text:
Tales From Lehman's Crypt
LOUISE STORY and LANDON THOMAS Jr.
TOM OLLQUIST remembers Sept. 9, 2008 — the day Lehman Brothers laid him off — as if it were yesterday. "You're not going to believe it," he told his wife. "I was shot."
Six days later, so was Lehman Brothers. Federal regulators let the foundering firm slip into bankruptcy, a collapse that touched off the most perilous week of the financial debacle, after years of freewheeling lending, trading and regulation produced outsize losses that devastated the banking system and brought the economy to its knees.
For Mr. Ollquist, the implosion had direct consequences: he lost his job, his savings, and his dreams of kicking back and retiring soon to become a high school basketball coach. He now spends his days making cold calls and peddling bonds for a firm that few have ever heard of, missing the old days at Lehman when he sold mortgage securities to investors around the country.
It was a good job, one that, if it did not make him rich by the gilded standards of Wall Street, still enabled him to buy the nicest house on his block in Hempstead, N.Y., less than a mile from his childhood home. His job also made him a member of a Lehman unit whose handiwork helped lead to the demise of the bank he loved and to an economic unraveling worldwide.
"I have blood on my hands," Mr. Ollquist acknowledges, fiddling with several bracelets he wears, each with its own sentimental story, before he quickly ticks off a list of other parties he thinks are even more culpable than salesmen like him for the meltdown: regulators, senior executives, rival firms and traders who believed that their elaborate computer algorithms insulated them from risk.
As he wrestles with his conscience, Mr. Ollquist is just one among legions of former Wall Streeters who continue to move past, adapt to or struggle with an event that has been a personal and professional watershed for all of them. Their industry was certainly battered, but, for the time being at least, it has demonstrated more resilience than some analysts predicted a year ago.
While many ordinary Americans are still waiting for an economic recovery, the very worst fears of the financial industry — the nationalization of giant banks, tough new regulation, a second Great Depression — haven't materialized. The global panic touched off by Lehman's collapse has receded, thanks largely to all those bailouts and other government life support for banks and firms that were principal architects of the mess.
True, thousands of financial industry jobs have vanished and several of the country's best-known banks and brokerage firms have disappeared. Since a peak in 2007, the market valuation of the country's 29 biggest financial services firms has been cleaved by about half. But significant parts of Wall Street endure, and some firms are raking in handsome profits. Indeed, many bankers and traders are looking forward to big bonuses once again.
Some of those Lehman alumni who didn't manage to hang on to Wall Street jobs are still angry, bitter and confused; many others, like Mr. Ollquist, have moved on in their lives. The luckiest, like Ken Linton, a former Lehman trader, made enough money during the boom years to avoid having to think about their next paychecks. He spends his time flying jets. Others, unable to find banking jobs, are building new work lives. Jeff Schaefer, a former managing director, for instance, now owns a car wash and gas station in Florida. And, of course, there are those like Leslee Gelber, who is out of work, professionally adrift, and fearful that Wall Street will bounce back without her.
THESE people worked together and occupied pivotal positions inside Lehman's securitization machine, bundling, trading or selling packages of mortgages, auto loans and other financial products. They worked alongside hundreds of other colleagues who, for the most part, were white, male, college-educated, and in their 30s and 40s. Many of them had been at Lehman their entire careers, often for more than a decade.
The Lehman crew drank together, exercised together, vacationed together, dated one another, and kept constantly in touch day and night as they traded market information, gossip, and the ins and out of their personal lives. Once bound by the financial promise of their company stock, as well as a shared sense of professional purpose, they are now scattered far and wide, many of them tethered to parts of the banking industry that have survived or are regenerating.
Those who worked with Mr. Ollquist never made headlines. But when the firm's C.E.O., Richard S. Fuld Jr., and his deputy, Joseph Gregory, pushed Lehman to be the No. 1 mortgage house on Wall Street from the comfortable remove of the executive suite atop the firm's Seventh Avenue headquarters in Manhattan, it was on the trading desk, 28 floors down, that this vision was built — and where it disintegrated.
Yet few Lehman veterans, or their counterparts at other banks, blame themselves for the havoc their activities wrought. Instead, they point to the failures of regulators.
"From a policy perspective, the regulators have to step in," says Richard McKinney, who oversaw mortgage trading at Lehman and in the firm's last year, the bundling of mortgages and other loans. "It would be an awful lot to ask the Street to not look for revenue opportunities where their competitors are finding revenue."
Mr. McKinney left Lehman a month before the firm collapsed, to join a hedge fund. When asked whether he raised any red flags about problems in Lehman's mortgage business, he declined to discuss that, or any other aspects of his work at the firm. But he noted that financial companies are responsible for adequately managing their own risks.
Those much further down the corporate ladder from Mr. McKinney, including about two dozen people interviewed for this story, say they don't feel they deserve much blame for what happened at their firm. They were just following orders, they say.
"It is very human and understandable to feel the pressure of the time and respond accordingly," says Karen Brenner, a professor of business ethics and corporate governance at New York University. "These people were operating in a culture where this behavior was prized and rewarded. But I think it is too easy to say, 'They made me do it; I don't have to examine what I did.' These people are professionals with duties and obligations to clients."
Reluctant to shoulder what they see as an unfair measure of blame for their bit parts in the financial meltdown, many former Lehmanites also note that their firm's demise visited dizzying and life-altering setbacks upon them as well.
"I spent a long time being very angry," says Mr. Schaefer, the former Lehman executive turned gas station owner. "Angry for working so hard and doing so much. More importantly, for my family and all the time I was away traveling — the time I put in away from them. Now all that money I earned, the money paid in stock, is gone. I can't go back and remake it."
FLYING high in the New Mexican sky, Ken Linton gives little thought to the approaching anniversary of Lehman's collapse — or his role in it.
A senior trader on Lehman's mortgage desk, Mr. Linton evaluated mortgages that were later sliced and diced into securitized investments. In his 13 years working at the firm, Mr. Linton, 43, impressed many with his intelligence. A native of Northern Ireland, he had earned a doctorate in engineering and computer science before moving to the United States to create models for Wall Street.
In early 2007, Mr. Linton bought a small plane; it was just months before the mortgage market began to crater. His hobby seemed flashy and ego-driven to some of his peers. Asked about that, Mr. Linton says that "anyone who works in Wall Street has an ego; otherwise they would not be there."
When Lehman closed its origination business, Mr. Linton lost his job. Rich and single, he has pursued a life of leisure since then — sailing in his 37-foot boat, playing jazz trombone and, at the moment, taking a week to learn how to fly Russian fighter jets and gliders in New Mexico. He briefly considered attending culinary school.
Although Lehman laid him off in early 2008, his departure turned out to be a boon for Mr. Linton. Being forced out convinced him to bet against the firm's stock as a counterweight against the Lehman shares he still owned, which protected him when the stock's value plummeted. Combined with a well-timed sale of his Manhattan apartment and a stream of income from real estate investments, the moves gave him financial padding that frees him from job worries.
"I have been fortunate to have some nice toys," he says. "And they are all paid up. It's a nice situation to be in."
He recalls vividly the days in early 2007 at Lehman when his financial models began to throw up more warnings showing delinquencies and defaults, and he remembers colleagues on his desk raising questions about loan quality.
But he said the firm's ranking as the top loan originator on Wall Street, not to mention the pressures put on the desk by Lehman's growth-obsessed leadership, made it difficult for even the most senior executives to raise questions, even a senior vice president like Mr. Linton.
He says he has no qualms about his work at Lehman or its economic aftereffects. "Anyone at our level who had a different view from senior management would find themselves going somewhere else quick," he says. "You are not paid to rock the boat."
Across the country, in Lithia, Fla., Jeff Schaefer, who helped oversee mortgage originations as a Lehman managing director, is now running a Mobil gas station and a car wash. His office is the size of one of Lehman's broom closets. Time is punctuated by the ring-ding chime of people coming in and out of the heat for a Bud Light or frozen Icees, and the screen before him shows the store's images from security cameras — a far cry from the Bloomberg terminals that dotted Lehman's desks.
Just two years ago, Mr. Schaefer supervised sales at Aurora Loan Services, Lehman's mortgage-origination arm in Colorado. In the boom years, he led a 400-person team that stockpiled often-risky mortgages to disperse to the firm's financial engineers and salesmen. He used to talk with Mr. Linton three to four times a day to get his marching orders on mortgage pricing and credit standards. It was those conversations, he says, that helped him decide whether to require borrowers to document their income or whether to give them so-called no-doc loans.
It has been a year and a half since Lehman dismissed Mr. Schaefer, but still, when the 51-year-old father of two thinks of the money he lost in Lehman stock, "that's when the anger comes," he says. But his anger was tempered, he says, by conversations he has had with his former employees who are faring much more poorly than he is.
The fall of Lehman, he also says, has affected his wife as much as him. She crisscrossed the country with him and their children to advance his career, bouncing from Texas to Florida to Colorado. So when he decided to buy a car wash, he let her choose their next destination, Florida.
Too many people, he says, blame firms like Lehman, but he says all that Lehman did was create a product that investors were demanding to buy from the firm.
"How do you blame us? A lot of what we did from an origination standpoint was based on investors' appetite," he says. "Do you think we would just go out and say, 'I think we're going to do $100 million in no-doc loans?' "
Mr. Schaefer says he isn't ashamed of his Lehman work, but he doesn't bring Lehman up when he meets neighbors in Florida. He also still encourages his college-age son's goal of becoming a trader, a dream hatched in visits with his father to Lehman's mortgage desk in New York.
His wife recently asked him whether he'll ever dive back into the securities business.
"I don't know," he says. "You know what I miss? I miss the pressure. That's what I love. I love the pressure. I just don't have that here."
IN some ways, daily life seems barely different for Mr. Ollquist. He's back doing what he has done for a quarter-century: selling. But this time he's marketing plain-vanilla bonds at a little-known, Swiss-owned firm named Tradition instead of circulating collateralized debt obligations for Lehman.
His train from Long Island leaves 11 minutes later than his old one. The trading floor still hums. His mascot — a stuffed moose — still looks down as he works the phones. And weekends are free for golf at the Hempstead Golf and Country Club.
But sometimes, it all comes back. He slips and answers his phone "Lehman!" He walks by Lehman's old headquarters and is still surprised to see the building lit up in Barclays blue — the colors of the firm that acquired parts of Lehman in bankruptcy — rather than Lehman green. He says he will steer his oldest son, who just left for college, away from a Wall Street career. The Street, he says, no longer offers the opportunities it once did.
A salesman's smile appears when he is asked about his regrets. He's 45 and had hoped to retire at 50 to become a coach. That will have to wait a bit. His wife, he says, recently finished secretarial school, and he hopes she can add to their income. He says his Lehman stock was worth $6.5 million at the start of 2008. Its value fell to just pennies when Lehman filed for bankruptcy.
People close to him sense a sadness in Mr. Ollquist. His older brother, John, who retired from Lehman in 1997, can hardly remember the name of the Swiss firm Mr. Ollquist works for now.
"What the heck is the name of that place? Oh yeah, Tradition," said John Ollquist, who refers to his younger brother by his nickname, Moose. "It's a different kind of firm, you understand, from Lehman Brothers. People don't call Tradition. Moose has to go out and say, 'If you like these prices, I can get them.' At Lehman, he could say, 'We own them; we can sell them to you for this price.' I don't know if it's better or worse, but it's probably harder."
For Leslee Gelber, though, there is no doubt: life is getting harder by the day. Her fortunes twisted later than others who lost their jobs before Lehman collapsed.
Last year at this time, in fact, Ms. Gelber felt like a winner. She was one of three survivors in a banking unit that had laid off 22 people in 10 months. Forty-three years old and single, she had made it in a male-dominated world, often taking on much larger workloads than her peers.
She thought Lehman would make it, and so would she. "We felt like we were lucky to have survived," she recalls.
But on the morning of the bankruptcy filing, her life fell apart. Walking into work, she turned to an Associated Press reporter and said what many of her colleagues feared: I've got no job prospects. Her words were blasted everywhere, even in newspapers in her native Montreal.
The next months were anxious for most people sitting inside Lehman's building. Barclays had taken over and the firm took weeks to decide who would make the cut. Barclays dismissed Ms. Gelber in January.
She immediately threw herself into the job hunt, blasting scores of résumés to employers and government agencies like the Federal Deposit Insurance Corporation. She took three business school classes and several seminars. She hired a tutor to teach her a mortgage computer system. Chipper, energetic and organized, it seemed just a matter of time until someone would snap her up.
Almost no one called. Her business — the purchasing of mortgages to bundle — is still moribund. Though she wants to stay in New York, she is applying to jobs across the country, hoping she will catch someone's eye. She's open to change, but she has found that no one wants talk with her about jobs outside her area of expertise. She says she is still optimistic that the mortgage markets will rebound.
The gym has become Ms. Gelber's haven. She takes a spinning class and goes running. It helps keep her sane, she says.
"To not have a job doesn't feel good," she says. "I like going to the office, having structure in my life."
She's tried to spend more time volunteering, but several hospitals have told her they have no room for additional volunteers. She's tried to network at conferences, but the conferences, which are pricey, are often half empty.
The hardest part is all the downtime, she says. When she's not in classes or at the gym, she's in her apartment surfing the Web for jobs. She has forgone any big vacations this year because she says she "won't enjoy it, knowing I don't have a job."
The year has been by far the hardest of her life, she says, even harder for her personally than after the Sept. 11 attacks that convinced Lehman, which was once located near the World Trade Center, to move its headquarters uptown. She said she was home sick that day and did not lose anyone she knew. So for her, life moved on, because Lehman moved on and she had a place.
The battle now, she says, is a lonely one. "It's mental," she confides.
"I can't sit home like this," she continues, her voice rising. "I want to work. Lehman was who I was. I really loved it there. I was proud to be there."


לוט 27 אסימונים "כל העולם"
Lot of 27 tokens "all the world"
Ottoman banknote, IAO 1 lira, AU cond.
Lot of world coins, 2.5 kg.
Silver coin, Streits Settlements IAO 50 cent, 1897, VF-XF cond.
King George III of England token, 1768, "In memory of the good old days"


text:
Q: How to update an objects rotational pivot after change in position When i use the "w" key to move my object and then pres the "x" key to rotate it, my object rotates around the world origin rather than its own center. How do I update the objects pivot after the move? I've seen a few questions and answers on this where its stated to use geometry.center(), however, this doesn't work for me.
var tMatrix = new THREE.Matrix4()
var radian = 5*Math.PI/180
function keyDown(event){

    if(event.key == 'x'){
        r5 = Math.cos(radian);
        r6 = -Math.sin(radian);
        r8 = Math.sin(radian);
        r9 = Math.cos(radian);
        tMatrix.set( 1, 0, 0, 0,
                    0, r5, r6, 0,
                    0, r8, r9, 0,
                    0, 0, 0, 1 );
        mesh.applyMatrix4(tMatrix);

    }

    if(event.key == 'w'){
        tMatrix.set( 1, 0, 0, 0,
                    0, 1, 0, 1,
                    0, 0, 1, 0,
                    0, 0, 0, 1 );
        mesh.applyMatrix4(tMatrix);

    }
}

var pivot = new THREE.Object3D();
let loader = new THREE.STLLoader();
var material = new THREE.MeshLambertMaterial({color: 0x818181});

loader.load('STL/test.stl', function (geometry) {
    mesh = new THREE.Mesh(geometry, material);
    scene.add(mesh);
});

window.addEventListener("keypress", keyDown);

A: Okay, I solved the problem by just getting the position of the object before I rotate it, and then set the position to its original after the new matrix has been set.
if(event.key == 'x'){
    x = mesh.position.x;
    y = mesh.position.y;
    z = mesh.position.z;

    r5 = Math.cos(radian);
    r6 = -Math.sin(radian);
    r8 = Math.sin(radian);
    r9 = Math.cos(radian);
    tMatrix.set( 1, 0, 0, 0,
                0, r5, r6, 0,
                0, r8, r9, 0,
                0, 0, 0, 1 );
    mesh.applyMatrix4(tMatrix);
    mesh.position.set(x,y,z);
}

redpajama_set_name: RedPajamaStackExchange


I once worked with a VP who was at the tail end of a situation that had gotten out of hand. Six months prior, one of his senior directors—who I'll call Shari, had been diagnosed with breast cancer. Although she continued to work throughout her treatment, her performance suffered and team members had to take on extra work. My VP wanted to be as accommodating as possible and so he didn't say anything.
Just as Shari was on the mend, her husband was in a car accident and as a result needed extensive back surgery. Shari still claimed she didn't need time off and could handle her responsibilities while tending to her husband. Not wanting to add insult to injury, my VP still said nothing as more deadlines were pushed. At this point his team was really showing signs of frustration and resentment. My VP was at the end of his rope.
Life is hard. Parents, spouses, and children get sick. Backs go out. The stomach flu makes the rounds of the office and then goes home to the family. Cars break down, basements flood, and everyone occasionally gets out on the wrong side of the bed. And isn't it great to have a boss who gives you the benefit of the doubt when you have to run out of the office to deal with an emergency? Don't we wish we all had a boss like that?
But when deadlines and quality suffer, and the team is becoming aggravated that someone's poor performance isn't being addressed, things have gone too far.
As a manager, you really do have to be kind and understanding when people go through rough times. But you also need to balance sympathy for the needs of an employee with common sense about the needs of the team and the business.
Be sure each person on the team has a complete understanding of their individual responsibilities, tasks, goals, and deadlines. The more clear these are, the more evident it is when one person is picking up the slack for another whose performance has dipped.
The company has rules for sick days or paid time off for a reason. Use these rules and involve HR before you get in over your head. If a rule doesn't exist that covers your situation, create one. Come to an agreement with your employee that you both can stick to. For example, let's say someone comes in late three times and then admits it's because her family got a new puppy and she hasn't figured out how to work it into the family routine. You could agree to have her come in an hour late a couple of days a week and make up that extra hour from home on those evenings. Everybody wins.
Watch for resentment on the part of other team members if one employee is perceived as getting special treatment because of a family emergency. If this scenario crops up, put it on the table to discuss with the team. Brainstorm as a group how to best support the team member in need.
As leaders, we all want to be seen as compassionate and fair. But if a manager is too flexible, even a dedicated employee may perceive it as a weakness that can be exploited. Discuss the situation with the employee involved and include the whole team if necessary. Be clear with everyone about performance standards, what leeway is allowed in a pinch, and what the options are if a person's situation warrants extra help, planning, or intervention. Don't stop being nice. Just be nice—and smart.
As usual, this blog is chock full of useful information. There's a fine balance between showing compassion as a leader and allowing someone's misfortunes to drag the entire team down. I believe the key is in identifying patterns of behavior as Madeleine states, and then addressing the behaviors clearly and kindly. Thanks again for a wonderful blog!
The Leader should know when to take control so that team is in harmony. Totally agree with the idea about discussing the situation with the team and letting them help come up with the solution to help the team member in need. This way, no one will feel that the team member is being given special treatment.


text:
Page (216)
Blank form (1)
Directory of Southampton and neighbourhood, including Romsey, Netley (Hound), Netley (Totton), Bitterne, Sholing, Bishopstoke, Eastleigh, Woolstone, Shirley, Freemantle, Millbrook, Redbridge, and all villages within seven miles of Southampton (1)
Illustrated handbook to Southampton (2)
Invoice H.M.Gilbert & Sons, copy of Court Leet Records (5)
John Adams' Southampton Almanac (5)
Kelly's Directory of Southampton and neighbourhood. Second Editiion (4)
Kelly's Southampton and nieghbourhood Directory for 1920 (10)
Ledger (1)
List of Charters, Letters patent, and other muniments, of the Corporation of Southampton (2)
MS137/AJ37/1/22 Secretary's agenda books 1935-9 (9)
MS137/AJ37/1/5 Council minute book Jan 1931-Nov 1945 (39)
MS137/AJ37/14/1/1 Letter books, home series 1920-8 (1)
MS137/AJ37/14/2/1 Letter books, overseas series 1921-6 (2)
MS137/AJ37/14/2/2 Letter books, overseas series 1926-34 (7)
MS137/AJ37/4/5 Executive committee 1910-42, 1943-4 (25)
MS137/AJ37/4/6 General purposes and foreign 1943-4 (42)
MS137/AJ95/150/7 (16)
MS137/AJ95/ADD2 Council minute book Oct 1881-Jun 1895 (11)
MS137/AJ95/ADD3 Council minute book Jul 1895-Dec 1909 (17)
MS137/AJ95/ADD5 Executive committee Oct 1881-Sep 1889 (1)
MS137/AJ95/ADD6 Executive committee Oct 1889-Nov 1909 (33)
Paul Brothers' Southampton Guide (1)
Ponsonby (107)
Post Office Directory of the Borough of Southampton and the neighbourhood Comprised in The Postmaster's District. Compiled by William Cooper Chief Clerk in the Southapton Post Office. 1843 (3)
Relics of Old Southampton (8)
Southampton Catholic Magazine (1)
Southampton Pictorial (7)
The Post-Office Directory of the Borough of Southampton and the neighbourhood comprised in the Postmaster's official District (2)
MS137/AJ37/14/2/1 Letterbook (overseas series) for M.Duparc, Secretary of the Anglo-Jewish Associati...
MS137/AJ37/14/2/1 Letterbook (overseas series) for M.Duparc, Secretary of the Anglo-Jewish Association

redpajama_set_name: RedPajamaCommonCrawl


Samsung may be planning a larger Galaxy S8 Plus model featuring a 6-inch display, according to speculation emanating from the company's South Korean homeland.
A report from Naver (via SamMobile) suggests Samsung will release two variants of the Galaxy S8, adding to the current 5.1-inch iteration.
According to the report Samsung has now asked suppliers to put the panels into production ahead of the 2017 launch.
Considering the Galaxy Note range has traditionally played home to Samsung's largest flagships, such a move would be a surprise.
Indeed, these rumours should probably taken with a punch of salt right now.
However, given Galaxy Note fans are short a large-screened option following the Note 7 debacle, it's not out of the question Samsung would seek to provide those folks with an alternative.
Regardless of the display size, it is thought Samsung might make its dual-edged display standard for the Galaxy S8 series, negating the need for an 'Edge' model.
Right now there are so many conflicting reports we won't know for sure until Samsung reveals the Galaxy S8, which makes a refreshing change.
Would a 6-inch Galaxy S8 be on your New Year shopping list? Share your thoughts below.


text:
Q: how to force blocks of code to execute in redshift sql? Our company runs our biz database on Amazon redshift sql.
Each of us have large blocks of sql code to run.  In order to avoid over-straining the system, we would like to have a way to force blocks of our code to execute before the next part of our code commences.
It looks like simply putting "go" in the passages of SQL code may achieve this, like so.
some SQL statements;
some SQL statements;
go
some more SQL statements;
some more SQL statements;
go
..ad nauseum.
Is that right, or should we try something else?  We're all ordinary end users; none of us have admin privileges.
Thanks for your advice!

A: As far as I understand your question: your SQL blocks execution have to be managed by Orchestration/ETL/Job scheduler tool like Amazon Data Pipeline for example or use some custom made locking mechanism. Anyway your admin can create Redshift queue for you that will allow limited number of parallel executions and limit resources for your user only.


text:
using BusinessLogic;
using Microsoft.VisualStudio.TestTools.UnitTesting;
using System;
using Entities;
using System.Messaging;
using Phantom.PubSub;

namespace UnitTests
{

    ///
    ///This is a test class for UserManagerServiceAdaptorTest and is intended
    ///to contain all UserManagerServiceAdaptorTest Unit Tests
    ///
    [TestClass()]
    public class UserManagerServiceAdaptorTest
    {

        #region Additional test attributes
        //
        //You can use the following additional attributes as you write your tests:
        //
        //Use ClassInitialize to run code before running the first test in the class
        //[ClassInitialize()]
        //public static void MyClassInitialize(TestContext testContext)
        //{
        //}
        //
        //Use ClassCleanup to run code after all tests in a class have run
        //[ClassCleanup()]
        //public static void MyClassCleanup()
        //{
        //}
        //
        //Use TestInitialize to run code before running each test
        //[TestInitialize()]
        //public void MyTestInitialize()
        //{
        //}
        //
        //Use TestCleanup to run code after each test has run
        //[TestCleanup()]
        //public void MyTestCleanup()
        //{
        //}
        //
        #endregion

        ///
        ///A test for Create this tests the entire usecase fo a create action
        ///It creates a UserManagerServiceAdaptor that handles the publishing of
        ///a message to the pubsubchannel, and it save the data to a database
        ///
        [TestCategory("IntegrationMsmq"), TestMethod()]
        public void CreateTest()
        {
            UserManagerServiceAdaptor target = new UserManagerServiceAdaptor();
            User umToUpdate = new User();
            umToUpdate.FirstName = "X";
            umToUpdate.LastName = "LastName";
            umToUpdate.UserName = "XLastName2";
            TestHelper.SetUpCleanTestQueue();

            target.Create(umToUpdate);
            //need to assert something
        }

        [TestCategory("IntegrationMsmq"), TestMethod()]
        public void CreateUserUsingDependencyInjectionTest()
        {
            TestHelper.SetUpCleanTestQueue();

            var queueProvider = new MsmqStoreProvider<User>() as IStoreProvider<User>;
            var PubSubChannel = new PublishSubscribeChannel<User>(queueProvider) as IPublishSubscribeChannel<User>;
            PubSubChannel.AddSubscriberType(typeof(TestSubscriberZZZ<User>));
            UserManagerServiceAdaptor target = new UserManagerServiceAdaptor(queueProvider, PubSubChannel);
            User umToUpdate = new User();
            umToUpdate.FirstName = "X";
            umToUpdate.LastName = "LastName";
            umToUpdate.UserName = "XLastName1";

            target.Create(umToUpdate);
            //need to assert something
        }

        [TestCategory("IntegrationMsmq"), TestMethod()]
        public void CreateUserUsingConstructorParametersTest()
        {
            TestHelper.SetUpCleanTestQueue();

            var queueProvider = new MsmqStoreProvider<User>() as IStoreProvider<User>;
            var PubSubChannel = new PublishSubscribeChannel<User>(queueProvider) as IPublishSubscribeChannel<User>;
            UserManagerServiceAdaptor target = new UserManagerServiceAdaptor(queueProvider, PubSubChannel);
            User umToUpdate = new User();
            umToUpdate.FirstName = "X";
            umToUpdate.LastName = "LastName";
            umToUpdate.UserName = "XLastName";
            umToUpdate.UserName = "XLastName4";
            target.Create(umToUpdate);
        }
    }
}

redpajama_set_name: RedPajamaGithub


Marsh Industries Ltd is an UK manufacturing company catering the domestic, commercial and industrial off mains drainage markets. Our domestic sewage treatment plants range in size from 6PE-50PE populations. From our state of the art facility in Bridgwater, Somerset, Marsh Industries can now manufacture larger Sewage Treatment Plants, Pump Chambers and Flood Attenuation Tanks.
All of our products are designed and certified to British and European standards and are manufactured using 100% GRP and resin (no fillers eg: chalk are added during production) this creates one of the strongest product ranges within the industry.
The dedicated contracts team design all commercial and industrial tanks using our in house computer design programme, Gaia. This system, which was created in collaboration with a leading UK university, allows Marsh to quote each project to meet specific site requirements. A range of tank diameters are on offer allowing the customer to have the final say on their tank, this often aids installation and can reduce costs.
We completed our product portfolio in early 2017 with the launch of the Hydroil Separator range meaning we can offer a solution for every off mains drainage problem.
Please come visit us during the show if you would like to find out more about what we can do for you!


Use AMS augers to dig holes that fit most termite bait stations. Their bits and cutting heads help pull the auger into the ground with each twist of their handle. Regular augers are used in most soil conditions; mud augers are designed for moist and sticky soils. Dutch augers will help you get through heavily rooted areas, while open-faced augers feature an aggressive cutting head for muds, clays and hard soils. AMS' one-piece open-faced auger has a total length of 52 in.


text:
Q: How to fill color to Html? How to fill different random color to all different p tag in Reactjs
function App() {
  return (

Hi

Hello

Cool

Demo

  )
}

A:   import React, { Component } from 'react'

export default class Try extends Component {

    getRandomColor() {
        var letters = '0123456789ABCDEF';
        var color = '#';
        for (var i = 0; i < 6; i++) {
          color += letters[Math.floor(Math.random() * 16)];
        }
        return color;
      }
    render() {
        return (

Hi

Hello

Cool

Demo

          )
    }
}

Output:

A: You can try this approach based on this gist.
You can see it working here: https://codesandbox.io/s/random-paragraph-colors-npdlp
function App() {
  const randomColor = () => {
    return "#" + Math.floor(Math.random() * 16777215).toString(16);
  };

  return (

Hi

Hello

Cool

Demo

  );
};

Similar case here:
How to change each word color in react content
More about styling in react:
https://reactjs.org/docs/faq-styling.html


Kate grew up in North Carolina but came to New York to pursue a Master's degree from NYU. She was first drawn to yoga during a time when she was living very much in her head and not grounded in her body. Yoga gave her an opportunity to feel what living in your body truly means. It also allowed her to trust herself on a deeper level because of more difficult poses like inversions and arm balances. She is thrilled to share her passion and love of movement with her clients.
In her free time, aside from practicing yoga, she loves to box, ski, and read.
In college and graduate school I was headed towards a career path related to the Middle East and nonprofit work. Halfway through my graduate program I realized that maybe my love of yoga outweighed my passion for nonprofit work in the Middle East. After a few years of trying to find a job in the nonprofit world I decided to take a completely different career path and embark on my yoga teacher training journey not knowing what lay ahead of me. Within a year of teaching I was teaching 14 classes a week, and it's still growing. I took a chance and succeeded and feel extremely proud of what I accomplished.
Why do you feel personal health and exercise are Important?
We can live so much of our life in our heads without experiencing what is in our bodies. What drew me to yoga was this discovery that I was trapped in my head and not living in my body. Yoga gave me the opportunity to exist within my body, which was a new feeling to me. I think this is important for myself and when I teach I want my students to leave feeling more grounded and with a deeper trust in their bodies.
If I could go anywhere in the world I would go back to Amsterdam. I studied abroad there my junior year of college and I loved biking over the canals at night. There was a tiny cheese shop down the street from me and my favorite thing to do was go in and try all the unique cheese like pesto cheese and sun dried tomato cheese. There are beautiful parks to bike through and have a picnic in right by the area of the city with museums. The Rijks museum was mostly closed for renovations when I was there so I'd love to go back and see the rest of the collection. I also spent hours in the Van Gogh museum and probably could have spent more time there as well. I never got a chance to go to the large tulip fields and would love to return to see those. My boyfriend was an art major and is an artist who loves Van Gogh so I would go with him and share these things about Amsterdam that I love.


text:
In a world full of elves, woodwose, gargoyles, and brownies among others, humans can't help crossing paths with all of the magical species. Well, everyone except Avril. She manages to avoid all elves. Then one day, her master orders her to steal a dagger from the very elf she wishes to evade most, the elven spymaster of Eldarlan. Bound by her indenture, she has no choice but to obey. She plans a swift sneak-and-grab mission, but things go awry.
Illeron knows more than any elf should. The gathering, analyzing, and disseminating of information consumes his life to the point his brother suggests he needs a distraction. So, when a human woman breaks into his study to steal his dagger, he seizes the opportunity and offers her a bargain she can't refuse. And a fate he never imagined.
The Elven Spymaster's Thief is a light, fantasy romance novella full of banter, flirting, and fun romantic moments. It features an opposites-attract romance between a human girl and a smoldering elf lord with a bit of a culture clash thrown in for fun.
In a world full of elves, woodwose, gargoyles, and brownies, shadow elves are the most feared. Casimir, brother of the elven king's spymaster, is constantly reminded of this reputation in his service to his brother and his king. Now, dying slowly at the hands of a crazed magus, he holds no hope of rescue. Who would risk their life for a nightmare like him?
Veta lives to protect her younger half-brother, so when their village is raided, she exchanges her life for his. Dragged into a magus' horrifying workroom in the depths of his fortress, she comes face to face with a nightmare, a shadow elf. However, tortured and dying, he clearly poses no danger. That is until he offers her a bargain.
The Shadow Elf's Rescuer is a light, fantasy romance novella with a romance between an attractive and intense warrior elf and a courageous human girl. It features forbidden friends to lovers, kidnapping, peril, and an accidental bond.
The King of Eldarlan hates parties. Superficial conversations and social niceties never come easy for him. When cursed to host human princesses at a party every night, he considers it mild torture until an unusual princess appears one night. Wrapped in a worn robe with bare feet and tousled hair, she intrigues him immediately
Kate had been a princess only a matter of hours before being pulled from her bed by a magical spell. It drops her in an enchanted garden populated by silent elves and princesses of various ages. Attempting to avoid the unsolicited advice of her new peers, she retreats to the dark hedge maze where she encounters her host.
The Elf King's Sacrifice is a light, fantasy romance novella with a romance between a powerful elf king and an unusual human princess. It features friends to lovers amid curses and chronic illness. Also included is a marriage of necessity, an adorable puppy, and a relaxed alpha hero.


text:
Corythoichthys insularis is een straalvinnige vissensoort uit de familie van zeenaalden en zeepaardjes (Syngnathidae). De wetenschappelijke naam van de soort is voor het eerst geldig gepubliceerd in 1977 door Dawson.

Zeenaalden en zeepaardjes
IUCN-status niet bedreigd

redpajama_set_name: RedPajamaWikipedia


text:
Mason–Dixon line facts for kids
Map of the original Mason–Dixon line
The Mason–Dixon line, also called Mason's and Dixon's line, originally determining the border between Maryland and Pennsylvania, was surveyed and marked between 1763 and 1767. Two English surveyors, Charles Mason and Jeremiah Dixon, were hired by the Penn and Calvert families to settle a border dispute. In 1760 the British crown, tired of the violence between the two colonies, demanded the dispute over the border between Maryland and Pennsylvania be settled according to an agreement made in 1732. The line the two surveyors came up with was so accurate it is still considered a marvel. GPS measurements show the line to be off by an inch or less in places and no more than 800 feet (240 m) in others.
Slavery and the Mason-Dixon line
One of the original markers, this one in Adams County, Pennsylvania
England's Secretary of State under James I of England was George Calvert. When he decided to publicly announce he was a Catholic in 1625, English law required him to resign his position. The king made him an Irish baronet with the title of "Lord Baltimore". Calvert was one of the investors in the Virginia Company but was not allowed to go to the Virginia Colony because of his religion. Now retired and with time on his hands, Calvert turned his attention to overseas plantations. A wealthy man, Calvert started his own "Avalon" colony in Newfoundland. But by 1629 Calvert lost interest. He then convinced Charles I of England, James's successor, to give him a land grant to start the colony of Maryland. The king gave Calvert and his son everything north of the Potomac River to the 40th parallel and everything from the Atlantic Ocean to the source of the Potomac. The first Lord Calvert died in 1632. His sons went on to found the Maryland colony. On May 27th, 1634, Leonard Calvert with about 300 settlers arrived at St. Mary's City, Maryland on the Chesapeake Bay.
William Penn, a leading member of the Religious Society of Friends or Quakers, was one of those who was granted the colonial province of West New Jersey in 1677. While colonists settled there, Penn remained in England. Charles II of England owed Penn's father a large loan which at the elder Penn's death the king settled by granting Penn a large area of land "Sylvania" (Latin for woods) west and south of New Jersey. Charles renamed it Pennsylvania in honor of Penn's father. Perhaps Charles II was glad to have a place to send political outsiders like Penn that was far away from England. Issued on March 4, 1681, the boundaries of Pennsylvania were:
...all that tract or part of land in America, with the islands therein contained, as the same is bounded on the east by Delaware River, from twelve miles distance northward of New Castle Town, unto the three and fortieth degree of northern latitude, if the said river doth extend so far northward; but if said river shall not extend so far northward, then by the said river so far as it doth extend; and from the head of the said river, the eastern bounds are to be determined by a meridian line, to be drawn from the head of the said river, unto the said forty-third degree. The said land to extend westward five degrees in longitude, to be computed from the said eastern bounds, and the said lands to be bounded on the north by the beginning of the three and fortieth degree of northern latitude, and on the south by a circle drawn at twelve miles distance from New Castle, northward and westward unto the beginning of the fortieth degree of northern latitude, and then by a straight line westward to the limits of longitude above mentioned.
Map indicating the area of Cresap's War
In 1682, an error in surveying placed Philadelphia inside the lands granted to Maryland. The two charters had overlapped. The Calvert family in Maryland demanded Philadelphia become a part of Maryland. The Penn family defended the error and in 1729 established Lancaster County, Pennsylvania partly in defense of the error.
Maryland hired a ruffian named Thomas Cresap to force the issue. He and his armed followers moved up the Susquehanna River from Havre de Grace, Maryland to the 40th parallel settling on the west bank of the river. From there they began harassing their Pennsylvania neighbors. They killed livestock and tore down fences. In 1732 the hostilities quieted down when the two colonies reached an agreement. But Lord Baltimore went back on the agreement two years later. Cresap and his men resumed raiding farms and telling Pennsylvania Quakers that if they wanted it stopped they would pay the taxes they owed Maryland.
The closest the dispute ever came to being a "war" was on November 23, 1736. A group of Scots-Irish men led by the Sheriff of Lancaster attacked Cresap's men. The Maryland ruffians were defeated with one being killed. Cresap was arrested and taken to Philadelphia. He remained in prison until August 1737 when the King ordered his release. He also ordered the two colonies to settle their dispute in the courts and not by fighting. An English high court ruled in 1750, in favor of Pennsylvania. The court stated that Maryland forfeited its charter rights when it agreed to the compromise in 1732. The new border was now at 39 degrees, 43 minutes, 26.3 seconds, north latitude based on the survey by Mason and Dixon.
In 1781, Pennsylvania abolished slavery. The original line became the rough dividing line between Southern slave states and Northern free states. The exception was Deleware which remained a slave state up to the American Civil War. Fifty years later the Missouri Compromise of 1820 established a line extending the Mason–Dixon line westward to the Ohio River. Then following the border of Ohio to the mouth of the river at the Mississippi River, then westward along 36 degrees 30 minutes North. The line began as a way to end a border dispute and became best known as the line separating slave and free states.
Mason–Dixon line where the Torrey C. Brown Rail Trail becomes the York County Heritage Trail near New Freedom, Pennsylvania
Province of Maryland, 1632–1776
" A Plan of the West Line or Parallel of Latitude" by Charles Mason, 1768
Mason–Dixon line Facts for Kids. Kiddle Encyclopedia.


text:
John Colter (c.1770–1775 – May 7, 1812 or November 22, 1813) was a member of the Lewis and Clark Expedition (1804–1806). Though party to one of the more famous expeditions in history, Colter is best remembered for explorations he made during the winter of 1807–1808, when he became the first known person of European descent to enter the region which later became Yellowstone National Park and to see the Teton Mountain Range. Colter spent months alone in the wilderness and is widely considered to be the first known mountain man.

Early life
John Colter was born in Stuarts Draft, Colony of Virginia in 1774, based on assumptions by his family. There is some debate as to which variation of the family name, Coalter, Coulter, or Colter, is correct, and the issue was further convoluted by William Clark utilizing all three spelling variations during his daily journals. It is unknown whether Colter was literate or knew how to write. Two signatures possessed by the Missouri State Historical Society assert that the proper spelling of the family name was "Colter" and that Colter was at least able to write his own name. Sometime around 1780, the Colter family moved west and settled near present-day Maysville, Kentucky. As a young man Colter may have served as a ranger under Simon Kenton.

Lewis and Clark Expedition
John Colter, along with George Shannon and Patrick Gass, joined the expedition while Lewis was waiting for the completion of their vessels in Pittsburgh and nearby Elizabeth, Pennsylvania. The outdoor skills he had developed from this frontier lifestyle impressed Meriwether Lewis, and on October 15, 1803, Lewis offered Colter the rank of private and a pay of five dollars per month when he was recruited to join what became the Lewis and Clark Expedition.  The expedition arrived at the Mississippi River in November and in December established its 1803-04 winter camp at Wood River, north of St. Louis.  While Lewis and Clark were away from camp making preparations, Colter and three other recruits disobeyed Lewis' orders, leaving the camp to go to a whiskey shop.  Upon his return, Lewis disciplined Colter and the others with ten days' confinement to quarters. Soon thereafter, Colter was court-martialed after threatening to shoot sergeant John Ordway. After a review of the situation, Colter was reinstated after he offered an apology and promised to reform.

Colter was considered to be one of the best hunters in the group and was routinely sent out alone to scout the surrounding countryside for game meat. Colter was often trusted with responsibilities that went beyond hunting and woodsman activities. He was instrumental in helping the expedition find passes through the Rocky Mountains. In one instance, Colter was handpicked by Clark to deliver a message to Lewis, waylaid at a Shoshone camp, concerning the impracticability of following a route along the Salmon River. In another instance he was charged with retracing a route in the Bitterroot Mountains to recover lost horses and supplies, and not only returned with some of the recovered resources and horses but also retrieved deer to gift the hospitable Nez Perce tribes and strengthen sick corp members. Colter was noted by Lewis for his ability to barter with various tribes, an attribute which may have led to his later role with Manuel Lisa.

Colter never appeared on sick lists, suggesting very advantageous health. He was often one of the few hunters allowed to leave the camp during points of illness and recuperation, showing Lewis and Clark's confidence in him. Another major contribution Colter made to the Corps of Discovery was providing the expedition with the means to swiftly descend the Bitterroot Mountains, allowing access to the Snake River, Columbia River, and subsequently the Pacific Ocean. While hunting far ahead of the main party, Colter encountered three Tushepawe Flatheads. Through non-verbal peace symbols and communication, Colter was able to persuade the Flatheads to abandon their search for two Shoshones who had stolen 23 head of horses and accompany him to the expedition's camp. One of the young Flatheads agreed to act as the party's guide down the mountains and through Flathead country, a great advantage in challenging and unfamiliar terrain plagued by a scarcity of game.  Once at the mouth of the Columbia River, Colter was among a small group selected to venture to the shores of the Pacific Ocean, as well as explore the seacoast north of the Columbia into present-day Washington state.

After traveling thousands of miles, in 1806 the expedition returned to the Mandan villages in present-day North Dakota. There, they encountered Forest Hancock and Joseph Dickson, two frontiersmen who were headed into the upper Missouri River country in search of beaver furs. On August 13, 1806, Lewis and Clark permitted Colter to be honorably discharged almost two months early so that he could lead the two trappers back to the region they had explored. Upon his discharge, Colter had earned payment for 35 months and 26 days, totaling $179.33 1/3rd dollars. However, a discrepancy in the books provided Colter with payment for the two months he had skipped to accompany Hancock and Dickson trapping. This over-payment may have been justified by Colter's significant work ethic and personal praise by Thomas Jefferson himself. In 1807, Colter's settlement was retracted after Congress passed a mandate supplying all members of the Corps of Discovery with doubled wages and land grants of 320 acres. Lewis personally took responsibility for Colter's reparations, and following Lewis' death and Colter's subsequent return to St. Louis, a court decided Colter was owed an amount of $377.60.

Mountain man beginnings
Colter, Hancock, and Dixon ventured into the wilderness with 20 beaver traps, a two-year supply of ammunition, and numerous other small tools gifted to them by the expedition such as knives, rope, hatchets, and personal utensils. The route of the trapping party is not known. It is speculated that unfriendly Blackfeet in the region of the Lower Missouri and a lack of horses forced the company to seek their fortunes in the tributaries of the less-prosperous Yellowstone Valley, a region inhabited by the friendlier Crows. The dangers of the narrow and rapid Yellowstone River and the absence of game may explain the quick dissolution of the trapping party.

After reaching a point where the Gallatin, Jefferson and Madison Rivers meet, known today as Three Forks, Montana, the trio managed to maintain their partnership for only about two months.  There is much speculation as to where the party, at that point only consisting of Colter and Hancock following a falling out with Dixon, spent the winter of 1806-07. However, Wyoming historian J.K. Rollinson asserts in a personal letter that he had met the stepson of one of Colter's companions, mostly likely Hancock's as Dixon is known to have left the region for Wisconsin in 1827. This stepson, Dave Fleming, accompanied his stepfather on a hunting trip to Clark's Fork Canyon as a boy and was informed that his stepfather had made camp in this exact spot while trapping with Colter many years earlier. Fleming reportedly remembered and passed on this detail as his stepfather asserted that during winter of 1806-07, Colter had grown restless with taking shelter and ascended the canyon into the Sunlight Basin of modern-day Wyoming, which would make him the first known white man to have ever entered this region.

Colter headed back toward civilization in 1807 and was near the mouth of the Platte River when he encountered Manuel Lisa, a founder of the Missouri Fur Trading Company, who was leading a party that included several former members of the Lewis and Clark Expedition, towards the Rocky Mountains. Among the band were George Drouillard, John Potts, and Peter Weiser. Colter once again decided to return to the wilderness, even though he was only a week from reaching St. Louis. At the confluence of the Yellowstone and Bighorn Rivers, Colter helped build Fort Raymond and was later sent by Lisa to search out the Crow Indian tribe to investigate the opportunities of establishing trade with them.

Yellowstone, Grand Teton and Jackson Hole

Colter left Fort Raymond in October 1807 and traveled over  to establish trade with the Crow nation. Over the course of the winter, he explored the region that later became Yellowstone and Grand Teton National Parks. Colter reportedly visited at least one geyser basin, though it is now believed that he most likely was near present-day Cody, Wyoming, which at that time may have had some geothermal activity to the immediate west. Colter probably passed along portions of the shores of Jackson Lake after crossing the Continental Divide near Togwotee Pass or more likely, Union Pass in the northern Wind River Range. Colter then explored Jackson Hole below the Teton Range, later crossing Teton Pass into Pierre's Hole, known today as the Teton Basin in the state of Idaho. After heading north and then east, he is believed to have encountered Yellowstone Lake, another location in which he had seen geysers and other geothermal features. Colter then proceeded back to Fort Raymond, arriving in March or April 1808. Not only had Colter traveled hundreds of miles, much of the time unguided, he did so in the dead of winter, in a region in which nighttime temperatures in January are routinely .

Colter arrived back at Fort Raymond, and few believed his reports of geysers, bubbling mudpots and steaming pools of water. His reports of these features were often ridiculed at first, and the region was somewhat jokingly referred to as "Colter's Hell". The area Colter described is now widely believed to be immediately west of Cody, Wyoming, and though thermal activity exists there, other reports from around the period when Colter was there also indicate observations similar to those Colter had originally described. The exact location of Colter's Hell remains partially contested, as the name could have been applied to several different areas prone to geothermic activity. It is commonly believed that Colter's Hell referred to the region of the Stinking Water, now known as the Shoshone River, particularly the section running through Cody. The river's original title was thanks to presence of sulphur in the surrounding area. His detailed exploration of this region is the first by a white man of what later became the state of Wyoming.

Colter's Route
It is not known if Colter produced his own crude map that informed Clark's version or if the details were simply dictated to Clark by Colter following his return to St. Louis after a six-year absence. Colter's Route was included in a version of Clark's map, titled "A Map of Lewis and Clark's Track Across the Western Portion of North America from the Mississippi to the Pacific Ocean," which was published in 1814.  Clark's original field sketches, drawn on numerous separate sheets that traced the flows of principal rivers as opposed to traditional rectangular or square maps, were shown to President Jefferson in 1807 and did not include Colter's Route, as he was still traveling at the time. A version of these original field maps was produced in 1810 by Clark and Nicholas Biddle so that inaccurate recordings of latitude and longitude could be corrected by astronomer and mathematician Ferdinand Hassler. This 1810 manuscript provided the details of Colter's Route that were published in 1814. Several unexplained geographical discrepancies were printed on the 1814 map, including the Big Horn Mountains and basin being drawn about two times too large, an error believed to be Clark's. The nature behind these discrepancies eludes historians, as Clark had not only his own personal information of the region but information from George Drouillard and John Colter as well. It is likely that Colter never saw Clark's full field maps, as another major discrepancy places Colter's starting point at the midsection of Pryor Creek, as opposed to only geographically likely departing point at the mouth of the Big Horn River. The inaccuracies that plague the 1814 map's details of the area between Manuel's Fort on the Yellowstone and the likely location of Colter's Hell have fueled much of the scholarly disagreements surrounding Colter's Route.

Colter's Run
The following year, Colter teamed up with John Potts, another former member of the Lewis and Clark Expedition, once again in the region near Three Forks, Montana. In 1808, Colter and Potts set out from Fort Raymond to negotiate trade agreements with local nations. While leading a group of 800 Flathead and Crow Indians back to the trading fort, Colter's party was attacked by over 1,500 Blackfeet. The Flatheads and Crows managed to force the Blackfeet into retreat, but Colter suffered a leg wound from either a bullet or arrow. This wound was not serious as Colter quickly recuperated and left Fort Raymond with Potts once more the following year.

In 1809, another altercation with the Blackfeet resulted in Potts' death and Colter's capture. While going by canoe up the Jefferson River, Potts and Colter encountered several hundred Blackfeet who demanded they come ashore. Colter went ashore and was disarmed and stripped naked. When Potts refused to come ashore, he was shot and wounded. Potts then shot one of the Indian warriors and was instantly pierced with arrows so numerous, that, to use the language of Colter, "he was made a riddle of." His body was brought ashore and hacked to pieces. After a council, Colter was told to leave and encouraged to run. It soon became apparent that he was running for his life pursued by a large pack of young braves. A fast runner, after several miles the naked Colter was exhausted and bleeding from his nose but far ahead of most of the group with only one assailant still close to him. He then managed to overcome the lone man:

Colter took a blanket from the Indian he had killed. Continuing his run with a pack of Indians following, he reached the Madison River,  from his start, and hiding inside a beaver lodge, escaped capture. Emerging at night he climbed and walked for eleven days to a trader's fort on the Little Big Horn.

In 1810, Colter assisted in the construction of another fort located at Three Forks, Montana. After returning from gathering fur pelts, he discovered that two of his partners had been killed by the Blackfeet. This event convinced Colter to leave the wilderness for good, and he returned to St. Louis before the end of 1810. He had been away from civilization for almost six years.

Final years and death
After returning to St. Louis, Colter married a woman named Sallie and purchased a farm near Miller's Landing, Missouri, now New Haven, Missouri. Around 1810, he visited with William Clark and provided detailed reports of his explorations since they had last met. From this information, Clark created a map which, despite its previously mentioned discrepancies, was the most comprehensive map produced of the region of the explorations for the next 75 years. During the War of 1812, Colter enlisted and fought with Nathan Boone's Rangers. Sources are unclear about when Colter died or the cause of death. One report states that after suddenly turning ill, Colter died of jaundice on May 7, 1812, and was buried near Miller's Landing. Other sources indicate he died on November 22, 1813.

Legacy
Colter's legacy has had a profound impact on the image of the American West and frontier, with Colter's Run seeing many incarnations and recreations, including a retelling by Washington Irving.  The stereotypes of reclusive frontier mountain men may be thanks to Nicholas Biddle's written characterizations of Colter, which paint him a man easily beguiled by the trapping prospects of the wilderness and intimidated by the possibility of returning to regular society. Because no written materials attributed to Colter have ever been discovered (besides his signature,) Biddle's characterizations cannot be directly contested.

Traditionally, it is thought that Lewis and Clark's Expedition played a major role in heightening tensions between white explorers and the Blackfeet Indians. Despite this notion, Manuel Lisa's party originally interacted peacefully with the Blackfeet. However, it was after Colter and Potts were forced to battle the Blackfeet alongside the Flatheads and Crows that the relations between white explorers/trappers and the Blackfeet nation seemed to deteriorate. This led Major Biddle and many other frontiersman to draw the conclusion that Colter had actually upset relations with the Blackfeet, which was only expounded upon by the notoriety of Colter's Run.

Numerous locations in northwestern Wyoming have been named after him, notably Colter Bay on Jackson Lake in Grand Teton National Park and Colter Peak in the Absaroka Mountains in Yellowstone National Park. A plaque commemorating Colter was displayed at a roadside pulloff on U.S. Route 340 just east of Stuarts Draft, near his birthplace. When the road was widened in 1998, the plaque was moved just north of the intersection of 340 and Route 608. A Kentucky historical marker commemorating Colter as one of the Lewis and Clark Expedition's "nine young men from Kentucky" is located in Maysville, Kentucky.

Popular culture
 The first motion picture about John Colter's life was the 1912 silent film, John Colter's Escape.
 The original script for director Cornel Wilde's 1965 movie The Naked Prey was largely based on Colter being pursued by Blackfeet Indians in Montana. Films such as Run of the Arrow (1957) and The Mountain Men (1980) have incidents closely based upon Colter's Run. A.B. Guthrie's 1947 story "Mountain Medicine" is a fictionalized account of Colter's Run.
 The TV series (2022) Into The Wild Frontier has one episode devoted to John Colter. Season 1, Episode 1: John Colter: King of the Mountain Men, 43 minutes. </ref> https://m.imdb.com/title/tt17129114/

Colter Stone

Sometime between 1931 and 1933, an Idaho farmer named William Beard and his son discovered a rock carved into the shape of a man's head while clearing a field in Tetonia, Idaho, which is immediately west of the Teton Range. The rhyolite lava rock is  long,  wide and  thick and has the words "John Colter" carved on the right side of the face and the number "1808" on the left side and has been dubbed the "Colter Stone". The stone was reportedly purchased from the Beards in 1933 by A.C. Lyon, who presented it to Grand Teton National Park in 1934.

Fritiof Fryxell, noted mountain climber of numerous Teton Range peaks, geologist and Grand Teton National Park naturalist, concluded that the stone had weathering that indicated that the inscriptions were likely made in the year indicated. Fryxell also believed that the Beards were not familiar with John Colter or his explorations. However the stone has not been fully authenticated to have been carved by Colter. If the stone is an actual carving made by Colter, in the year inscribed, it would coincide with the period he is known to have been in the region, and that he did cross the Teton Range and descend into Idaho, as descriptions he dictated to William Clark indicate.

Another possible artifact of Colter's was discovered within Yellowstone National Park in the 1880s. A log with the carved initials "J C" underneath a large X was discovered by Philip Ashton Rollins near Coulter Creek, a coincidentally named stream of no relation to Colter. Rollins and his party determined that the carving was roughly eighty years old. The artifact was lost by Yellowstone employees around 1890 while being transferred to the park museum.

References

Further reading
 Anglin, Ronald M. and Larry E. Morris (2016). The Mystery of John Colter: The Man Who Discovered Yellowstone. Lanham, MD: Rowman and Littlefield.

Lewis and Clark Expedition people
Mountain men
People from Augusta County, Virginia
People from Montana
People from Park County, Wyoming
American explorers
1770s births
1810s deaths


NEW YORK--(BUSINESS WIRE)-- MetLife, Inc. (NYSE: MET) today announced that Executive Vice President and Chief Financial Officer John McCallion has provided a fourth quarter and full year 2018 financial update video.
The video can be viewed on the company's website at https://www.metlife.com/about-us/newsroom/#video.
This news release may contain or incorporate by reference information that includes or is based upon forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements give expectations or forecasts of future events. These statements can be identified by the fact that they do not relate strictly to historical or current facts. They use words and terms such as "anticipate," "estimate," "expect," "project," "intend," "plan," "believe," "will," and other words and terms of similar meaning, or are tied to future periods, in connection with a discussion of future performance. In particular, these include statements relating to future actions, prospective services or products, future performance or results of current and anticipated services or products, sales efforts, expenses, the outcome of contingencies such as legal proceedings, trends in operations and financial results.
Many factors will be important in determining the results of MetLife, Inc., its subsidiaries and affiliates. Forward-looking statements are based on our assumptions and current expectations, which may be inaccurate, and on the current economic environment, which may change. These statements are not guarantees of future performance. They involve a number of risks and uncertainties that are difficult to predict. Results could differ materially from those expressed or implied in the forward-looking statements. Risks, uncertainties, and other factors that might cause such differences include the risks, uncertainties and other factors identified in MetLife, Inc.'s filings with the U.S. Securities and Exchange Commission. These factors include: (1)�adverse effects which may arise in connection with the material weaknesses in our internal control over financial reporting or our failure to promptly remediate them; (2) difficult conditions in the global capital markets; (3)�increased volatility and disruption of the global capital and credit markets, which may affect our ability to meet liquidity needs and access capital, including through our credit facilities, generate fee income and market-related revenue and finance statutory reserve requirements and may require us to pledge collateral or make payments related to declines in value of specified assets, including assets supporting risks ceded to certain of our captive reinsurers or hedging arrangements associated with those risks; (4)�exposure to global financial and capital market risks, including as a result of the United Kingdom's notice of withdrawal from the European Union or other disruption in global political, security or economic conditions; (5)�impact on us of comprehensive financial services regulation reform; (6)�numerous rulemaking initiatives required or permitted by the Dodd-Frank Wall Street Reform and Consumer Protection Act which may impact how we conduct our business, including those compelling the liquidation of certain financial institutions; (7)�regulatory, legislative or tax changes relating to our insurance, international, or other operations that may affect the cost of, or demand for, our products or services, or increase the cost or administrative burdens of providing benefits to employees; (8)�adverse results or other consequences from litigation, arbitration or regulatory investigations; (9) potential liquidity and other risks resulting from our participation in a securities lending program and other transactions; (10)�investment losses and defaults, and changes to investment valuations; (11)�changes in assumptions related to investment valuations, deferred policy acquisition costs, deferred sales inducements, value of business acquired or goodwill; (12)�impairments of goodwill and realized losses or market value impairments to illiquid assets; (13)�defaults on our mortgage loans; (14)�the defaults or deteriorating credit of other financial institutions that could adversely affect us; (15)�economic, political, legal, currency and other risks relating to our international operations, including with respect to fluctuations of exchange rates; (16)�downgrades in our claims paying ability, financial strength or credit ratings; (17)�a deterioration in the experience of the closed block established in connection with the reorganization of Metropolitan Life Insurance Company; (18)�availability and effectiveness of reinsurance, hedging or indemnification arrangements, as well as any default or failure of counterparties to perform; (19)�differences between actual claims experience and underwriting and reserving assumptions; (20)�ineffectiveness of risk management policies and procedures; (21)�catastrophe losses; (22)�increasing cost and limited market capacity for statutory life insurance reserve financings; (23)�heightened competition, including with respect to pricing, entry of new competitors, consolidation of distributors, the development of new products by new and existing competitors, and for personnel; (24)�exposure to losses related to variable annuity guarantee benefits, including from significant and sustained downturns or extreme volatility in equity markets, reduced interest rates, unanticipated policyholder behavior, mortality or longevity, and any adjustment for nonperformance risk; (25) our ability to address difficulties, unforeseen liabilities, asset impairments, or rating agency actions arising from (a) business acquisitions and integrating and managing the growth of such acquired businesses, (b) dispositions of businesses via sale, initial public offering, spin-off or otherwise, including failure to achieve projected operational benefits from such transactions and any restrictions, liabilities, losses or indemnification obligations arising from any transitional services or tax arrangements related to the separation of any business, or from the failure of such a separation to qualify for any intended tax-free treatment, (c) entry into joint ventures, or (d) legal entity reorganizations; (26) unanticipated or adverse developments that could adversely affect our achieving expected operational or other benefits from the separation of Brighthouse Financial, Inc. and its subsidiaries ("Brighthouse"); (27) liabilities, losses or indemnification obligations arising from our transitional services, investment management or tax arrangements or other agreements with Brighthouse; (28) failure of the separation of Brighthouse to qualify for intended tax-free treatment; (29)�legal, regulatory and other restrictions affecting MetLife, Inc.'s ability to pay dividends and repurchase common stock; (30)�MetLife, Inc.'s and its subsidiary holding companies' primary reliance, as holding companies, on dividends from subsidiaries to meet free cash flow targets and debt payment obligations and the applicable regulatory restrictions on the ability of the subsidiaries to pay such dividends; (31)�the possibility that MetLife, Inc.'s Board of Directors may influence the outcome of stockholder votes through the voting provisions of the MetLife Policyholder Trust; (32)�changes in accounting standards, practices and/or policies; (33)�increased expenses relating to pension and postretirement benefit plans, as well as health care and other employee benefits; (34)�inability to protect our intellectual property rights or claims of infringement of the intellectual property rights of others; (35)�difficulties in marketing and distributing products through our distribution channels; (36)�provisions of laws and our incorporation documents that may delay, deter or prevent takeovers and corporate combinations involving MetLife; (37)�the effects of business disruption or economic contraction due to disasters such as terrorist attacks, cyberattacks, other hostilities, or natural catastrophes, including any related impact on the value of our investment portfolio, our disaster recovery systems, cyber- or other information security systems and management continuity planning; (38)�any failure to protect the confidentiality of client information; (39) the effectiveness of our programs and practices in avoiding giving our associates incentives to take excessive risks; (40)�the impact of technological changes on our businesses; and (41) other risks and uncertainties described from time to time in MetLife, Inc.'s filings with the U.S. Securities and Exchange Commission.


Maes-y-Sarn (Small Worlds): 1.58 miles.
London House (The Crimson Horror): 1.60 miles.
Miskin Manor (Something Borrowed, The Wedding of Sarah Jane Smith, The Big Bang): 1.66 miles.
Parish Church (Doctor Who Series Seven Part 2): 1.66 miles.
Royal Glamorgan Hospital (Dead Man Walking): 2.42 miles.
Lanelay Hall (Amy's Choice, The Lodger): 2.45 miles.


text:
College Football Breakdown: Week 1
Photo: Ronald Martinez | Getty Images
By: Reno Del Toro | September 1, 2019
The first full week of the college football season is almost over (with a few games on Sunday and Monday), and already we have had so many upsets and spectacular finishes. None more exciting then the showdown in Arlington, Texas between the Oregon Ducks and the Auburn Tigers. The Tigers were trailing the entire game until true freshman, Bo Nix, led an amazing comeback which resulted in a touchdown when Nix found a streaking Seth Williams at the goal line with nine seconds left, a 26-yard touchdown.
The Tigers never led that game until that play and they finished the game beating the Ducks 27-21. On a Saturday in which we saw great comebacks, heart-pounding finishes and glorious blown leads, this game was probably the most intense one of them all. We also saw some things they only happen in college football such as Hugh Freeze coaching from a hospital bed in a press box, Les Miles and Mack Brown back coaching and who can forget about Nick Saban getting flagged for unsportsmanlike conduct. A wild day in college football to say the least.
Let's also not forget about when Nevada freshman kicker Brandon Talton hit the game-winner from 56 yards out and got a scholarship postgame. What about when North Carolina stormed back from being down in the first half against South Carolina to win in Mack Brown's first game back as head coach since 2013. The victory also made the 68-year-old Brown breakout some dance moves in the locker room after their victory.
It was a huge weekend for true freshman quarterbacks. We already talked about Bo Nix, but what about Jayden Daniels at Arizona State? The freshman shined in his first game at starting quarterback leading the Sun Devils to a victory against Kent State to the score of 30-7. What about last year's leading rusher Jonathan Taylor from Wisconsin. Taylor hit the ground running rushing for 183 yards and four touchdowns in the season opener. The bar has been set ladies and gentlemen.
Meanwhile, Kentucky, Mississippi State and Arkansas all struggled to put away the likes of Toledo, Louisiana and Portland State. Florida State blew a 24-6 lead at home to Boise, and Iowa State needed a magical escape in triple overtime to beat Northern Iowa. You think that is weird, what about the stunner in Knoxville. The Tennessee Volunteers dropped their season opener 38-30 to Georgia State at home.
In other news, the UTEP Miners also won their regular season opener against Houston Baptist by the score of 36-34. It is the first time since November 2016 that the Miners have won at home. They now have the same amount of wins in this one game that they've had in the last two seasons.
Week 2 should be even better than this week as there are two matchups that should send college football fans in a frenzy. First, we have the No. 12 ranked Texas A&M traveling to Death Valley to take on the No. 1 Clemson Tigers. That game will be televised on ABC. The Saturday Night game will feature the No. 6 LSU Tigers traveling to Austin to take on Sam Ehlinger and the No. 10 Texas Longhorns. That game will also be televised on ABC.


text:
L'Azienda Consorziale Trasporti (ACT) è un'azienda, nata nel 1975, a totale proprietà pubblica, che si occupava della mobilità e del coordinamento dei servizi di trasporto pubblico su strada della città di Reggio Emilia e della sua provincia

È costituita da un consorzio di enti locali, costituito ai sensi della legge 142 del 1990, e così composto:
 38% Comune di Reggio Emilia
 29% Provincia di Reggio Emilia
 33% i 44 Comuni della Provincia

L'azienda ACT si occupava di tutto ciò che concerne il servizio di trasporto pubblico dell'area della provincia di Reggio Emilia e in particolare il trasporto pubblico locale e i servizi per la mobilità.
La gestione delle infrastrutture automobilistiche comprese le officine di manutenzione e rimessaggio.

Il settore ferroviario dal 1º gennaio 2009 è stato conferito a FER, della quale ACT è diventata azionista con una quota dell'11,61% del capitale sociale.

La società Società Emiliana Trasporti Autofiloviari (SETA) dal 1º gennaio 2012 gestisce il trasporto su gomma a Piacenza, Modena e Reggio Emilia. Il 15,4% della società appartiene ad ACT.

Note

Voci correlate
 Ferrovie Reggiane
 ACTS

Altri progetti

Collegamenti esterni

Reggio
Emilia-Romagna


This well-established market in Marylebone is held each Saturday, from 11am to 5pm, in the grounds of St Marylebone Parish Church, opposite The Conran Shop. The market is famed for its fashion bargains so, if you are looking for a designer or vintage 'find', this is the place for you. Come early and you may spot a once-used Prada handbag or a pair of Jimmy Choo shoes.
But it's not all about frocks, there are cabbages, too, and the market is especially good for specialist food items such as olive oils, balsamic vinegars, fine breads, olives, cheeses and cup cakes — all at competitive prices. Cabbages & Frocks is also the perfect place to find great gifts for family and friends. Look out for the costume jewellery, cashmere knitwear, perfumed candles, Ruby Red bath products and bargain-priced babywear.
Contact our Marylebone Estate Agents for more about property for sale or to rent near Cabbages & Frocks Market on Marylebone High Street.


…although I don't know anything about an African memorial site. Perhaps you can tell me a little more about it?
Fascinating stuff Bill. I rather suspect that El Alamein War Cemetery is one that I will never visit, but you never know. Stranger things and all that.
Thank you for your kind words Bill. I'm no pro, but I guess I take some half decent shots now and then. Glad you liked my little Spanish Interlude. Whether any of this will find its way into the pages of a book is anyone's guess. Maybe a publisher will get in touch and offer me huge sums to do just that.
Maybe I'll win the lottery.
Hello Bill. I am indeed interested. A fascinating story. Were you aware that the Germans actually constructed an electric fence all along the border to Holland to prevent anyone crossing? There are photos of it if you search for them.


text:
package net.genesishub.gFeatures.Feature.gWarsSuite.Multiplayer;

import java.util.ArrayList;
import java.util.Arrays;
import java.util.List;

import org.bukkit.Location;
import org.bukkit.World;
import org.bukkit.block.Block;

public class Point {
	private String name;
	private Location spawnlocation;
	private CaptureState capturestate;
	private List<Location> location = new ArrayList<>();
	public Point(String nam, Location upper, Location lower, Location spawn, CaptureState cs){
		capturestate = cs;
		name = nam;
		spawnlocation = spawn;
		location.add(upper);
		World world = upper.getWorld();
		if(upper.getBlockX() < lower.getBlockX()){
			for(int i = upper.getBlockX();i == lower.getBlockX(); i++){
				if(upper.getBlockZ() < lower.getBlockZ()){
					for(int id = upper.getBlockZ();i == lower.getBlockZ(); id++){
						location.add(new Location(world, i, upper.getBlockY(), id));
					}
				}
				else{
					for(int id = upper.getBlockZ();i == lower.getBlockZ(); id--){
						location.add(new Location(world, i, upper.getBlockY(), id));
					}
				}
			}
		}
		else if(upper.getBlockX() > lower.getBlockX()){
			for(int i = upper.getBlockX();i == lower.getBlockX(); i--){
				if(upper.getBlockZ() < lower.getBlockZ()){
					for(int id = upper.getBlockZ();i == lower.getBlockZ(); id++){
						location.add(new Location(world, i, upper.getBlockY(), id));
					}
				}
				else{
					for(int id = upper.getBlockZ();i == lower.getBlockZ(); id--){
						location.add(new Location(world, i, upper.getBlockY(), id));
					}
				}
			}
		}

	}
	public String getName(){
		return name;
	}
	public Location getSpawn(){
		return spawnlocation;
	}
	public CaptureState getCaptureState(){
		return capturestate;
	}
	@SuppressWarnings("deprecation")
	public void setOrange(){
		List<Block> blocks = new ArrayList<>();
		for(Location loc : location){
			blocks.add(loc.getBlock());
		}
		for(Block block : blocks){
			block.setData((byte)1);
		}
	}
	@SuppressWarnings("deprecation")
	public void setBlue(){
		List<Block> blocks = new ArrayList<>();
		for(Location loc : location){
			blocks.add(loc.getBlock());
		}
		for(Block block : blocks){
			block.setData((byte)3);
		}
	}
	@SuppressWarnings("deprecation")
	public void setNeutral(){
		List<Block> blocks = new ArrayList<>();
		for(Location loc : location){
			blocks.add(loc.getBlock());
		}
		for(Block block : blocks){
			block.setData((byte)0);
		}
	}
	public boolean isInLocation(Location loc){
		for(Location locs : location){
			if(locs.getBlockX() == loc.getBlockX() && locs.getBlockZ() == loc.getBlockZ()){
				return true;
			}
		}
		return false;
	}
	public void upOrange(){
		if(capturestate.equals(CaptureState.orange)){
			return;
		}
		else{
			List<CaptureState> cs = new ArrayList<CaptureState>(Arrays.asList(CaptureState.values()));
			for(CaptureState css : cs){
				if(css.equals(capturestate)){
					int ordinal = css.ordinal();
					cs.get(ordinal += 1);
					convert(Direction.UP);
				}
			}
		}
	}
	public void upBlue(){
		if(capturestate.equals(CaptureState.blue)){
			return;
		}
		else{
			List<CaptureState> cs = new ArrayList<CaptureState>(Arrays.asList(CaptureState.values()));
			for(CaptureState css : cs){
				if(css.equals(capturestate)){
					int ordinal = css.ordinal();
					cs.get(ordinal -= 1);
					convert(Direction.DOWN);
				}
			}
		}
	}
	public void convert(Direction d){
		switch(capturestate){
		case blue:
			break;
		case blue1:
			break;
		case blue2:
			break;
		case blue3:
			break;
		case white:
			break;
		case white1:
			break;
		case white2:
			break;
		case white3:
			break;
		case orange:
			break;
		case orange1:
			break;
		case orange2:
			break;
		case orange3:
			break;
		}
	}
}


DCOVA Cafe on Bishop Street in George Town Penang caters to a diverse downtown clientele of corporate types and town visitors. The cafe housed in the Logan Heritage Building takes over the space that was once Lighthouse Cafe. The all day dining cafe welcomes visitors with its food, cakes, tea and a vast selection of coffee.
We started exploring the several varieties of hot coffee drinks made using throwback coffee beans from Papa Pahleta. The throwback is a composition of Brazil Cerrado, Sumatra Ratawali Valley and Tobing Estate. I enjoyed the espresso solo, which gave satisfying flavors of dark chocolate.
For those who prefer their coffee with milk, go for DCOVA's renowned Aussie Strong Latte. Available also in cold, this creamy rich concoction of espresso with milk is by far one of the popular choices.
The menu features healthy bites of salads to sandwiches, baked rice and a variety of pastas.
The Teriyaki Chicken Salad came with chunks of chicken glazed with teriyaki sauce served on a bed of fresh mixed greens, halved cherry tomatoes and carrot. Light and yet fulfilling, the salad was served with Japanese goma sauce and generous toppings of chopped walnuts and sesame seeds.
Priced at RM18.90, the Classic BLT has strips of bacon, lettuce, tomatoes and onions nestled within the nicely toasted English muffins. Do try this sandwich served with a side salad tossed with balsamic vinegar.
Pasta-lovers will be spoilt with the many choices. One of DCOVA's favorite pasta is the Carbonara Dcova, made with back bacon, cheese and delicately balanced with a raw egg yolk.
The Spicy Prawn Aglio Olio also has a popular following. The pasta cooked nicely with garlic, mizuna, olive oil, deveined prawns and cuttlefish had a good kick of spiciness. This is one of the spaghetti dishes I will return for.
We also tucked in to the newly introduced Cheesy Baked Rice and the Chicken rice ala Dcova. Among the two rice dishes, we enjoyed the latter. Consider as Dcova rendition of Asia's Hainanese chicken rice, the dish came with seared chicken thigh along with fragrant chicken rice and a sunny side up. The chicken marinated with herbs and garlic was juicy when we cut into it. A side portion of salad round up the flavors.
The Cheesy Baked Rice may not be for me, but for baked rice lovers, do give it a try. You might be pleasantly surprised with the dish made with Mozzarella and cheddar cheese. It comes with three topping choices: tuna, prawn and sausage. The Cheesy Tuna Baked Rice that we had was priced at RM18.90.
After the meal we had some DCOVA signatures – Summer Strawberry and Affogato. Both were delightful not only on appearance but also on taste.
The affogato came with a mix of espresso with vanilla ice cream. The refreshing ice cream provided contrasts and delights to the strong espresso. Great value for the affogato, priced at only RM8.50.
Get fresh with the Summer Strawberry, a healthy serving of fruit smoothie. Made with fresh strawberries blended with just milk and ice, the smoothie was delicious. Do try your luck as it is only on the menu when fresh strawberries are readily available.
We had some coffee and tea with several desserts which included the homemade Lemon Cheesecake, Salted Caramel Walnut Tart, Creme Brulee and Y&G.
The Y&G with yoghurt and granola is great as a dessert besides being merely just a "healthy start". Served with kiwi, it easily please just about anyone with its creamy flavors.
For the homemade Lemon Cheesecake with oreo crumble, the creaminess was nicely done but the taste could be brighten up with depth of refreshing lemon.
The Salted Caramel Walnut Tart (RM13.90) was served with a scoop of vanilla ice cream. It has a hard textured crust but the taste of the filling has right touches of saltiness and sweetness.
The Creme Brulee (RM13.90) has the edge over the other two desserts with nicely torched up caramelized topping and rich in flavor.
The cafe also serves non caffeinated drinks (chocolate), tea and variety of chiling thirst quencher: San Pellegrino and Acqua Panna.
While all the six types of tea looked inviting, we had our mind on the Shanghai Rose Tea. The tea with pleasant floral rose is a blend of Ceylon black tealeaves, infused with sweet sultry flavors of lychees. The tea set came nicely presented in glassware with condiments of honey and slices of lemon.
It is definitely worth checking out Dcova. With its all day dining, the cafe will be a contender for the many surrounding cafe business.
Currently the cafe is open daily.
3 Responses to "DCOVA Cafe @Logan Heritage Building Penang"
Looks so tempting that I felt like going straight to the airport and fly down to George Town just to eat here. Have already marked it on my list of things to do when I'm next in Pneang.


text:
Boxing makes its debut at the IV Islamic Solidarity Games in Azerbaijan capital of Baku
The fourth edition of the multi-sport Islamic Solidarity Games kicked off in the Azerbaijan capital of Baku on Friday, with a glittering Opening Ceremony at the city's Olympic Stadium. Two years after Baku hosted the 2015 European Games, the 2017 Islamic Solidarity Games see boxing feature for the first time in the event's 12-year history, and AIBA President Dr Ching-Kuo Wu was among those in attendance at the inauguration.
"As the collective spirit of the Muslim world is again highlighted by the Islamic Solidarity Games, sport's ability to unite people around the world is once more shown to be a hugely powerful tool. As boxing's popularity continues to grow all over the world, AIBA is delighted to see it receive the recognition of becoming a key part of such an important international event, and I look forward to seeing so many of our top athletes competing here in Baku," said AIBA President Dr Ching-Kuo Wu.
The Games will see 54 countries compete across 23 disciplines over the ten days, and Sunday will see the AIBA President awarding the medals to the Women's Kumite -68kg and Men's Kumite -84kg Karate winners. The boxing competition runs from 12-18 May in the city's famous Crystal Hall venue and features a host of Olympians among those competing for gold, including Moroccan Super Heavyweight (+91kg) Mohammed Arjaoui, Azeri Light Flyweight (49kg) Rufat Huseynov and Turkish Welterweight (69kg) Onder Sipal.
(Photo © AFP Services/Baku 2017 Islamic Solidarity Games)


text:
What is the acl-iq?
Anterior Cruciate Ligament Injury-Risk-Prediction Quiz (ACL-IQ)
The ACL-IQ is a short (less than 3 minute) and reliable test to assess your ability to accurately assess the ACL injury risk of athletes performing a drop vertical jump. Your judgments are compared to the concurrent biomechanical gold standard for assessing ACL injury risk.
Development/Validation
The ACL-IQ was developed by testing over 200 individuals in various disciplines (Exercise Science, Sports Medicine and General Population) in order to optimize the test for sensitivity, discriminability, difficulty, and guessing. The test has recently been cross-validated in a larger U.S. sample (~400) and a comprehensive model of performance developed which acords with contemporary views on expert-performance/decision making. Beyond the desirable psychometric properties, the ACL-IQ provided evidence of convergent validity as it is a robust predictor of other measures of judgment accuracy and general ACL knowledge.
Petushek, E.J., Cokely, E.T., Ward, P., Wallace, S., Durocher, J.J. & Myer, G.D. (2015) Injury risk estimation expertise: Assessing the ACL injury risk estimation quiz.American Journal of Sports Medicine, 43(7), 1640-1647.
Petushek, E.J., Cokely, E.T., Ward, P., & Myer, G.D. (2015) Injury risk estimation expertise: Cognitive-perceptual mechanisms of ACL-IQ. Journal of Sport and Exercise Psychology, 37(3), 291-304
Petushek, E.J., Ward, P., Cokely, E., & Myer, G. (2015). Injury risk estimation expertise: Interdisciplinary differences in ACL-IQ performance Orthopaedic Journal of Sports Medicine, 3(11), 1-7
The ACL-IQ is a research instrument which represents an interdisciplinary contribution to longstanding research programs aimed at preventing injuries and understanding human performance. This work provides a foundation for future research investigating the degree to which simple observational screening can prevent ACL injuries. Further research is needed to use the ACL-IQ to justify the use of observation as a screening tool for ACL injury risk.
Future Work
• Developemnt of training or decision support tools to improve performance
• Parallel Forms
• Clinical Validation
Grants and Financial Support
• National Science Foundation (Grant No. 1108024)
• Research Council of Norway (Grant No. 230163)
• Michigan Technological University
*Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the National Science Foundation or Research Council of Norway.
Copyright (c) 2018 ACL-IQ.org. All rights reserved.


text:
Tesla's shares surge in after-hours trading as it reports record profit
World's biggest EV maker marks 14th straight profitable quarter and seventh three-month period with more than $1bn in profit
Tesla's total revenue during the last quarter jumped 37 per cent to more than $24.3 billion. Reuters
Alkesh Sharma
Tesla, one of the world's most valuable car makers, has reported its largest quarterly net profit driven by record vehicle deliveries between October and December as revenue soared.
The company's net profit jumped 59 per cent annually to reach about $3.7 billion in the fourth quarter of 2022, from the same period a year earlier.
This is the 14th straight profitable quarter and the seventh consecutive three-month period with more than $1 billion in profit for the world's biggest EV maker.
Total revenue during the quarter jumped 37 per cent to more than $24.3 billion, exceeding analysts' expectations of $24.1 billion.
This was the ninth time in a row the company reported $10 billion or more in sales. This was also about 13.3 per cent up on a quarterly basis.
The Nasdaq-listed company's stock price surged about 5.5 per cent in after-hours trading to $152.35 on Wednesday. In regular trading hours the shares gained about 0.38 per cent and settled at $144.43.
After a tumultuous 2022 that saw the company shares removed from the S&P 500 ESG Index and its market capitalisation fell well below $1 trillion that was reached in October 2021, the shares are up about 34 per cent since the start of this year.
The company's market value as of the close of trading on Wednesday is about $453 billion.
Elon Musk, Tesla's chief executive. AFP
Tesla's automotive revenue, which constituted almost 88 per cent of Tesla's total sales in the December quarter, rose 33 per cent year-on-year to more than $21.3 billion.
The company's total revenue in the 2022 full financial year grew 51 per cent to almost $81.5 billion while its net profit more than doubled yearly to about $12.6 billion.
Tesla, which went public in 2010, said its cash, cash equivalents and investments "increased sequentially by $1.1 billion to $22.2 billion" at the end of the last quarter. It was driven mainly by a free cash flow of $1.4 billion, partially offset by a debt repayment of $497 million.
The Texas-headquartered company said it is accelerating its "cost-reduction road map and driving towards higher production rates".
"As we progress into 2023, we know that there are questions about the near-term impact of an uncertain macroeconomic environment, and in particular, with rising interest rates," Tesla said.
Tesla said it remained on track to begin production of its cyber trucks later this year at its gigafactory in Texas. Bloomberg
"We are prepared for short-term uncertainty while being focused on the long-term potential of autonomy, electrification and energy solutions. We believe that no other OEM [original equipment manufacturer] is better equipped to navigate through 2023 and ultimately succeed in the long run than we are."
Tesla said the company has sufficient liquidity to fund its future product road map, long-term capacity expansion plans and other expenses.
In December, Tesla's billionaire chief executive Elon Musk said "radical interest rate changes" had affected the affordability of vehicles, both new and used, and he indicated that Tesla could slash prices to sustain volume growth.
Earlier this month, the company reduced the prices of vehicles globally by as much as 20 per cent.
"Our ASPs [average selling prices] have generally been on a downward trajectory for many years. Improving affordability is necessary to become a multimillion-vehicle producer," Tesla said
While Tesla's ASPs halved between 2017 and 2022, the company's operating margins have consistently improved from about minus 14 per cent to 17 per cent in the same period.
Tesla's annual deliveries surge 40% in 2022 to cross a million for the first time
Tesla cuts prices in China and other Asian markets as demand concerns grow
This margin expansion was achieved through the "introduction of lower-cost models, the buildout of localised, more efficient factories, vehicle cost reduction and operating leverage", Tesla said.
Tesla also set another record for annual deliveries as it shipped 1.31 million cars last year, up more than 40 per cent year on year. The jump in deliveries was buoyed by a record fourth quarter, despite production challenges and concerns about weakening demand.
Deliveries for the three-month period ended on December 31 were up by about a third to 405,278, from 308,600 a year earlier, and about 18 per cent higher from 180,570 in the third quarter.
For 2023, Tesla aims to achieve more than 50 per cent growth rate and produce about 1.8 million cars.
Tesla produces its vehicles in Fremont, California; Austin, Texas; Shanghai, China; and Berlin, Germany.
In the previous quarter in its energy segment, Tesla's solar deployments increased by 18 per cent on an annual basis to 100 megawatts, one of the strongest quarterly results in recent years. The company deployed 348MW of solar in 2022, the highest deployment since 2017.
Meanwhile, the energy storage deployments increased by 152 per cent year-on-year in the December quarter to 2.5 gigawatt hours.
"Demand for our storage product remains in excess of our ability to supply," the company said.
The company said it remained on track to begin production of its cyber trucks later this year at its gigafactory in Texas. It is expected to share further details about cyber trucks at its Investor Day on March 1.
The Tesla Semi, a new electric lorry, is expected to cost $180,000. Reuters