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NESR earnings call for the period ending June 30, 2018.
Good day, and welcome to the National Energy Services second-quarter earnings call. Today's conference is being recorded. At this time, I would like to turn the conference over to our host, Mr. Steve Calk. Please go ahead, sir.
Good day. Thank you, operator, and welcome to NESR Corp. second- quarter 2018 earnings call. Today's call is being hosted from Houston, Texas.
And with me today are Sherif Foda, chairman and chief executive officer, and Melissa Cougle, chief financial officer. After our prepared remarks, we will open the call to questions. On today's call, Sherif will comment on our second-quarter results and overall performance. In addition, as this is our first earnings call, Sherif will provide additional information on NESR, the industry, and growth opportunity in the MENA region.
Before we begin, I'd like to remind our participants that some of the statements we'll be making today are forward-looking statements. These matters involve risks and uncertainties that could cause our actual results to differ materially from those projected in these statements. And therefore we'll refer you to our latest 10-K and other SEC filings. Our comments today may also include non-GAAP financial measures, additional details and reconciliations to the most directly comparable GAAP financial measures can be found in our second-quarter press release, which is on our website.
Finally, as this is our first earnings call and given the nature of the presentation of the results in initial SPAC earnings, please feel free to contact us after the call with any additional questions. Our Investor Relations contact information is available at nesr.com. Now I'll hand the call over to Sherif Foda. Sherif?
Thank you, Steve. Ladies and gentlemen, thank you for participating in this conference call. Before I start with my remarks on the results and talk about the future, I want to take a few minutes to reflect on our journey till now as well as the work done in the two months since our closing. As you may know, NESR started its life only a year ago at the SPAC.
And in the subsequent 12 months, we acquired and consummated a business combination with NPS and Gulf Energy, two market-leading oilfield service companies in the MENA region. This transaction closed in early June, and NESR is now operating in 14 countries, has about 3,200 employees, and service approximately 25 clients across the MENA region and the Asia Pacific. As we begin, let me give you a quick overview of each of our operating companies. Gulf Energy, or GES, is one of the major service providers in Oman, with a significant market share in its main business lines.
Two-thirds of their portfolio focuses on drilling technologies and one-third on production services. The structure of contracts in Oman generally are longer term, ranging from five to seven years, providing NESR a stable revenue base and long-term relationships. National Petroleum Services, or NPS, is highly diversified in terms of geography and is larger than Gulf Energy in terms of revenue and headcount. NPS nicely compliments cost energy in its portfolio and geographical footprint.
More than two-thirds of its business are concentrated in production completions and the remaining is in evaluation services. NPS is strong in Saudi, Qatar, Iraq, Algeria and other countries in the region, and is recognized as one of the premier service provider who can compete with the major suppliers in these countries. They have continually gained market share over the last few years and have a healthy portfolio of contracts. Both of these companies were formed as we know them today in the middle of the last decade and have significant, long-standing relationships in the region that in some cases date back 30 years.
As a combined company, they complement each other in the portfolio of services they provide and the geographies where they operate. This, along with the technology we are bringing to bear in both companies, will serve as a springboard for our future growth. NESR Incorporate has offices in Houston, and we will have a strong presence in each country where we operate. Since closing, we have organized the company under two reporting segments: production, drilling and evaluation.
Production includes primarily cementing, coiled tubing, filtration, completions, stimulation, fracturing, and nitrogen services. Drilling and evaluation will have drilling down-hole tools, directional drilling, switching tools, testing services, wireline, slickline, fluids and rig services. Excepting the large integrated service providers and rig companies, NESR is now the largest, indigenous, integrated oilfield service provider in the MENA region. And we are the only U.S.-listed national service provider.
Now, let's talk about the work that has been done since we completed the business combination. In the two months since we closed, we have aggressively pursued our integration goals, and I'm pleased to say that we are progressing at the faster rate than expected than what I have witnessed in the industry through my period. This reflects the high-caliber team we have assembled and the value proposition for our operations team on the ground who see genuine benefits from what we have created. As an example, in this very short period, we have relocated the Gulf Energy drilling tool shop and the team in Saudi to our NPS base.
Consequently, this move in NPS position in the market has led to a recent award of these services to Gulf Energy. Another example, we have exited the NPS operation in Oman where -- which were diluted to its results as we already have the Gulf Energy footprint for that market state. Similar Phase 1 integration efforts is -- in Algeria, Kuwait, and Iraq are under way. In this short period, we have already affected most of the organization changes and harmonized the structure across the company, which I will talk about later.
The focus here is on rationalizing our resource base, increasing the efficiency of assets and capital without compromising our service quality and customer footprint. Beyond Phase 1, we expect the integration effort to continue into 2019 and build on what has been achieved and targeted for the rest of the year. This integration effort will focus on reducing the underlying cost of certain departments such as supply chain, HR training, IT infrastructure, and we are evaluating our integrated software platform across both companies. After we closed this transaction, one of the first thing we did was define our identity and those goals to which we aspire.
We have defined three pillars for our values. The first is our customer-centric ethos. Who we are, what we are, is directly linked to what our customer perceive of us. Customer satisfaction is at the center of everything we do, we understand the local operation and setup and will always strive to exceed the expectation in every aspect of our work.
Secondly, we focus on our people, their development, their overall well-being. This extends to every level in the company, and we aligned our bonus structure at all levels to reflect the delivery of our services. In other words, we want every person and not only senior management to be rewarded based on the success of the company and its financial results. Lastly, we want to be a company that stands out for its contribution to countries where we operate.
This entails a commitment to developing local talent, contributing to the local economies, driving in country value, enhancing communities, protecting the environment and operating with the highest standard of integrity. In line with this, the majority of our country directors are from the same country in which they operate. We have very aggressive plans to focus on adding value by investing in local manufacturing. An example, we are embarking on plans to manufacture down-hole tools in Oman and expand the existing Gulf Energy facilities.
Similarly, we have significant plans for starting manufacturing and design facility for targeted products in Saudi, and other regional countries. Coming back to our structure. NESR now has a graphical country management to run the day-to-day operations, which is the focal point for our clients, with product drove verticals needing technology introduction and implementation. We believe that this structure allows NESR to best leverage its size, allows us to scale our support structure to the needs of each country, and it allows the country management to focus on running the business in the most efficient manner.
This is reflected in our performs in Saudi, where year-on-year revenue growth has been 60%, compared to rig growth of about 5%. This growth has been driven by larger contract awards in business segment like testing, and we have increased our market share in our coiled-tubing segment. Additionally, about three-quarters of the growth over the last two years for NPS has come from markets like Iraq and Algeria. And going forward, we will see this trend continuing, driving the importance for having a solid, on-the-ground organization.
Supporting our newly established organization and operation, we have also brought in exceptional talent to lead our product and service offerings with the production and drilling and evaluation groups. These leaders have deep expertise in their respective areas and will be focused on expanding our product and service offering in the future by utilizing new technology and building new core competencies. NESR is following a distributed network mobile to build its technology portfolio. By this, I mean that NESR does not have a conventional R&D set up like most of the large integrated players.
Rather, we are leveraging our North American presence to source fit-for-purpose and cutting-edge technologies to the MENA region. This is already in effect, and we have either signed partnerships or have begun the process to sign with approximately 10 technology providers in the last two months. One may ask, what is the value proposition for NESR, as well as for these technology providers? Well, for one, these providers who have exceptional technologies have been unable to build any decent scale in the MENA region. This is because until now, there were only traditional agent type relationships available for them or they had to align with the large service company, which eventually developed the competing products.
Agent don't run the services, and can't help improve the technologies. We can. So for these technology or companies, NESR is the optimal partner. We are the end user of their services, provide scale across the region, and we quantify and qualify those technologies.
Given our position and understanding of the region, we would have the ability to look at all innovative new products that our customers are looking for. In terms of business model, we have developed and are open to discussing engagement levels across the spectrum. For example, we can team up at an early stage, invest in the company, work alongside them to develop fit-for-purpose products or if the technology is mature and we understand where it is best deployed, then we team up and add value with the execution of the services. We believe this distributed network strategy for technology will provide us with the agility to respond to our customer needs as well as being very capital efficient in the long term.
As we shift from technology and visit our geography opportunities, there are several countries where we could add critical scale or beef up our presence by acquiring smaller regional companies, who have distinguished themselves. Or have built a particular business line that is additive for us. We are actively working today on several opportunities and will complete them at the right valuations in due course. We are also actively looking at opportunities to grow our core of -- out of our core MENA region.
NPS consummated an acquisition in Indonesia just before NESR closing, which we believe will give us further scale to grow in the Far East. Similarly, we have been expanding our footprint in India with new contract awards. Although these operations are still small, we believe they provide us with a solid foundation to leverage and grow our non-MENA operations. NESR is also seeking opportunities to grow in Sub-Saharan Africa and is actively engaged with customers who are extremely keen to see NESR as a viable integrated service provider in their respective geographies.
We expect that over the next few quarters, we will be able to make substantial inroads in a couple of countries. Having discussed our present status and what we are doing, I would now like to spend some time on the overall macro picture in the MENA region and how NESR is positioned to benefit from it. As most of you are aware, rig counts in the Middle East and North Africa does not see the levels of volatility that occurred in North America during the last downturn. In fact, if you compare to the fourth quarter of 2014, every major market where we operate has either higher or similar rig count.
This resiliency is a result of the longer-term capital spending plans for the NOC in the region that comprise approximately 80% of our client base. An example is Saudi announcement to spend roughly $400 billion over the next five years. Other countries have big plans to enter into newer reservoirs like unconventional and heavy oil, which in turn increased the service intensity and the need for innovative service providers. This further translates to our customer having contact cycle, which span from a few years to as long as seven or eight years.
This inherit stability allows us to build critical capacity in these product lines. This is one of the main reasons that all of the service providers in the region perform better than anywhere else. This quarter, we signed new contracts worth approximately $360 million, which was on the higher side of what we normally do. In line with research estimate, we believe that the Middle East market will grow at an average CAGR of 6% for the next four to five years.
Just to put numbers into perspective, if we look at the market side of the region, it is about $20 billion. So if we are looking at about $1 billion in growth every year over that period. Hence, NESR objectives to grow at the higher teens CAGR is certainly achievable given the tailwinds that support our growth. Actually, we are looking at more significant growth given the added businesses to the combined entity.
NESR saw year-over-year revenue growth in the mid-teens during the first half of 2018. And we expect to sequentially materially, expand and build on this trend going forward. I hope with these remarks, I have been able to share our excitement at this great opportunity to grow our company into something special. I would now pass the call to Melissa, to review the financials for Q2.
Thank you, Sherif. Let me start by congratulating the NESR team on a successful transaction and express my appreciation for the warm welcome and all the hard work that has created the first and only U.S. listed national services provider in the MENA region. It's truly an honor for me to be here and I'm excited about what the future has in store for NESR.
As you can see from our 6-K filed today, we have made an FPI election, designating us as a foreign private issuer. We want to reinforce to our investor base that we are committed to sharing regular reporting results as evidenced by today's filing. The FPI election was made to provide the company with flexibility and relieving the administrative burden, time constraints and cost that can be encountered as a U.S. issuer.
We are reporting in a predecessor/successor format as required by SEC requirements and necessitated by the three-way business combination undertaken. In NESR's case, as the acquiring company was SPAC, NPS was treated as the predecessor entity and all historical information up to the combination date is presented for NPS on a stand-alone basis. All three entities are represented as part of the successor NESR entity. This presentation format is required and so I wanted to provide some additional background.
Our second-quarter financials include both successor and predecessor financial information. That combined post-combination successor period, including one month of results, totaled a loss of $4 million, which is influenced by significant transaction cost triggered at the time of combination, as well as amortization associated with our acquired intangible assets. The NPS predecessor accounting period includes net income of $6.7 million through May of 2018. And we would like to note that due to the unique accounting treatment involve neither the NESR parent company nor the GES results of operations for April and May are reflected in the statement of operations.
Going forward, successor period reporting will reflect these results of the combined organization. Our goal is to give you our best read on the fundamental performance of the business during this transition period and the overall financial performance of NESR. What is clear within the financials is that NESR continues to grow on the top line. Overall revenues have demonstrated double-digit growth, and we intend to expand on this trend in future quarters.
We have had significant growth in key markets and our NPS subsidiary grew revenues by approximately 38% year over year from $123 million in H1 of 2017 to $169 million in H1 of 2018. On a combined basis, the company grew revenues by 12% between Q1 and Q2 of 2018 and 14% when comparing the six-month period ending June 30 with the same period in 2017. We have posted combined revenue of $249 million for the first half of 2018, as compared to $219 million in the same period of 2017. The growth described was achieved exclusive of synergies and generated by the stand-alone companies with only three weeks of combined company performance reflected.
We anticipate future NESR quarters will build upon this growth and reflect recent contract awards, translating into positive EBITDA fall through. Both our subsidiary companies posted solid performance on adjusted EBITDA coming in at a combined $66 million for the first half of 2018, as compared to $63 million in the first half of 2017. Although already mentioned, it is worth reinforcing that MENA business has historically experienced a stronger second half of this year. We believe the same holds true for NESR as we continue to build upon the growth already achieved, making the back half effect even more pronounced for us.
Switching gears a bit. After operating as a combined company for two months, we remain steadfast in the pursuit of our growth strategy while creating integration cost synergies. We intend to achieve these synergies, their streamlining of business processes, elimination of inefficiencies and leveraging new pricing power with our vendors. Our balance sheet profile has changed considerably as well to the combination.
We continue to have conservative leverage with an economical cost of debt averaging 550 basis points as of June 30. During July, we completed a refinancing of our bridge facility to term it out and entered into a new credit facility giving us an additional $50 million of liquidity to better manage business operations during our integration period and provide dry powder for opportunities. We drew down $25 million of this facility and have an additional $25 million available to us. We ended the quarter with total borrowings of $306 million, inclusive of a convertible loan from one of our largest investors.
On the tax side, we are expecting some changes based on a new NESR ownership structure. We are currently evaluating this new structure and will fully explore our optionality in this area. Our effective tax rate for the quarter was 20.6% and is exclusive of any corporate restructuring that is under evaluation post business combination. As part of our integration activities, we do intend to look for tax efficiencies created as a combined company.
NPS and Gulf Energy capex commitments as of June 30 were $25 million. As we improved equipment utilization, asset sharing between countries and achieve full integrates in synergies, we expect the full-year 2018 capex commitments to be approximately $50 million. As mentioned by Sherif, NESR will be focused on top-line growth, and we will look toward providing our operations with the resources needed to effect this growth as efficiently and opportunistically as possible. In closing, I'm very excited about the financial opportunities we're creating here at NESR.
We believe we are well-positioned in the marketplace, have strong momentum, and enjoy a solid financial foundation from which to grow. With this, I would like to pass back to Sherif from some final comments.
Thanks, Melissa. We at NESR have a vision of creating something extraordinary, which will not only provide superior returns to our investors but would also have a lasting impact on the region with in-country value creation and employment opportunities. We also have strong ethic to help our clients achieve their goals. As I mentioned earlier, we have very aggressive growth plans, both organically and inorganically.
NESR has grown from just an idea to a multicountry, multiproduct line integrated company in the span of one year, and we intend to keep on growing at this attractive pace going forward. The existing market fundamentals over the last couple of years support us and if the existing oil price environment improves or holds, as it is the consensus estimates, then we believe we will further benefit from tightening of the demand-supply curve for our services. I would like to list for you some of the key objectives that will be our focus throughout the rest of 2018. No.
1, we want to build on the integration games and complete the majority of tasks needed to fully integrate by end of this year. No. 2, we want to build on the momentum of H1 and accelerate our revenue growth in H2 to deliver revenue growth year over year. In markets like Iraq, where we have approximately 75% growth year over year until now, we want revenue growth to significantly outpace rig growth.
We want all of our business and geography to experience growth in 2018 and beyond. No. 3, we believe we have a very low cost of debt but having said that, we want to work on optimizing our capital structure and start the process on optimizing our tax planning, which we believe has room to improve. No.
4, I would put this in the ambition column that we would like to start operation in one new country in the second half and continue to strengthen our geographical footprint in the MENA region. No. 5, we will introduce two new technologies which will feed future growth. With this, I would like to take this opportunity to thank everybody for joining our first earnings call.
And if there are any questions, we'll be very happy to address them now. Thank you. Operator?
Thank you. [Operator instructions] And we'll take our first person from the queue with Greg Colman from National Bank Financial. Please go ahead. Your line is now open.
Thanks very much. Congratulations on getting the first-quarter results out there, Sherif and the team. Just I wanted to start -- wanted to start with a question about the full year. In the proxy, you talked about $170 million in full-year 2018 EBITDA that was filed earlier this year.
How's your confidence in that number now after reporting Q2 versus what you were expecting in February, March? Is achieving about $100 million or so in the second half of EBITDA a realistic goal in the context of the $66 million we saw in the first year -- in the first half, rather?
Thanks, Greg. A very good question. So if you look at fundamentally, as we stated in our remarks, H2, in traditionally in the Middle East Q3 and Q4 are very strong and much stronger than H1. If you look at our growth rates with the activity, especially in countries like Saudi, like Iraq, you're talking about a rig growth of the company into the 50%, 60%, which is much, much significant higher than the rig growth.
So saying that and being in charge of the company now, as I said in the quarter, we only had the three weeks. And in H2, we are -- I was very confident on our ability to deliver on the numbers we estimated earlier.
That's good to hear. And keeping on that theme. You mentioned a couple of comments about limited amount of time to have the two companies together in the reporting period, which ended at June 30. What kind of synergy impact did we see in Q2? Was there any, or was it really just kind of put the two businesses together and we won't be expecting to see any synergy impact either cost or revenue until Q3 and beyond? I'm basically looking to see if we should be expecting margin expansion here, especially on the cost side into the back part of the year.
Yes. So as we explained, so with the synergy we started with the companies, as you may know, obviously, as I tried as well to explain, we -- the main focus for us is revenue and cross-selling. So the biggest item was to ensure that the portfolio of Gulf Energy and the drilling arena is masked or split into NPS geographical footprint. And that is the key for our integration team, as the No.
1. We, in a span of, I just said in weeks, we managed to build the new shop in NPS facility, move the entire Gulf Energy into that facility, improve the machine shops, etc. and then we demonstrated this to our clients and they had very -- they were very comfortable with our strategy and enhance actually, we're awarded a large contract in Saudi based on that, right? So that's based on NPS, obviously, strength, name, brand, and ability to be able to service that contract from that solid base. If you look at the entire region, we are doing exactly the same thing.
We visited all the locations since we started and we put integration plan for each one of them. So a lot of the integration will be in the cross-selling, but the big part of it, which is on the financial team, is how to remove all, I would say, the fab, remove all the supply chain. How can you leverage the size of the company to reduce the price with the suppliers, the IT, the HR, etc? So all this is happening, and if you want to put a number on the cost, is as we explained before, we believe that $8 million to $10 million is achievable in 2018.
Now it makes sense, OK. On the contract spend, the $360 million, you got in the second quarter, you mentioned that exceeding even your expectations, which were probably pretty aggressive expectations to begin with. Are there any other ways out there? Any other potential big wins that we should be watching for in a third or fourth quarter, either by country or by company?
So the tendering activity is -- obviously, now we are in 14, 15 countries -- is very active. You will see a lot of tendering coming, we are engaged in several of them. We believe that we're going to get our fair share of these awards and the $360 million was definitely on, as we said, on the high side and it was extremely, extremely well-perceived and again, you have new businesses, you are needing new product line, you are making sure that you are strong, your strong presence in front of the clients, engage with them and that gives them comfort that we will be able to deliver. And on the couple of contracts where we recently were awarded, a large contract, the clients is extremely, extremely pleased with our performance.
As a matter of fact, we -- I attended personally a service quality meeting with the clients, and I was very pleased that we scored No. 1 in front of everybody else. So our efficiency and delivery, that is what is going to make us -- making sure that we can get more of these contracts and get more awards going forward.
That makes sense. But from -- just from a scale and intensity perspective, was the $360 million wins in the quarter sort of a big bogey you were focusing on and there's still opportunities in the future, but potentially not of that scale in the immediate term? Or is this indicative of the kind of magnitude of contracts which you are looking to achieve over the subsequent six to nine months as well?
I cannot give you exact numbers, but I can give you that the scale will be similar in the coming quarter. Not every quarter will be the same, but we have -- we are engaged now in a large, large mega contract that is even bigger. The award of that will depend on the timing. I cannot tell you it will close in Q3 or Q4, however, we -- you will see some significant contracts or mega tenders going on in the different countries.
And again, remember, we -- before NPS and Gulf Energy, each one was on its own, now they are combined, and we have now, bigger pool of tenders we are going after. Because you have now a drilling portfolio in countries where NPS existed that did not bid before. For example Algeria, we did not bid or drilling business and now we are bidding for those businesses. You need to qualify obviously in those countries to ensure that the customer believes that you can deliver.
Then they will approve you to be in the tender list, and then you go after the tender but now you have a chance to win. Right? So if I talk about tendering itself in the region is very different than what you -- what people experience in North America and this -- every contract in the MENA region, you have to have a tender, you have to get an award, and you have to have a contract, right? So it's like -- it's not a quotation for job. So once you have that contract, some of the clients' paper and model, where they award six to eight suppliers and based on your technology and your service quality, you get a percentage of that award. So yes, first you have to have a price that qualify you and make -- puts you into the pool, and then based on your delivery, you can capture more work than your assigned rigs.
And then you have other type of contracts where it's more of a binary approach. So either you are in or out. Right? So we have both types of contracts in the region where we are operating in. And again, we are targeting much bigger pool of these tenders so the expectation of awards and our ambition is to have similar scale to what we have awarded before.
That's great color. All right. Just from a country perspective, we think your single biggest contributor is Saudi Arabia, and we saw Schlumberger cite some, that country is actually being a bit of a drag in the second quarter due to some delays in logistics challenges. Wondering, did you experience the same? Was Saudi a bit of a drag for you? It doesn't seem like it based on the NPS growth rates, but just wanted to get any color as the -- any friction in one of your major operating regions.
So obviously, I cannot comment on others. And I would just comment on our company. So Saudi has been more than outstanding, I would say. As I mentioned, we grow in the 50%, 60% year on year, sequentially is in the 30%.
So it's a very, very, very strong achievement. Again, we had new contracts awards, so definitely, this contributed to a large part of this, because we didn't have that contract before so we added a big space of it. We gained market share against others, and again, this is mainly due to our service delivery and our technology provider. Again, Saudi has been -- Saudi and Iraq has been very, very strong for us.
We did extremely well. You have to remember as well, we are not involved in some of the large integrated LSTK-type contract, and we are mainly on the services side. So this has been going very, very steady. If you look at the macro picture, definitely Saudi is the main engine of oil production for the OPEC and they have a sustainable capacity to gain and they have added capacity so you'll have a lot of rigless operation that adds up to this and this is where NPS is very strong.
So not all the revenue is based on the rigs, a lot of rigless activity, which is basically the testing type of work, testing slickline, coiled tubing, acidizing, and again, where we are very strong in that arena. Working in Saudi is actually absolutely, I would say, outstanding. The customer is extremely, extremely strong, very, very hungry with technology, and they really appreciate and value service quality, and the local content, in-country value and service delivery, and we are in a very good shape there.
That's great to hear. OK. That's almost it for me. I just have one more last one.
You mentioned in your prepared remarks, the expansion opportunities in India and Indonesia. If you, as a management team reflect forward as to what your revenue mix looks like in say, whatever you want to define it, one, three, five years, what do you see the non-MENA, the non-Middle East North Africa revenue slice being? is this a 5%, 10%, 15% of the business or could this be a quarter or a third of your business?
So again, I mean, obviously, it's very, very, very small today. It's almost, I mean, you can say it's almost irrelevant in the revenue for the company. However, if you look at it, and our ambition is to grow profitably into the market where we think we can make a difference. So that's why we identified some of those countries where we can make a difference.
If I look today on what we're doing in Indonesia, it is extremely, extremely well-done. It gives you not only our revenue but it gives you that diversity of being able to operate in different environments, gaining scale, gaining different type of operations, this is only -- this is important as well for your employees. You get that diversity, you get the people exposed to different setup -- it's good for them. So they can move from one country to another, and that's again very healthy.
But again, we do not want to start somewhere where we are going to have non-profitable growth in this country. So if you look at between Sub-Sahara, once we are successful in the entry, and Asia, our ambition is that this will represent a good part of what we're doing versus what we do today. And when I say good part, yes, it might be 10%, 15%. Ad this is the beauty of being small because everything you do is a very, very accretive to what you do.
Right? Because we do not exist, so if you add -- I would say, $50 million, $60 million of revenue in a country, that's significant to what you have as overall.
Got it. But you wouldn't see the non-MENA contribution being, at any point, the majority of the business in your forecast period?
No, no. Definitely not. This is just going to be a good addition. And you -- if you target 10%, 15% of the total, we will be glad.
That's all. Well, listen, congrats again. That's it for me. And I'll turn it back.
Thank you. And now we can take our next question from the queue with Mike Cahill from the Crispin Capital. Please go ahead. Your line is now open.
Thank you. Sherif, a great execution in the quarter. I know this might be hard to quantify, but in terms of the $360 million of new contracts, how much would you say were influenced by you and the team, and then the new combined entity versus just NPS or Gulf Energy, kind of operating on their own and just getting these contracts in the normal cycle? I'm just trying to get a sense of as you take over more control of this thing, what you think the acceleration and benefit of the combined companies will be in terms of winning new contracts. Thank you.
Thanks, Mike. And I would say, if you -- yes, it's going to be hard to quantify as a percentage because there is, in these tenders, there is always like the normal, just pricing and delivery, etc. and then there is the soft skills from the clients of perceiving the company being able to deliver on the larger-scale contracts and being more comfortable that you are strong now from just -- not just a relationship, mainly for the client is, are you strong to be able to deliver, you have the capital backing, you can buy the capex, can I award you this type of work, right? So the contracts, to be quite frank, that they felt that we are now much better positioned to win or to be able to deliver on those, I would say in the 30%, 40% from -- for this kind of, if I give you a rough number. And the rest was purely the guides were solid, they had this contract, they had this standard before and it's based on their performance.
So if this kind of answers your question around the 40%, I would say, I would qualify that this could be the answer.
Great. Thanks. Keep up the good work, Sherif.
Thank you. And we have a follow-up question from Greg Colman from National Bank Financial. Please go ahead. Your line is now open.
Greg, please go ahead. Your line is now open to ask your follow-up question.
Sorry about that. Might jog my memory as to something I meant to ask. Sherif, on the $360 million of wins, how much of that is additive? New wins that would be expanding the business and how much of it would be renewals of just existing contracts that are being carried on?
I would say from the $360 million, 80% is the new contract.
Thank you. Thanks very much. So as there are no further questions at this time, I would like to hand the call back to Mr. Sherif Foda for any additional or closing remarks.
Thank you very much. Thank you for joining us. We're very, very excited on our journey, and we look forward to updating you on all our progress in next quarter. Thank you.


Our new Banana Republic inspired floral jeweled necklace is stylish and stunning. Gorgeous faceted jeweled gemstones mixed with translucent acrylic gemstones make up a floral bib style beauty. Make a statement and turn some heads with this must have piece.


Live near Pfc Thomas Norton Mem Playground?
Level 4: Accessible playgrounds with Transfer Platforms and Ground Level Play Features. This playground has the following accessibility features: smooth surface, transfer station.
As a neighborhood mom that frequents this park I feel this park is a sorry excuse for a neighborhood playground. The baby and children swings are located across the park from each other making it hard for mothers to watch different aged children at the same time. The rock climbing wall is the only activity available for children over 5 besides for the swings and there are not enough foot holds on it making it quite dangerous and leading to 2 broken arms that I have known about. The sprinkler is not enclosed and is a single spray of water from a hole in the ground. When a child steps on the hole there is not water for any other child to play in. The playground equipment for the younger stages does not have banisters on the stairs and is too small to accommodate all the children who use the playground. And the worst part, they closed the playground for a few years saying they are going to redo the bathrooms- but they have never been opened!!


text:
Lot 47: Tony Duquette
This screen is a prototype of a model designed by Tony Duquette for the first Paris residence of Mr. and Mrs. John N. Rosekrans.
One of the great style icons of the 20th century, Tony Duquette (1914–1999) created designs of timeless flair and magnetism. "Beauty, not luxury, is what I value" was his oft-repeated motto. Hutton Wilkinson, his longtime design partner, referred to his skill in conjuring finery when he claimed that Duquette "was a do-it-yourself de Medici."
Born in Los Angeles and educated at the Chouinard Art Institute in the 1940s, Duquette received peerless instruction as the protégé of Elsie De Wolfe—the eminent tastemaker often credited with originating the business of interior decoration, and a colleague of the great William "Billy" Haines. His own clients included both Hollywood royalty, such as actress Mary Pickford, and a platinum-clad roster of the wealthy and powerful, among them J. Paul Getty, Doris Duke, Norton Simon, and the Duchess of Windsor.
Duquette's style was broad and democratic. "I will use anything to help me capture the quality I am seeking; what I find in the street, in the attic, on the desert, in the sea, the gnarled tree root, the snail's own shell." The present lot is a classic example of this artfulness. Fashioned out of framed plastic and mesh, this screen, or room-divider, was a prototype for the Paris apartment of American tycoon John Rosekrans and his wife Dodie, a patron of fine arts. 18th-century Chinese carved screens served as inspiration here. (Duquette also designed a snowflake pattern based on the Chinese décor, used in fabrics and wall-coverings.) His own Beverly Hills estate, Dawnridge, benefitted from this design, as Duquette made a similar piece for his home.
With a love for theater (and theatricality), Duquette also fashioned costumes and set designs for films, including "Kismet" (1955) and "Can-Can" (1960). In 1961 he won a Tony award as costume designer for the original Broadway production of "Camelot." By way of his baroque interiors for private homes and hotels, lavish costumes, and original set designs, the name Tony Duquette remains to be synonymous with glamour, fantasy, and excess.
Iovine, Julie V. "Tony Duquette, a Decorator of Fantasy, Is Dead at 85." The New York Times 14 Sept. 1999. Web. Mistry, Meenal. "Perfect Pair. " Harper's Bazaar 23 Jan. 2012. Web. Wilkinson, Hutton. More Is More: Tony Duquette. New York: Abrams, 2009. Print.
Six panel screen
Designed c. 1994
Panels each: 95.5" x 25" x 1.5"; Overall: 95.5" x 150" x 1.5"
Provenance: Private Collection, Los Angeles, California;
Private Collection, Los Angeles, California (acquired directly from the above through Christie's, Los Angeles, "Innovators of Twentieth Century Style Including Property sold to benefit the Elsie de Wolfe Foundation," September 18, 1999, lot 223)

redpajama_set_name: RedPajamaCommonCrawl


text:
20 questions and a selfie: A day in the life of Julie Stroebel Barichello, news editor by day, independent author-designer by night
For this installment of "20 Questions and a Selfie," we catch up with Julie Stroebel Barichello, newspaper editor by day, …
20 questions and a selfie: A day in the life of Carol Bodensteiner, PR pro turned freelance writer and author
For this installment of "20 Questions and a Selfie," we catch up with Carol Bodensteiner, a public relations professional turned …
Jan'15
20 questions and a selfie: A day in the life of W.W. Cass, speculative fiction author
A broadly traveled student of human behavior, W.W. Cass, Jr., creates imaginative stories of complex characters with equally complex lives. Cass self-publishes in the science fiction, mystery and adventure genres. His work balances firm scientific principles with action, drama and humor.
20 questions and a selfie: A day in the life of self-published horror author A.R. Braun
Publishing books and ebooks
A.R. is the author of two short-story collections, Insanity and Horrorbook, and has numerous publication credits, including "NREM Sleep" in the D.O.A. anthology; "Freaks" in Downstate Story magazine; "The Unwanted Visitors" in the Vermin anthology; "Coven" in the Heavy Metal Horror anthology; "Remember Me?" in Horror Bound magazine; and "Shades of Gray (the Symbiosis of Light and Dark)" in Micro Horror magazine. Braun's "The Interloper" won story of the month in 2009's June Full Moon in Bloom issue of SNM Horror Magazine, and the piece was included in the SNM Horror anthology, Bonded by Blood 2: a Romance in Red.


Who is allowed to shape our cities, and how do they do it? Unlike many other fields of design, cities aren't created by any one specialist or expert. There are many contributors to urban change, including ordinary citizens who can have a great impact improving the cities in which they live. By exploring a diverse range of urban design projects around the world, Urbanized frames a global discussion on the future of cities. It looks at the issues and strategies behind urban design and features some of the world's foremost architects, planners, policymakers, builders, and thinkers.
The event is presented in conjunction with Pratap Morey's on-going show at TARQ, Concrete Ciphers. In this exhibition, Pratap continues to explore his preoccupations with the constantly morphing artificial geography of urban spaces.
We would like to thank Gary Hustwit for granting us the permission to bring this compelling film to you.


Is this horse trained to drive?
If other, explain. If any of the symptoms checked above are on-going or recurrant health or lameness issues, list what they are and how often they occur.
How were these issues treated?
Are there vet records related to the treatment of these issues?
Have any x-rays been taken related to these issues?
If yes, will the x-rays be made available to the buyer?
What feed/grain is your horse currently eating?
How much feed/grain do you give per feeding?
If yes, when were they given, what date and what vaccines?
If yes, when was the last time it was done?
I will submit the required photos & video.
I am unable to provide photo and video and wish to arrange for Trainer Evaluation to determine training level and take photos/video.
Bid Acceptance Options: Bid Acceptance Form must be on file in the Sales Office no later than the conclusion of bidding (3 p.m.) on the day of the sale. If no Bid Acceptance Form is returned, the Sales Office will follow the Safe Horse Sales Policy as outlined on The Safe Horse Project website.
If yes, what opening bid do you request?
The information supplied in this application will be reviewed and someone will be in touch promptly. Thank you for applying to enter your horse in the Safe Horse Auction and helping it have the best possible chance at finding a safe home!


text:
Q: SimpleCursorAdapter is being difficult to use I have been stuck at one point from long time, i.e with the use of
 SimpleCursorAdapter

as it fails while returning the correct value. I have seen similar many post in SO itself, saying that I should add _id column in the cursor database query, rather I should do
 db.rawQuery(String,String)

My code in the onCreate(..) is
HospitalData = new Database(this);
HospitalData.open();
Cursor c = HospitalData.getAllRows_Patient_Db();
startManagingCursor(c);
c.moveToFirst();

//HERE SOME LOOP IS NEEDED FOR TRAVERSING AND PUTTING IN THE LISTVIEW
while(c.isAfterLast() == false)
{
    String[] columns = new String[] { c.getString(1), c.getString(2) };
    int[] to = new int[] { R.id.room_number_db, R.id.pt_initial_db };
    adapter = new SimpleCursorAdapter(this,R.layout.patient_db, c,columns,to);
    c.moveToNext();
}
setListAdapter(adapter);

And previously my database accessing code was as follows
 public Cursor getAllRows_Patient_Db()
{
    return db.query(DATABASE_PATIENT_TABLE, new String[] {KEY_ROWID, KEY_ROOM_NUMBER,
                                                        KEY_PATIENT_INITIAL
            },
            null,
            null,
            null,
            null,
            null);
}

where KEY_ROWID  is defined as follows
public static final String KEY_ROWID = "_id";

And the error with this is
07-04 22:10:23.301: ERROR/AndroidRuntime(16795): Caused by: java.lang.IllegalArgumentException: column '90' does not exist
07-04 22:10:23.301: ERROR/AndroidRuntime(16795):     at android.database.AbstractCursor.getColumnIndexOrThrow(AbstractCursor.java:314)
07-04 22:10:23.301: ERROR/AndroidRuntime(16795):     at android.widget.SimpleCursorAdapter.findColumns(SimpleCursorAdapter.java:312)

Here column 90 is not the column id but according to my database is the data stored in cursor.getString(1), but I think here it is trying to search cursor.getString(0) which is the row id.
Later I changed my code as follows
public Cursor getAllRows_Patient_Db()
{
  String db_sel = "SELECT id as _id, KEY_ROOM_NUMBER" +
    ",KEY_PATIENT_INITIAL FROM DATABASE_PATIENT_TABLE";

    return db.rawQuery(db_sel,null);
}

But still I am getting error, this time error is different
07-04 21:36:12.510: ERROR/global(9861): Deprecated Thread methods are not supported.

 07-04 21:36:12.950: ERROR/AndroidRuntime(9861): FATAL EXCEPTION: main
 07-04 21:36:12.950: ERROR/AndroidRuntime(9861): java.lang.RuntimeException: Unable to start activity ComponentInfo{com.pro/com.pro.CopyOfFirstScreen}: android.database.sqlite.SQLiteException: no such table: DATABASE_PATIENT_TABLE: , while compiling: SELECT id as _id, KEY_ROOM_NUMBER,KEY_PATIENT_INITIAL FROM DATABASE_PATIENT_TABLE

 07-04 21:36:12.950: ERROR/AndroidRuntime(9861): Caused by: android.database.sqlite.SQLiteException: no such table: DATABASE_PATIENT_TABLE: , while compiling: SELECT id as _id, KEY_ROOM_NUMBER,KEY_PATIENT_INITIAL FROM DATABASE_PATIENT_TABLE

I am stuck with it from very long time, please help!!
EDIT : Okay now with you guys help my query statement is correct and thanks for that, I am sorry I am not good in understanding the syntax for database query but I am trying to learn
The working query after changes is
String db_sel = "SELECT _id as _id, room_number" +",patient_initial FROM " + DATABASE_PATIENT_TABLE;

Actually I had to change the declared String with the key values
public static final String KEY_ROWID = "_id";
public static final String KEY_ROOM_NUMBER = "room_number";
public static final String KEY_PATIENT_INITIAL = "patient_initial";

But now I see another problem that is not from the query statement but the way I am accessing or using the simplecursorAdapter

As you can see that my table has 2 rows and 3 columns, Now I want to fetch the data from column 2 and column 3 and put it in my listview.
But after the fix from the query I am getting another error
Originally it was
   String[] columns = new String[] {c.getString(1), c.getString(2) };
        int[] to = new int[] {  R.id.room_number_db, R.id.pt_initial_db };
     adapter = new SimpleCursorAdapter(this,R.layout.patient_db, c,columns,to);
     c.moveToNext();
    setListAdapter(adapter);

And the error was
  07-05 21:32:29.228: ERROR/AndroidRuntime(1505): Caused by: java.lang.IllegalArgumentException: column '90' does not exist
  07-05 21:32:29.228: ERROR/AndroidRuntime(1505):     at android.database.AbstractCursor.getColumnIndexOrThrow(AbstractCursor.java:314)
  07-05 21:32:29.228: ERROR/AndroidRuntime(1505):     at android.widget.SimpleCursorAdapter.findColumns(SimpleCursorAdapter.java:312)

android.widget.SimpleCursorAdapter.findColumns(SimpleCursorAdapter.java:312)
As you can see it is trying to access the data of first column inspite of accessing the row
After that I made changes in my code
     int x = 0;
     String[] columns = new String[] { c.getString(0),c.getString(1), c.getString(2) };
        int[] to = new int[] { x, R.id.room_number_db, R.id.pt_initial_db };
     adapter = new SimpleCursorAdapter(this,R.layout.patient_db, c,columns,to);
     c.moveToNext();
    setListAdapter(adapter);

This was only a guess in order to find out how differently SimpleCursorAdapter works compared to a normal cursor and the error I get is
 07-05 21:34:47.947: ERROR/AndroidRuntime(1966): Caused by: java.lang.IllegalArgumentException: column '1' does not exist
 07-05 21:34:47.947: ERROR/AndroidRuntime(1966):     at android.database.AbstractCursor.getColumnIndexOrThrow(AbstractCursor.java:314)

I know this question is becoming too long :-( do u suggest me to remove some code from here.

A: Have you read this part of error stack:
android.database.sqlite.SQLiteException: no such table: DATABASE_PATIENT_TABLE:

?
You just have no such table in database. It's not CursorAdapter problem.
Your loop seems completely pointless - just read some java handbook.
Ok, lets start to list some problems in your code:
String[] columns = new String[] { c.getString(1), c.getString(2) };

columns[] should contain columns names not values...
In your while{} loop you are creating dozens(?) of SimpleCursorAdapters while only the last on is passed.
This part of code:
String db_sel = "SELECT id as _id, KEY_ROOM_NUMBER" +
    ",KEY_PATIENT_INITIAL FROM DATABASE_PATIENT_TABLE";

is obviously wrong. I assume that you have something like
private static String DATABASE_PATIENT_TABLE = "patient";

so just use those constants:
String db_sel = "select id as _id, +"KEY_ROOM_NUMBER+", "+ KEY_PATIENT_INITIAL +" from "+DATABASE_PATIENT_TABLE;

Replace that:
 String[] columns = new String[] { c.getString(0),c.getString(1), c.getString(2) };
    int[] to = new int[] { x, R.id.room_number_db, R.id.pt_initial_db };

With that:
 String[] columns = new String[] { c.getColumnName(1), c.getColumnName(2) };
    int[] to = new int[] {R.id.room_number_db, R.id.pt_initial_db };

A: The new error is saying that you don't have the table "DATABASE_PATIENT_TABLE" in your database.  From your code that appears to be the Static Field name for the string that contains the name of the table in the database and not the name of the table in the database.
In the code below you need to change "DATABASE_PATIENT_TABLE" to the name of the table in the database.
String db_sel = "SELECT id as _id, KEY_ROOM_NUMBER" +
",KEY_PATIENT_INITIAL FROM DATABASE_PATIENT_TABLE";

Try this and see if it will work:
String db_sel = "SELECT id as _id, KEY_ROOM_NUMBER" +
",KEY_PATIENT_INITIAL FROM" +  DATABASE_PATIENT_TABLE;

As for your original error a SimpleCursorAdapter must contain the field of _id.  The change you made to the SQL Statment that powers the cursor should fix it but you need to make sure you have the right table name in the SQL statement.
Hope this helps.

A: The problem is fixed, the main thing is that I should make sure I always query for the _id with each query to the database, but if I do it with cursor.getString(someIndex) then this gets misleaded as the adapter in my case is taking the content of first column as the rowid and is trying to search the row.
Nether doing rawQuery(),or using "Select _id as _id" stuffs are mandatory. these things are sometime misleading as I felt.
So keeping things simple below is the code.
Database code
 public Cursor getAllRows_Patient_Db()
{
    return db.query(DATABASE_PATIENT_TABLE, new String[] {
            KEY_ROWID,
            KEY_ROOM_NUMBER,
            KEY_PATIENT_INITIAL
            },
            null,
            null,
            null,
            null,
            null);
}

Activity Code
    HospitalData = new Database(this);
    HospitalData.open();
    Cursor c = HospitalData.getAllRows_Patient_Db();

    startManagingCursor(c);

    String[] columns = new String[] {HospitalData.KEY_ROOM_NUMBER,HospitalData.KEY_PATIENT_INITIAL };
     int[] to = new int[] {  R.id.room_number_db, R.id.pt_initial_db };
     adapter = new SimpleCursorAdapter(this,R.layout.patient_db, c,columns,to);
     c.moveToNext();
     setListAdapter(adapter);

redpajama_set_name: RedPajamaStackExchange


Custom Enclosures Available for Your Product.
This Product Provides a Display of Time in the Shower.
Useful for Home, Hotel, Resort, ect.
the Weight Lifting Bar as it's Lifted.
Software Development for This Product.


If you have news or know of some, send us a link and we will post it. Go to our BMX News Submission Page.
At BMX Hobbies.com, we work at finding news items for all aspects of BMX. Due to this we decided that one page for news would not be enough so we will have dedicated pages to each of the different types of BMXing. You can click on the sections that you want to look at in the navigation bar to the right or the links below.


The contents of Civil Government: Its Origin, Mission and Destiny, and the Christian's Relation to it were originally published as separate parts in the Gospel Advocate from 1866-1867. They were collected into one book in 1913.
According to Lipscomb, God originally governed man directly, in the garden of Eden. After this, god governed indirectly: by prophets, judges, and natural law in the form of the Mosaic laws. Civil, or human government began with Nimrod at the rebellion at Babel. All existing states descend from this rebellion.
At some point, Israel demanded a king. God granted it to them, knowing it would be bad for them, as a punishment*. The very existence of human government is a punishment upon the wicked who wanted such government. Civil government is a curse upon the wicked.
The kingdom of God is to grow and crush all states under it. When Christ returns, Divine government will be reinstated, and all civil government will be destroyed.
Lipscomb further demonstrates that a Christian ought not be involved in government in any way.
Everyone ought to read this book.
That's about all I have to say.
That's really dumb to say that a Christian should not be involved in government in any way. Where's your scriptural support for that?
It's impossible for there to be anarchy and people to be free. When you have anarchy some criminal and his band of thugs takes control. It happens every time the government, military, and rule of law disappears from a society. Think of Mexico with the cartels or Somalia with their warlords.
If we are to give our money to Caesar because his image is on it, ought we not to give ourselves unto God, whose image is on us?
Christians are not to work by coercion, which is the very means by which the state works.
In case you didn't know, Mexico is no anarchy. What we need is a free market society.
In any case, states will exist until God destroys them in the end.


Neurodiagnostic Week - Celebrated during the third full week of April, and intended to demonstrate pride in the profession and in the individual accomplishments of neurodiagnostic technologists throughout the world. Show your appreciation with a Neurodiagnostic Week sponsorship package, which includes, a poster and brochure distributed to all ASET members. An ad on our website is also included with this sponsorship. Contact Maliha Khan for more information, maliha@aset.org.
Website - ASET's website, www.aset.org is the number one resource for neurodiagnostic technologists seeking education, products, and services in the field of neurodiagnostic technology. Place your company logo and/or slogan on the ASET website with a link to your website, then just sit back and watch the hits add up! Home page logo placement available as well as internal banner and tile ads. Contact Maliha Khan for more information, maliha@aset.org. For additional information and logo placement, click here.
Broadcast and Webinar Emails - Show your support of ASET and the neurodiagnostic profession by sponsoring our Broadcast email messages and Webinar emails. Yearly and quarterly sponsorships are available. Each email distributed will feature your company name, logo and/or slogan with a link to your website. Contact Maliha Khan, for more information, maliha@aset.org.
Educational Seminars - Meet and greet your current or future customers at ASET's regional semianrs. Sponsorship and/or exhibiting opportunites are available. Contact Maliha Khan for more information, maliha@aset.org.
Annual Conference - The ASET Annual Conference is the largest educational opportunity and networking event in the world for Neurodiagnostic Technologists and industry partners. Not only can you exhibit, but there are several other conference sponsorships available. Availability is based on first right of refusal from existing sponsors. Contact Maliha Khan, maliha@aset.org for an exhibitor/sponsorship contract or for more information.
Career Center - If you have an ad for a neurodiagnostic job opening you'd like to publish, link to ASET's Career Center for information or contact ASET at 816.931.1120 [106#] or maliha@aset.org.
Label Lease Program - Purchase an ASET mailing list to announce new products, educational opportunities or other activities relating to the profession. Contact your InFocus representative or visit www.infocuslists.com.
Corporate Sponsorship - Do a number of these outstanding advertising opportunities interest you? Contact Maliha Khan, maliha@aset.org for a complete sponsorship proposal to meet your needs. Sponsorship levels - Platium Sponsorship ($11,000), Gold Sponsorship ($9,000), and Silver Sponsorship ($6,500) - are bundled marketing opportunities. You can save money and secure an advertising spot on any or all marketing opportunities within ASET for an entire year, including the Annual Conference!!!
Thank you for your continued support of ASET and the Neurodiagnostic profession!
DOWNLOAD THE 2018 MEDIA KIT & MARKETING OPPORTUNITIES BOOKLET FOR INFORMATION ABOUT ASET, STATISTICAL DATA, PRINT SPECIFICATIONS AND RATES!


Looking to tie the knot? Come along to our monthly wedding evening at Manchester Bury and check out what we have to offer for your special day.
*Book your wedding on the evening, pay your deposit within 7 days and win your evening wedding buffet.
Must be a new wedding enquiry taking place before 1st April 2019. Package booked must include wedding breakfast for minimum of 40 guests. Buffet covers a maximum of 80 guests. Additional guests can be catered for from £18.00 per person. Upgraded buffet's will incur a supplement charge.


text:
Healing Circle with Scalar Heart Connection and Family Constellations
HomeHealing Circle with Scalar Heart Connection and Family Constellations
[First published in Seattle Awakenings]
Author and speaker Stephen Linsteadt has announced a weekend Healing Circle in Seattle August 27-28, 2016. The Healing Circle will introduce Scalar Heart Connection as a powerful healing modality in conjunction with Family Constellations.
According to Linsteadt, our negative mind-brain conditioning is often deeply rooted in ancestral patterns stemming from unresolved issues, traumas, and beliefs from our parent's parents. If you believe in reincarnation, you can also look at this as resonant memory patterns carried over from a past life. There can also be members in our family tree who were traumatized, cast out of the family, or committed suicide. The memory resonance of these events can leave an energetic vacuum or, as current research is showing, epigenetic tags through a process called epigenetic inheritance (a parent's experiences can be passed down to future generations through modifications in gene expression). [1]
The good news is that these inherited patterns can be re-programmed. Linsteadt says, "Similar to the way we inherit the DNA structure from our ancestors, biologist Rupert Sheldrake describes an energetic informational field or morphic field that holds the information pattern of our entire family system.[2] The therapeutic application of this morphic field is an experiential process called Systemic or Family Constellations. According to Bert Hellinger, this energetic informational field 'knows' the deep down realities of our family system and contains not only the deep-seated wounds, but the mode of healing, as well." [3]
This information field can also be considered the source of synchronicity or the many "helping hands' described by Joseph Campbell in The Hero with a Thousand Faces.
"Synchronicity is the strange phenomenon where things seem to happen 'by chance,' like when strangers show up to help us move towards the fulfillment of our desires." Linsteadt says, "This unseen information field can also be called heart-consciousness. When we tap into heart-consciousness, we override our ancestral and societal behavior patterns that too often lead us into trouble in the first place. These are the mind-brain conditioned beliefs that hold us in limitation and cause us to 'react' to life's challenges instead of 'responding' with compassion and understanding," he continues.
Scalar Heart Connection is a technology-based process that helps us tap into the wisdom of our own heart by utilizing a heart-matrix based on the archetypal nature of number, frequencies, and sacred geometry. The process allows us to ask heart-consciousness for guidance into a problem, upset, or other life challenge.
"When our negative mind-brain reaction to a problem that is coming from a family inherited pattern, our heart will inform us that we need to go deeper into the source through Family Constellations," Linsteadt says. "The process of Scalar Heart Connection with Family Constellations provides a profound understanding into the source of what is holding us in limitation. People find the experience to be amazing because it changes the negative resonance patterns for everyone in the family tree, including future generations."
For more information about Healing Circles or to register click here>>
Moore, David S., The Developing Genome. (Oxford University Press, 2015)
Sheldrake, Rupert, A New Science of Life, (Allen and Unwin, 2012)
Hellinger, Bert, Weber, G., and Beaumont, H., Love's Hidden Symmetry: What makes love work in relationships, (Zeig, Tucker and Theisen, 1998)


In this article we will take a look at importing books from a Full XML file into Book Library. This can be from a Full XML Export you did earlier. The Full XML Import will contain all books and categories, but before import it will delete the existing Book Library tables, so be careful when using it.
What does the Full XML Export function say?
This subsequent import will overwrite ALL existing entries, so be careful when using it!
If the user who wrote the original book review does not exist anymore, the review will be assigned to "Anonymous"
What does the Full XML Import function say?
This option will overwrite ALL existing entries, so be careful when using it!
If the user who wrote the original Book Review does not exist anymore in the system, the Review will be assigned to "Anonymous"
Go to Components -> Book Library -> Import/Export and choose the Import tab.
You do not have to choose a Category to import into since this import type will contain all Categories as well.
Next use Browse to point to the Full XML file of your choice (.dat file extension).
Then click the Import Books button on the top bar.
Click Back in the top bar to return to the Import/Export page, or go to Components -> Book Library -> Books to go to the Book Manager window. You will see the books you have just imported. The published or unpublished information for the books will be EXACTLY like it was specified in the export file from the time the export was made, so you may want to double check that information.
You will also see in Categories that all Categories in Joomla Book Library have been restored.
Note: If you are not seeing the import results immediately, you may need to log off and then log on again to see the results. The import was actually successful, but since MySQL Tables Import is a rather extensive operation, it may need this log off then log on again action before showing the results on your screen.


text:
Zero Digital Group > Entertainment > Walking Through Krakow – Recommended Clubs
Walking Through Krakow – Recommended Clubs
In: Entertainment
Red Piano
A restaurant and a jazz club are located on Krakow's main square. The interior is reminiscent of a royal room and makes a great impression on visitors. Strong, stone walls covered with red and gold fabrics compose on a wonderful atmosphere of this place. The most distinctive items of the club are: a bar imitating the piano and one old piano located in a restaurant hall. In this wonderful interior you can try Polish and Italian cuisine, delicious drinks and listen to jazz.
Large club (170 square meters) with a great atmosphere. It consists of 6 rooms, each of which has its own name, such as: "Heaven", "Hell", "Alchemy" and so on. Music: jazz, folk, Hawaiian and Cuban. But it's not just a music club. Concerts and cultural events are often organized such as: shows and film shows, as well.
Café Integracja
A place full of comfortable sofas and chairs. Club contains 3 rooms, balcony and dance floor. Special discounts are available for students. A characteristic object of this place is a charming fireplace. Musical offer is very diverse and original. From Monday to Thursday the club is dominated by "music of places" ("budda bar", "cafe del mar"). Friday is the royal day and Saturday – Oldies Goldies.
What would our life be like without music?
A couple of words that come to mind would be "colorless" and "colorless". Possibly the most outspoken opponents probably have at least a basic appreciation of 강남풀싸롱. For many of us our most vivid memories can be triggered by music. Only a few beats of a particular melody can take us back to very specific times, places, and events in our lives. Those memories often lay dormant until revived with special music. Sometimes those memories are bright and soothing. Sometimes they are not. Music stimulates reactions within the listener that cover the entire emotional spectrum. Our rich history of music players, and their development, has been the direct result of our love for the medium.
The History of Music Players Began with Edison:
Thomas Edison introduced the Phonograph also commonly called the Gramophone in 1877. The Edison Phonograph was the first device that could both record, and replay, sound. This was a revolutionary development. By 1877, back through the millennia, music could only be heard in real time. Large musical performances could not be recorded and were, therefore, not available for wider consumption. You were either one of the lucky members of the live audience or you had to rely on repeated live performances that may or may not have been the same as the original. There was no recorded music in the home. Imagine that.
Edison's Phonograph, like all initial standard-breaking inventions, was crude in design and function. The sound quality was poor and the device had to be cranked by hand. However, Edison began the development that would fundamentally change the way we consume music and forever change the impact of music on our lives. There would be no history of music players without that first Edison Phonograph.
Important Step Forward:
Vinyl records and the turntable. Aside from the fact that vinyl records are coming back, there is a very large portion of the population who have never heard a vinyl record spinning on a turntable. Those people deserve our sympathy. For warmth of sound nothing comes close to vinyl. It does not matter the inevitable scratches, the wear of the needle or the occasional deformation; vinyl records and their turntables had a magic that digital development could not capture. The sheer excitement of pulling an album out of his sleeve for the first time and gently placing it on a turntable can't be overstated. It goes beyond mere nostalgia. The album covers themselves were often works of art to be enjoyed along with the records. Albums and turntables were a much more palpable experience than any other kind of music playback device … maybe that's what leads to their revival.
The Great Leap Forward (???):
Then we come to the much besieged 8 Track Cassette Player. This infamous technology entered the scene during the mid-60s and survived until the late 70s. Most of its notoriety is well deserved. They were extremely high maintenance, requiring one to carry various chemical cleaners, pencils, screwdrivers, tape and other various tools just to keep things running smoothly. They hissed, they "clicked" from track to track, and about once a day they ground to a halt revealing an involved mess of tape that had to be discharged and rewound. But they had one glorious advantage … you could play them in your car! They were portable, although "portable" meant that if you wanted to carry your tape collection in your car, you needed a small steamer to do that.
Musical clubs:
One byproduct of the appearance of the 8 track cassette was the introduction of music clubs. Clubs that offered a naive teenager a huge ie
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Q: how to insert file from jsp in spring? i am trying to insert data along with image file. image is not inserted on data but inside WEB-INF/resources/images. when i click submit button nothing is inserted.
<form class="form-horizontal" method="post" action="<c:url
value="/admin/addProduct"/>" enctype = "multipart/form-data">

    Code

      <input type="text" class="form-control" id="productCode" name="productCode"
      placeholder="product code">

    Product Name

      <input type="text" class="form-control" id="productName" name="productName"
       placeholder="product name">

    Price

      <input type="text" class="form-control" id="productPrice" name="price"
      placeholder="product price">

  Upload Image

                    <input type="file" id="imgInp" name="prodImage">

      <button type="submit" class="btn btn-default">Add Product</button>

</form>

ProductController
@RequestMapping(value="/admin/addProduct", method= RequestMethod.POST)
  public String addNewProduct(@ModelAttribute("product")
    Product products,BindingResult result,HttpServletRequest request) {
    System.out.println("adding product");

    if(result.hasErrors()) {
      return "addProduct";
    }
    productService.saveProduct(products);

    MultipartFile productImage = products.getImage();
    String rootDir = request.getSession().getServletContext().getRealPath("/");
    path = Paths.get(rootDir+"//WEB-INF//resources//images//"+products.getId()+".png");
    if(productImage != null && !productImage.isEmpty()) {
      System.out.println("inside not null product image");
      try {
        productImage.transferTo(new File(path.toString()));
      }catch (Exception ex) {
        ex.printStackTrace();
        throw new RuntimeException("product image saving failed",ex);
      }
    }

    return "redirect:/admin/productInventory";
  }

and my pom.xml looks like:-
my pom includes commons-fileupload and commons-io.
<project xmlns="http://maven.apache.org/POM/4.0.0"
xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance"
  xsi:schemaLocation="http://maven.apache.org/POM/4.0.0
  http://maven.apache.org/maven-v4_0_0.xsd">
  <modelVersion>4.0.0</modelVersion>
  <groupId>com.itn</groupId>
  <artifactId>ecommerce</artifactId>
  <packaging>war</packaging>
  <version>0.0.1-SNAPSHOT</version>
  <name>ecommerce Maven Webapp</name>
  <url>http://maven.apache.org</url>
  <dependencies>
    <dependency>
      <groupId>junit</groupId>
      <artifactId>junit</artifactId>
      <version>3.8.1</version>
      <scope>test</scope>
    </dependency>
    <dependency>
      <groupId>org.springframework</groupId>
      <artifactId>spring-core</artifactId>
      <version>4.3.8.RELEASE</version>
    </dependency>
    <dependency>
      <groupId>org.springframework</groupId>
      <artifactId>spring-web</artifactId>
      <version>4.3.8.RELEASE</version>
    </dependency>
    <dependency>
      <groupId>org.springframework</groupId>
      <artifactId>spring-webmvc</artifactId>
      <version>4.3.8.RELEASE</version>
    </dependency>
    <dependency>
      <groupId>mysql</groupId>
      <artifactId>mysql-connector-java</artifactId>
      <version>6.0.6</version>
    </dependency>

    <dependency>
      <groupId>org.hibernate</groupId>
      <artifactId>hibernate-core</artifactId>
      <version>5.2.10.Final</version>
    </dependency>

    <dependency>
      <groupId>org.springframework</groupId>
      <artifactId>spring-tx</artifactId>
      <version>4.3.8.RELEASE</version>
    </dependency>

    <dependency>
      <groupId>org.springframework</groupId>
      <artifactId>spring-orm</artifactId>
      <version>4.3.8.RELEASE</version>
    </dependency>
    <dependency>
      <groupId>javax.servlet</groupId>
      <artifactId>javax.servlet-api</artifactId>
      <version>3.1.0</version>
      <scope>provided</scope>
    </dependency>

    <dependency>
      <groupId>jstl</groupId>
      <artifactId>jstl</artifactId>
      <version>1.2</version>
    </dependency>
    <dependency>
      <groupId>commons-fileupload</groupId>
      <artifactId>commons-fileupload</artifactId>
      <version>1.3.2</version>
    </dependency>

    <dependency>
      <groupId>commons-io</groupId>
      <artifactId>commons-io</artifactId>
      <version>2.5</version>
    </dependency>

        <dependency>
            <groupId>taglibs</groupId>
            <artifactId>standard</artifactId>
            <version>1.1.2</version>
        </dependency>

  </dependencies>
  <build>
    <plugins>
      <plugin>
        <groupId>org.apache.maven.plugins</groupId>
        <artifactId>maven-compiler-plugin</artifactId>
        <version>3.5.1</version>
        <configuration>
          <source>1.8</source>
          <target>1.8</target>
        </configuration>
      </plugin>
    </plugins>
  </build>
</project>

applicationContext.xml
<?xml version="1.0" encoding="UTF-8"?>
<beans xmlns="http://www.springframework.org/schema/beans"
       xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance"
       xsi:schemaLocation="http://www.springframework.org/schema/beans
        http://www.springframework.org/schema/beans/spring-beans.xsd">

    <bean class="org.springframework.beans.factory.config.
      PropertyPlaceholderConfigurer">
        <property name="location">
            <value>/WEB-INF/db.properties</value>
        </property>
    </bean>
    <bean id="sessionFactory" class="org.springframework.orm.hibernate5.
      LocalSessionFactoryBean">
        <property name="dataSource" ref="dataSource"></property>
        <property name="hibernateProperties">
            <props>
                <prop key="hibernate.dialect">org.hibernate.dialect.
                  MySQL5Dialect</prop>
                <prop key="hibernate.hbm2ddl.auto">update</prop>
                <prop key="hibernate.show_sql">true</prop>
                <prop key="hibernate.format_sql">true</prop>
            </props>
        </property>
        <property name="packagesToScan">
            <list>
                <value>com.itn</value>
            </list>
        </property>
    </bean>
    <bean id="transactionManager" class="org.springframework.orm.hibernate5.
      HibernateTransactionManager">
        <property name="sessionFactory" ref="sessionFactory"/>
    </bean>
    <bean id="dataSource" class="org.springframework.jdbc.datasource.
      DriverManagerDataSource">
        <property name="driverClassName" value="${jdbc.driver}"></property>
        <property name="url" value="${jdbc.url}"></property>
        <property name="username" value="${jdbc.username}"/>
        <property name="password" value="${jdbc.password}"/>
    </bean>
    <bean id="multipartResolver" class="org.springframework.web.multipart.
      commons.CommonsMultipartResolver">
        <property name="maxUploadSize" value="1024000" />
    </bean>
</beans>

i can insert form data (without file) successfully when i ignore enctype = "multipart/form-data"but whenever i include multipart in form and run in debug mode nothing appears. what am i missing here?

A: Maybe you need to wire up a multipart resolver:
@Bean(name = "multipartResolver")
public CommonsMultipartResolver createMultipartResolver() {
    CommonsMultipartResolver resolver=new CommonsMultipartResolver();
    resolver.setDefaultEncoding("utf-8");
    resolver.setMaxUploadSize(1000000);
    return resolver;
}

A: As per this spring tutorial, you should be adding MultipartConfigElement on start up of your servlet if you are using servlet of version > 3.0 (which I see you are from your pom.xml).
See "3. With Servlet 3.0" in the attached link of spring tutorial.
MultipartConfigElement multipartConfigElement = new MultipartConfigElement(TMP_FOLDER,
      MAX_UPLOAD_SIZE, MAX_UPLOAD_SIZE * 2, MAX_UPLOAD_SIZE / 2);

After adding above in your Dispatcher servlet initialiser, you need to add bean of StandardServletMultipartResolver in your application config.
@Bean
public StandardServletMultipartResolver multipartResolver() {
    return new StandardServletMultipartResolver();
}


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Knowing what to serve and eat for dinner can be a challenge - especially for people living with diabetes. While eating healthy foods is important for everyone, it's especially important for people with diabetes.
Diabetes is a disease that results in high glucose (or sugar) levels in the blood - which can lead to serious complications. For the estimated 21 million people with diabetes in the United States, making health-food choices and being physically active is crucial to managing their diabetes.
Whether you're a person with diabetes or a family member or friend, you can prepare a meal that is healthy and tastes great. Look for recipes that are low in saturated fats, trans fats, cholesterol, salt (sodium), and added sugars.
Experiment with recipes that include fruits and vegetables, fish, lean meats, chicken or turkey without the skin, dry peas or beans, and low-fat or nonfat milk and cheese. Other healthy ingredients are foods high in fiber, such as whole grain cereals, breads, crackers, rice, and pasta.
To give an example of what to serve as a healthy meal, here's a recipe to try along with other foods to complete the meal, that everyone can enjoy-whether you have diabetes or not.
When planning a meal, start with a salad appetizer. Baby spinach leaves with seasonal fresh vegetables or fruits like sugar snap peas or sliced pears go nicely with a low-fat vinaigrette dressing.
For the main course, stick with lean meats or fish. Below you'll find a recipe for baked salmon. Designed to serve six people, it takes about half an hour to prepare. Nutrition information, including carbohydrate grams, is provided.
Yield: 6 main dish servings.
Whisk sour cream, dill, onion, mustard, and lemon juice in small bowl to blend. Lightly oil baking sheet with cooking spray.
Place salmon, skin side down, on prepared sheet.
Sprinkle with garlic powder and pepper, then spread with the sauce.
Bake salmon until just opaque in center, about 20 minutes.
A great side dish to serve with salmon is brown rice. Cook the rice with garlic, ginger, or green onions to give it more flavor. For dessert, serve a selection of fresh fruits of the season or a small scoop of fat-free or low-fat frozen yogurt or sorbet instead of regular ice cream. On special occasions, try a twist on traditional fruit pie by adding oats and almonds to the crust. It makes for a crunchy treat!
Eating healthy foods doesn't mean sacrificing taste. One of the best ways to tell if a meal is both healthy and something you'll like is by knowing its ingredients. When you do the preparation and cooking, you know exactly what's going into it, and more importantly, what's not! You can find lots of great recipes, including seafood recipes, look in the Diabetes Gourmet Recipe Archive.
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Dennis Watts named Kalama Chamber of Commerce School Employee of the Year
Dennis Watts, a member of Kalama School District's maintenance team, has been named the 2020 School Employee of the Year by the Kalama Chamber of Commerce. Watts, who has worked...
Outstanding employees recognized at board meeting Monday night
Several Kalama School District teachers and staff were recognized during the Kalama School Board meeting on Monday, May 24 for their outstanding work and dedication to students. T...
Kalama schools returning to full-time, in-person learning this fall
Kalama School District is developing plans to return to full-time, in-person learning this fall. Earlier this month, the Washington state Department of Health (DOH) published gui...
Donated road project to enhance outdoor learning
Ever since it was established during the 2017-2018 school year, Kalama School District's Natural Resources program has been introducing high school students to forestry-related car...
Graduation ceremony set for June 4 at Chinook Stadium
An in-person graduation ceremony for the Kalama High School Class of 2021 will take place on Friday, June 4 at 7 p.m. at Chinook Stadium. Each Senior will be able to invite up to e...
New social distancing guidance announced for schools
During a press conference on Thursday, March 25, Governor Jay Inslee announced that the Washington State Department of Health has officially adopted the CDC's revised social distan...
Free & reduced meal qualifiers eligible for extra benefits
Kalama School District families may qualify to receive a free ASB card for school program activities and athletics, as well as a Pandemic Electronic Benefits Transfer (P-EBT) card,...
Kindergarten registration now open
Kalama School District (KSD) is now accepting registration forms for its full-day kindergarten program at Kalama Elementary School. The program provides young children with the opp...
Adjusted time for meal pick-up service coming March 22
Kalama School District has announced an adjusted time for its free meal pick-up service. Effective Monday, March 22, no-cost grab-and-go meals will be available to all children (...
District unveils "refreshed" website
Kalama School District is proud to announce a new KalamaSchools.org experience! Redesigned with user-friendliness in mind, the improved site offers an array of new features inclu...
Former Kalama Elementary building to provide rare training opportunity for firefighters
Before it's torn down to make room for the new middle school/high school campus, the old Kalama Elementary School will be used for one last educational purpose: hands-on training...
Video: Take a tour of the new Kalama Elementary
The new Kalama Elementary School officially opened for in-person learning earlier this year – Kalama's first new school in 66 years! While the district looks forward to hosting a...
Q&A: Fourth Grade teachers share reasons for teaching + more
With a combined 43 years of teaching experience, Fourth Grade teachers Becky Cooper, Brittni King and Jennifer Thomas are not shy about their passion for teaching students. We caug...
Community contributions enhancing students' experience at Kalama Elementary
Kalama Elementary's PTO (Parent Teacher Organization) donated $19,540.20 for the purchase of a swing set for the school's new playground. The donation was the product of fundraisin...
Program Spotlight: FFA/Agriculture
The Kalama School District Future Farmers of America (FFA) Club is positively impacting the lives of middle school and high school students by developing their potential for leader...
The show must go on: Students to stream school play Dec. 4-6
The students in Kalama High School's drama program are making the most of this out-of-the-ordinary school year with a quarantine-themed show that will be available on-demand in ear...
Kalama High School names new Girls Basketball coach
Kalama School District is pleased to announce the hiring of Amber Doerty as Head Coach of Kalama High School's Varsity Girls Basketball team. Doerty, a Physical Education Speciali...
Local radio station names KHS Senior "Student of the Month"
Did you hear it on the radio? KHS Senior Ruby Jackson was recently named the KUKN Student Scholar of the Month! Ruby was selected based on her high GPA as well as her involvement i...
Free meal pick-up program extended
Update: Beginning Monday, October 26, meal pick-up will be located at the southwest corner of the new elementary school. The USDA has passed a waiver extending schools' free meal...
Area districts coordinate to develop school reopening plans
After seeking input from families and staff, and in close consultation with the Cowlitz County Health Department, Kalama, Castle Rock, Kelso, Longview, Toutle Lake, and Woodland Sc...


text:
var message_flags = (function () {
var exports = {};

function send_flag_update(message, flag, op) {
    channel.post({
        url: '/json/messages/flags',
        idempotent: true,
        data: {
            messages: JSON.stringify([message.id]),
            flag: flag,
            op: op,
        },
    });
}

exports.send_read = (function () {
    var queue = [];
    var on_success;
    var start;

    function server_request() {
        // Wait for server IDs before sending flags
        var real_msgs = _.filter(queue, function (msg) {
            return !msg.locally_echoed;
        });
        var real_msg_ids = _.map(real_msgs, function (msg) {
            return msg.id;
        });

        if (real_msg_ids.length === 0) {
            setTimeout(start, 100);
            return;
        }

        // We have some real IDs.  If there are any left in the queue when this
        // call finishes, they will be handled in the success callback.

        channel.post({
            url: '/json/messages/flags',
            idempotent: true,
            data: {messages: JSON.stringify(real_msg_ids),
                   op: 'add',
                   flag: 'read'},
            success: on_success,
        });
    }

    start = _.throttle(server_request, 1000);

    on_success = function on_success(data) {
        if (data ===  undefined || data.messages === undefined) {
            return;
        }

        queue = _.filter(queue, function (message) {
            return data.messages.indexOf(message.id) === -1;
        });

        if (queue.length > 0) {
            start();
        }
    };

    function add(messages) {
        queue = queue.concat(messages);
        start();
    }

    return add;
}());

exports.save_collapsed = function (message) {
    send_flag_update(message, 'collapsed', 'add');
};

exports.save_uncollapsed = function (message) {
    send_flag_update(message, 'collapsed', 'remove');
};

// This updates the state of the starred flag in local data
// structures, and triggers a UI rerender.
exports.update_starred_flag = function (message_id, new_value) {
    var message = message_store.get(message_id);
    if (message === undefined) {
        // If we don't have the message locally, do nothing; if later
        // we fetch it, it'll come with the correct `starred` state.
        return;
    }
    message.starred = new_value;
    ui.update_starred_view(message_id, new_value);
};

exports.toggle_starred_and_update_server = function (message) {
    if (message.locally_echoed) {
        // This is defensive code for when you hit the "*" key
        // before we get a server ack.  It's rare that somebody
        // can star this quickly, and we don't have a good way
        // to tell the server which message was starred.
        return;
    }

    message.starred = !message.starred;

    unread_ops.notify_server_message_read(message);
    ui.update_starred_view(message.id, message.starred);

    if (message.starred) {
        send_flag_update(message, 'starred', 'add');
        starred_messages.add([message.id]);
    } else {
        send_flag_update(message, 'starred', 'remove');
        starred_messages.remove([message.id]);
    }
};

return exports;
}());

if (typeof module !== 'undefined') {
    module.exports = message_flags;
}
window.message_flags = message_flags;


1. What are sharing rules, when do you used sharing rules?
2. Explain lead to opportunity conversion?
3. What are record types? Why are the record types used?
4. When is page layout assignment used?
5. How is a pdf generated using visual force page?
6. What are custom settings?
7. What are Action Support, Action Function and Action Poller used for?
8. What is rerender attribute used for?
9. How can one read parameter values through the URL in Apex?
10. How can sharing be done using Apex?
11. Explain the trigger handler pattern?
12. What deployment methods have you used? List advantages and disadvantages of each?
13. How will you load data for a child object?
14. Difference between a look up and master-detail relationship?
16. Can 1 user be assigned multiple profiles, if yes how, if not, what is the work around?
17. How many types of salesforce licenses are there? What are the limits?
18. Which license will I use if users will only use 1 custom application?
19. How will you avoid recursive triggers?
20. How to bulkify triggers?
21. Understand basic SOQL and Apex limits?
22. What is with sharing and without sharing class?
23. How can I create developer, full sandbox?
24. In how many days can one refresh a full sandbox?
25. How many users have you supported?
26. What are permission sets and how do they differ from profiles?
27. When will you use profile and permission sets together?
28. Difference between roles and profiles?
31. What is batch apex? Why do we use batch apex?
32. What is @future method?
33. What are test classes, what is the test coverage you need to move a code into production?
34. How do I log a case with salesforce?
35. Difference between a workflow rule and approval process?
36. What are custom report types?
37. What are different types of reports you can create?


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AFC Championship Game: Patriots vs. Ravens Live Chat
Buffalo Bills fans discuss the events of today's AFC championship game between the New England Patriots and the Baltimore Ravens.
By Brian Galliford Jan 20, 2013, 6:16pm EST
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After trailing 17-0 in the second quarter and 24-14 at halftime, the San Francisco 49ers came all the way back to beat the Atlanta Falcons to earn a berth in Super Bowl XLVII.
Now it's time to figure out who the 49ers will be playing in two weeks down in New Orleans. The AFC championship game features the New England Patriots hosting the Baltimore Ravens - and again, we've got legends squaring off.
The folks over at Pats Pulpit will obviously be rooting for Super Bowl appearance No. 8, including the sixth in the career of Tom Brady (who is thus far 3-2 in the big game). New England has been the AFC representative in the Super Bowl in five of the last 11 seasons; can they make it six of 12?
John Harbaugh and the Baltimore Ravens (repped at SB Nation by the crew at Baltimore Beatdown) stand in the way. Harbaugh's brother, Jim Harbaugh, just locked up a spot in the Super Bowl; a Ravens win would mean an all-Harbaugh Super Bowl. Add in the impending retirement of future Hall of Fame linebacker Ray Lewis, and the story lines in this game are huge.
Brady or Lewis? Pats/Niners, or the all-Harbaugh Niners/Ravens? We'll know within roughly four hours. Game on!
Context key to Bills GM Brandon Beane's Ja'Marr Chase comment Beane's name is being dragged in mud by some this week — but is it warranted?
Bills vs. Bengals All-22 analysis: Drive-enders Buffalo's offense had opportunities to get back in the game but couldn't convert when it mattered most