canada, Canada's central bank.
Jim, a resident of Winnipeg, Manitoba, graduated from the University of Manitoba in 1976 with a Bachelor of Science degree. He joined Touche Ross & Co., Chartered Accountants and obtained his C.A. designation from the Institute of Chartered Accountants of Manitoba in 1981. Jim joined the Marwest Group of Companies in 1981 and served in various capacities with Marwest, including providing the role of Chief Financial Officer of Artis since its inception. Effective January 1, 2012 Artis internalized management, and Jim joined Artis as full time employee of the REIT. Jim has also served in a volunteer capacity on the board of directors of various charities and non-profit organizations.
Dave is the Executive Vice President – Asset Management, Central Region. With 38 years of commercial real estate experience Dave has an extensive background in leasing, property & asset management and valuation of commercial properties. He has held senior real estate positions with MTS Allstream Inc. in Winnipeg and PPM Canada (Prudential Assurance) in Toronto. Dave is a graduate of the University of Manitoba.
Prior to joining Artis, Frank was Vice President of Crown Property Management Inc. and responsible for business development, leasing, and property management of their Winnipeg portfolio. He is also a former Vice President and General Manager with Trizec Hahn as well as a Director of Real Estate Management with Oxford Properties Group. Frank graduated from the University of Calgary with a Bachelor of Commerce degree and has since earned both the Real Property Administrator (RPA) designation from BOMA and the Certified Shopping Centre Manager (CSM) designation from the International Council of Shopping Centres.
Philip is a Certified Public Accountant (CPA) with over ten years of experience in real estate transactions and related tax matters. Prior to joining Artis, he managed his own tax practice and various real estate opportunity funds focused on investments in Arizona. Philip holds a Master of Accountancy degree, a Bachelor of Science in Accountancy degree, a Bachelor of Arts in History degree, and is a member of Phi Beta Kappa.


text:
@implementation CLIColor
{
    CGFloat _red, _green, _blue, _alpha;
}

+(CLIColor *)colorWithCalibratedRed:(CGFloat)red green:(CGFloat)green blue:(CGFloat)blue alpha:(CGFloat)alpha
{
    CLIColor * color = [CLIColor new];
    color->_red     = red;
    color->_green   = green;
    color->_blue    = blue;
    color->_alpha   = alpha;
    return color;
}

- (void)getRed:(CGFloat *)red green:(CGFloat *)green blue:(CGFloat *)blue alpha:(CGFloat *)alpha
{
    if (red)    *red    = _red;
    if (green)  *green  = _green;
    if (blue)   *blue   = _blue;
    if (alpha)  *alpha  = _alpha;
}

@end

redpajama_set_name: RedPajamaGithub


If you haven't lived in Northern Ireland since 2012, where it is already a legal requirement then you are probably unfamiliar with what to expect and what impact these changes will have on you as a dog owner.
Below I have highlighted and answered some of the more concerning issues to put your minds at ease.
What effect if any will this have on my pet?
Of course your first concern is going to be the welfare of your beloved pet and this comes as no surprise. You needn't worry though, the microchips themselves are only as big as a grain of rice and getting microchipped is a very similar process to your dog getting an injection. If you did have concerns about your breed being particularly small you can choose to have a mini microchip which is often used for animals like birds and rabbits. The chips have a unique 15-digit code and are inserted under the loose skin at the back of the neck.
Note: A tagged collar with the owners name and contact details is still required for your pet when out in public.
How do I go about getting my dog microchipped and how often should I?
You can get your dog seen to by any vet and they will normally charge you around £20 – £30, some may also do it for you for free. Alternatively you can also check this calendar of free chipping events from http://www.chipmydog.org.uk to see if there are any free microchipping events near you.
Once chipped your canine will be with their chip for the rest of their life, the only thing you need to do is get in touch with your database if you change any of your details (failing to do so can result in a £500 fine).
What happens if my dog is not microchipped by the 6th of April?
If your dog isn't chipped by the time it is 8 week old this will mean that you are in fact breaking the law. If discovered that you do not have your pet chipped you will be given notice to comply with the law within 21 days otherwise facing a fine of up to £500.


Influencer marketing has become an essential part of marketing for many games today, and a vital source of growth for some. When should one make their game available for influencer coverage? How should one roll it out and what's the ideal timing to adopt business models such as revenue sharing and sponsorship? And most importantly, how can one avoid failure with reasonable expectations for this distribution channel? In this talk, Xsolla will discuss how to position a game for influencer success.


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Q: Can a Military-Grade wipe harm an SSD? I recently sold my 128GB Crucial M4 SSD (I have a much larger capacity OCZ SSD, which is faster), and need to wipe the drive.
I know that the 'toughest' wipe that can be done is a 35 zero-write military-grade 'nuke', which essentially wipes the data on the drive 35 times over.
I wouldn't normally bother with this secure-erase, but the drive contained classified high-security software files of my own creation, and I really do not want anybody else to gain access to the information.
There's rumors that just a single format will do it, but I've tested this and my drive-recovery software was able to find the files after the SSD was formatted.
No, I'm not going to destroy the actual SSD, since that'll be a waste of money, and the fact that I've already sold it for a fairly handsome price.
My question is, can a 35 zero-write wipe harm an SSD?
I will continue researching on how to wipe my data completely (I know that formatting just recreates the partition table, and doesn't remove the actual files), but I'm curious whether the 35 zero-write will harm an SSD in any way.

A: I've written an answer in the past on wiping drives. Its tangential to your question but there's no practical purpose in doing a 35 pass DOD wipe on a modern drive. The guttman method, which the DOD wipe is based on assumes you were wiping a drive with much bigger data domains than a modern drive, with unknown internal encoding.
As for damage, while 35 passes is quite a lot of writing, modern SSDs, even MLC and TLC drives quite happily handle thousands of cycles and terabytes of writes -There are many endurance tests floating around online such as this.While entirely pointless, this isn't likely to appreciatably reduce your  drive's lifespan. What you really want to do is a sata secure erase
- which tells the drive you want those sectors erased, and incidentally dosen't need 35 passes.

A: If you have a Linux machine, what you can do is write /dev/zero to the entire drive, then /dev/random and then /dev/zero, and in that manner you would first write 0s to everything (actually deleting the files), then random 1s and 0s, and then deleting THAT again, and that is more likely than anything to render data incomprehensible.

A: There's no reason to think that "wiping" would harm the drive any more than any other normal writing of data to the drive.  SSDs do have a limited life but the number of write cycles they will endure is in the millions, so 35 writes is insignificant.
The reason you could recover files after the 35 zero-writes is that it didn't write to the location where the files were saved.  SSDs distribute the writes to new locations rather than the same location where the previous data lives.  This is intended to keep the "wear" on the drive even.  To properly erase an SSD, you must erase the entire drive including space the file system considers empty.
See this question for more details: SuperUser - permanently delete files from a flash drive.

A: Actually, the best way of removing previous HDD/SDD (or whatever) data is getting the storage full. If you format the whole device and then you fill it with random data until there is no space left. There is no way someone could ever get to whatever data was before that. And you don't need any special tool for that.

A: You only did a "Format Quick" which only re-writes the partition tables.
You didn't really wipe anything, except the partition table.
A regular normal format would have over-writen the entire filesystem.
Even then the wear-leveling mechanism will probably leave about 5 to 10% of the data intact in the "reserved space". (Depending on the size of the reserved area and the exact algorithm used by the drive.)
In theory someone could recover information from that. (Good luck trying. Nobody has yet been able to reliably demonstrate that ability as far as I know.)
A DoD short (3 passes) wipe with a tool like DBAN will exercise every sector of the SSD sufficiently that also the reserved space will be completely overwritten at least once.
For an SSD that means previous content is destroyed beyond recovery.
(It's not like a harddisk where residual magnetic charge can remain on the platter, providing a faint "ghost" of the original value.)
This will not damage the SSD, it's just a bunch of writes, but you should not do it on the same SSD every day for an entire year.
By the way:
The 35 times overwrite "standard" was created in the 70's based on harddrive technology that was current at the time. Even then it was highly dubious if data was recoverable after more than 2 overwrites.
Since that time harddrive technology has come a long way. Density and complexity has gone up several orders of magnitude. And modern drives compress data as well.
To my knowledge nobody as ever been able to prove that any significant amount of data could be recovered after 3 writes. (At least not with public, verifiable, methods.)
IMHO: The NSA or some other spy-agency might have the means, but knowing what I do about harddrive and SSD technology I really don't think they stand a chance after 3 overwrites, regardless whether is a SSD of classic harddrive. On a classic harddrive they may get a few bytes here and there. On a SSD nothing.
Conclusion: A single pass wipe is good enough for 99.999% of all cases.
In your data is really valuable do a 3-pass DoD Short style wipe.
If you are really paranoid: Physically destroy the drive. Wanton destruction can be quite therapeutic :-)

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Prepare to protect the universe with your very own 7" Kid's Transforming Robot! Bound to be any kiddo's new favorite toy, this transforming robot turns into a fighter jet for optimal play. The robot comes in two different colors. Robots are sold in wholesale cases of 48 individually packed robots. Not recommended for use by children of ages three years and under.
Universe need saving? Look no further than this awesome robot! This super cool robot transforms from just a robot to an awesome fighter jet! Not recommended for use by children of ages three and under. Kid's Transforming Robot sold in a case of 48 individually packed units. Available in two assorted colors.


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Albert Bezançon (1879-1983), médecin français
 Henriette Bezançon (1875-1942), femme de lettres française.
 Jean-Noël Bezançon (1936-2014), prêtre catholique français
 Marie Léandre Henri Paul Bezançon (1847-1935), général de brigade français
 Micheline Bezançon (1922-), actrice française
 Rémi Bezançon (1971-), réalisateur et scénariste français

Patronyme français

redpajama_set_name: RedPajamaWikipedia