Borussia Dortmund let a three-goal lead slip inside 15 second-half minutes as Hoffenheim claimed a 3-3 draw that could put a dent in the hosts' Bundesliga title charge.
Lucien Favre's men are winless in three matches in all competitions and the manner of their collapse in the closing stages against a physical Hoffenheim side will worry the head coach, who missed the match with a bout of flu.
A wonderful moment of skill from Sancho led to Raphael Guerreiro scoring Dortmund's third before Hoffenheim's comeback, which featured goals from substitute Ishak Belfodil and Pavel Kaderabek.
Dortmund failed to deal with Belfodil's imposing presence and he scored either side of Kaderabek's towering header to earn Julian Nagelsman's side a draw, opening the door for Bayern Munich to cut the gap to BVB to five points when they face Schalke later on Saturday.
Dortmund thought they were ahead when Stefan Posch's clearance went in off Sancho, only for the referee to rule it out after consulting VAR.
Gotze doubled the hosts' advantage two minutes before half-time, pouncing on the rebound from a Sancho shot and guiding the ball into the unguarded net with Baumann stranded.
The third goal was the pick of the bunch, Gotze breaking down the right and exchanging passes with Sancho, whose sublime backheel paved the way for Guerreiro to sweep the ball home.
But Hoffenheim never allowed their heads to drop and Roman Burki made a brilliant fingertip save to deny Kaderabek's header, before Abdou Diallo failed to clear his lines and Belfodil bundled home after 75 minutes.
Kaderabek rose at the far post to loop a superb header over Burki and into the net eight minutes later, and the comeback was soon completed.
Belfodil beat a crowd of defenders to connect with Dennis Geiger's cross and head in an 87th-minute goal that saw Dortmund fail to capitalise on Borussia Monchengladbach's 3-0 loss at home to Hertha Berlin.
Antonio Brown or Julio Jones: Which receiver would you rather have?


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Leeds United confirm Brian McDermott as manager on three-year deal
• Manager sacked by Reading in March returns to game
• Leeds are 17th in Championship – division he won in 2012
Fri 12 Apr 2013 10.29 EDT First published on Fri 12 Apr 2013 10.29 EDT
Brian McDermott, the new Leeds United manager, was sacked by Reading in March. Photograph: Richard Sellers/Sportsphoto Ltd/Allstar
Brian McDermott has been handed a brisk return to management after being given the vacant Leeds job on a three-year contract on Friday afternoon.
The 52-year-old's appointment comes only 32 days after he was sacked by Reading – the side he guided to the Championship title a year ago.
McDermott arrives at Elland Road less than two weeks after the departure of Neil Warnock, who walked away after failing to mount a promotion campaign.
The former Arsenal midfielder McDermott inherits a side who are currently 17th in the Championship and have been dragged into a relegation battle.
Last Saturday's 1-0 defeat at Charlton under caretaker Neil Redfearn was their fourth in a row, rendering Saturday's home game with Sheffield Wednesday a crucial one to their hopes of avoiding any late-season drama.
"We are delighted to have appointed Brian as our manager," said the Leeds director David Haigh in a statement. "He is a man with a proven track record of success and shares our vision of the best way to return long-term and sustainable success to this great football club.
"Obviously the immediate aim is a return as soon as possible to the Premiership. Brian's success in taking Reading to the Premiership last year was a key factor in our decision to hire him."
McDermott, who takes his assistant Nigel Gibbs with him to Yorkshire, was a relatively late starter as a manager, taking over at Reading midway through the 2009-10 season.
Before that he had been in charge of non-league sides Woking and Slough, before becoming Reading's chief scout in 2000.
While in the post he helped discover players such as Kevin Doyle and Shane Long and, when Brendan Rodgers left the club in December 2009, McDermott stepped up to the top job.
In his first full season in charge he took Reading to the play-off final where they were beaten by Rodgers's Swansea, but they responded by winning the title a year later.
Life in the Premier League was harder and, despite winning the manager of the month award in January, McDermott was sacked in March with an overall win ratio of 46%.
McDermott is the first managerial appointment made by Leeds's owners, GFH Capital, who bought the club from Ken Bates in December.
The board members Haigh and Salem Patel flew in from Dubai on Friday to secure McDermott's signature, although their futures at the club remain under a cloud as talk of a second takeover inside a year refuses to go away.
Championship 2012-13

redpajama_set_name: RedPajamaCommonCrawl


Established in 1989, PGCIL was created as part of the Government of India's initiative to consolidate all interstate and inter-regional electric power transmission assets of the country's government owned generation companies into one single entity and has now grown to become the world's third largest power transmission utility. PGCIL is undertaking a large investment program over the next 5 years in order to strengthen a national grid that connects dispersed generation and load centers across India and reduce the large energy demand-supply gap. The proceeds of the facility will be used for capital expenditures on transmission projects to occur in FY2012-13 and FY2013-14.
Financing Structure comprised of $50m from ICF-DP, $100m from IFC and $412m of sovereign guaranteed multi-lateral loans.
The facility will increase badly needed infrastructure (transmission lines, substations and transmission interconnect systems) in the power sector which has a significant deficit in power supply. The transmission system expansion will accompany development of new power generation capacity and also increase capacity of the existing transmission system.
Strong Borrower: Strong management in place with vast experience in the Indian power sector. Established in 1989, Created as part of the Government of India's initiative to consolidate all interstate and inter-regional electric power transmission assets of the country's government owned generation companies into one single entity and has now grown to become the world's third largest power transmission utility.
Competitive Position in Industry: Market leader owning and operating over 95% of India's interstate and inter-regional power transmission lines.
Strong Project Rationale: Grid investments are critical to support the growth of the sector and optimise the location and efficiency of generation. Strengthening the grid will improve system reliability, access to electricity and thus foster economic growth and development.
The loans will support PGCIL's 2012-2013 capex program to build transmission systems in the eastern, Western and Southern regions of India associated with new generation capacity and for transmission strengthening projects in the northern region. These projects will provide many thousands of towns and villages with dependable power thereby improving commercial, educational and personal development and well being.
The fund has provided a 15 year loan. At the time of funding, there are very few sources of funds available for such maturities.


In 1996, Thomas Friedman, the New York Times columnist, remarked on "The NewsHour With Jim Lehrer" that there were two superpowers in the world — the United States and Moody's bond-rating service — and it was sometimes unclear which was more powerful. Moody's was then a private company that rated corporate bonds, but it was, already, spreading its wings into the exotic business of rating securities backed by pools of residential mortgages.
Obscure and dry-seeming as it was, this business offered a certain magic. The magic consisted of turning risky mortgages into investments that would be suitable for investors who would know nothing about the underlying loans. To get why this is impressive, you have to think about all that determines whether a mortgage is safe. Who owns the property? What is his or her income? Bundle hundreds of mortgages into a single security and the questions multiply; no investor could begin to answer them. But suppose the security had a rating. If it were rated triple-A by a firm like Moody's, then the investor could forget about the underlying mortgages. He wouldn't need to know what properties were in the pool, only that the pool was triple-A — it was just as safe, in theory, as other triple-A securities.
Over the last decade, Moody's and its two principal competitors, Standard & Poor's and Fitch, played this game to perfection — putting what amounted to gold seals on mortgage securities that investors swept up with increasing élan. For the rating agencies, this business was extremely lucrative. Their profits surged, Moody's in particular: it went public, saw its stock increase sixfold and its earnings grow by 900 percent.
By providing the mortgage industry with an entree to Wall Street, the agencies also transformed what had been among the sleepiest corners of finance. No longer did mortgage banks have to wait 10 or 20 or 30 years to get their money back from homeowners. Now they sold their loans into securitized pools and — their capital thus replenished — wrote new loans at a much quicker pace.
Mortgage volume surged; in 2006, it topped $2.5 trillion. Also, many more mortgages were issued to risky subprime borrowers. Almost all of those subprime loans ended up in securitized pools; indeed, the reason banks were willing to issue so many risky loans is that they could fob them off on Wall Street.
But who was evaluating these securities? Who was passing judgment on the quality of the mortgages, on the equity behind them and on myriad other investment considerations? Certainly not the investors. They relied on a credit rating.
Thus the agencies became the de facto watchdog over the mortgage industry. In a practical sense, it was Moody's and Standard & Poor's that set the credit standards that determined which loans Wall Street could repackage and, ultimately, which borrowers would qualify. Effectively, they did the job that was expected of banks and government regulators. And today, they are a central culprit in the mortgage bust, in which the total loss has been projected at $250 billion and possibly much more.
In the wake of the housing collapse, Congress is exploring why the industry failed and whether it should be revamped (hearings in the Senate Banking Committee were expected to begin April 22). Two key questions are whether the credit agencies — which benefit from a unique series of government charters — enjoy too much official protection and whether their judgment was tainted. Presumably to forestall criticism and possible legislation, Moody's and S.&P. have announced reforms. But they reject the notion that they should have been more vigilant. Instead, they lay the blame on the mortgage holders who turned out to be deadbeats, many of whom lied to obtain their loans.
Arthur Levitt, the former chairman of the Securities and Exchange Commission, charges that "the credit-rating agencies suffer from a conflict of interest — perceived and apparent — that may have distorted their judgment, especially when it came to complex structured financial products." Frank Partnoy, a professor at the University of San Diego School of Law who has written extensively about the credit-rating industry, says that the conflict is a serious problem. Thanks to the industry's close relationship with the banks whose securities it rates, Partnoy says, the agencies have behaved less like gatekeepers than gate openers. Last year, Moody's had to downgrade more than 5,000 mortgage securities — a tacit acknowledgment that the mortgage bubble was abetted by its overly generous ratings. Mortgage securities rated by Standard & Poor's and Fitch have suffered a similar wave of downgrades.
The business of assigning a rating to a mortgage security is a complicated affair, and Moody's recently was willing to walk me through an actual mortgage-backed security step by step. I was led down a carpeted hallway to a well-appointed conference room to meet with three specialists in mortgage-backed paper. Moody's was fair-minded in choosing an example; the case they showed me, which they masked with the name "Subprime XYZ," was a pool of 2,393 mortgages with a total face value of $430 million.
Subprime XYZ typified the exuberance of the age. All the mortgages in the pool were subprime — that is, they had been extended to borrowers with checkered credit histories. In an earlier era, such people would have been restricted from borrowing more than 75 percent or so of the value of their homes, but during the great bubble, no such limits applied.
The loans in Subprime XYZ were issued in early spring 2006 — what would turn out to be the peak of the boom. They were originated by a West Coast company that Moody's identified as a "nonbank lender." Traditionally, people have gotten their mortgages from banks, but in recent years, new types of lenders peddling sexier products grabbed an increasing share of the market. This particular lender took the loans it made to a New York investment bank; the bank designed an investment vehicle and brought the package to Moody's.
Moody's assigned an analyst to evaluate the package, subject to review by a committee. The investment bank provided an enormous spreadsheet chock with data on the borrowers' credit histories and much else that might, at very least, have given Moody's pause. Three-quarters of the borrowers had adjustable-rate mortgages, or ARMs — "teaser" loans on which the interest rate could be raised in short order. Since subprime borrowers cannot afford higher rates, they would need to refinance soon. This is a classic sign of a bubble — lending on the belief, or the hope, that new money will bail out the old.
Moody's learned that almost half of these borrowers — 43 percent — did not provide written verification of their incomes. The data also showed that 12 percent of the mortgages were for properties in Southern California, including a half-percent in a single ZIP code, in Riverside. That suggested a risky degree of concentration.
Another factor giving Moody's comfort was that all of the ARM loans in the pool were first mortgages (as distinct from, say, home-equity loans). Nearly half of the borrowers, however, took out a simultaneous second loan. Most often, their two loans added up to all of their property's presumed resale value, which meant the borrowers had not a cent of equity.
In the frenetic, deal-happy climate of 2006, the Moody's analyst had only a single day to process the credit data from the bank. The analyst wasn't evaluating the mortgages but, rather, the bonds issued by the investment vehicle created to house them. A so-called special-purpose vehicle — a ghost corporation with no people or furniture and no assets either until the deal was struck — would purchase the mortgages. Thereafter, monthly payments from the homeowners would go to the S.P.V. The S.P.V. would finance itself by selling bonds. The question for Moody's was whether the inflow of mortgage checks would cover the outgoing payments to bondholders. From the investment bank's point of view, the key to the deal was obtaining a triple-A rating — without which the deal wouldn't be profitable. That a vehicle backed by subprime mortgages could borrow at triple-A rates seems like a trick of finance. "People say, 'How can you create triple-A out of B-rated paper?' " notes Arturo Cifuentes, a former Moody's credit analyst who now designs credit instruments. It may seem like a scam, but it's not.
The secret sauce is that the S.P.V. would float 12 classes of bonds, from triple-A to a lowly Ba1. The highest-rated bonds would have first priority on the cash received from mortgage holders until they were fully paid, then the next tier of bonds, then the next and so on. The bonds at the bottom of the pile got the highest interest rate, but if homeowners defaulted, they would absorb the first losses.
It was this segregation of payments that protected the bonds at the top of the structure and enabled Moody's to classify them as triple-A. Imagine a seaside condo beset by flooding: just as the penthouse will not get wet until the lower floors are thoroughly soaked, so the triple-A bonds would not lose a dime unless the lower credits were wiped out.
Miscalculations that were damaging at the level of Subprime XYZ were devastating at the C.D.O. level. Just as bad weather will cause more serious delays to travelers with multiple flights, so, if the underlying mortgage bonds were misrated, the trouble was compounded in the case of the C.D.O.'s that purchased them.
John Moody, a Wall Street analyst and former errand runner, hit on the idea of synthesizing all kinds of credit information into a single rating in 1909, when he published the manual "Moody's Analyses of Railroad Investments." The idea caught on with investors, who subscribed to his service, and by the mid-'20s, Moody's faced three competitors: Standard Statistics and Poor's Publishing (which later merged) and Fitch.
Then as now, Moody's graded bonds on a scale with 21 steps, from Aaa to C. (There are small differences in the agencies' nomenclatures, just as a grande latte at Starbucks becomes a "medium" at Peet's. At Moody's, ratings that start with the letter "A" carry minimal to low credit risk; those starting with "B" carry moderate to high risk; and "C" ratings denote bonds in poor standing or actual default.) The ratings are meant to be an estimate of probabilities, not a buy or sell recommendation. For instance, Ba bonds default far more often than triple-As. But Moody's, as it is wont to remind people, is not in the business of advising investors whether to buy Ba's; it merely publishes a rating.
Until the 1970s, its business grew slowly. But several trends coalesced to speed it up. The first was the collapse of Penn Central in 1970 — a shattering event that the credit agencies failed to foresee. It so unnerved investors that they began to pay more attention to credit risk.
Government responded. The Securities and Exchange Commission, faced with the question of how to measure the capital of broker-dealers, decided to penalize brokers for holding bonds that were less than investment-grade (the term applies to Moody's 10 top grades). This prompted a question: investment grade according to whom? The S.E.C. opted to create a new category of officially designated rating agencies, and grandfathered the big three — S.&P., Moody's and Fitch. In effect, the government outsourced its regulatory function to three for-profit companies.
Bank regulators issued similar rules for banks. Pension funds, mutual funds, insurance regulators followed. Over the '80s and '90s, a latticework of such rules redefined credit markets. Many classes of investors were now forbidden to buy noninvestment-grade bonds at all.
Issuers thus were forced to seek credit ratings (or else their bonds would not be marketable). The agencies — realizing they had a hot product and, what's more, a captive market — started charging the very organizations whose bonds they were rating. This was an efficient way to do business, but it put the agencies in a conflicted position. As Partnoy says, rather than selling opinions to investors, the rating agencies were now selling "licenses" to borrowers. Indeed, whether their opinions were accurate no longer mattered so much. Just as a police officer stopping a motorist will want to see his license but not inquire how well he did on his road test, it was the rating — not its accuracy — that mattered to Wall Street.
The case of Enron is illustrative. Throughout the summer and fall of 2001, even though its credit was rapidly deteriorating, the rating agencies kept it at investment grade. This was not unusual; the agencies typically lag behind the news. On Nov. 28, 2001, S.&P. finally dropped Enron's bonds to subinvestment grade. Although its action merely validated the market consensus, it caused the stock to collapse. To investors, S.&P.'s action was a signal that Enron was locked out of credit markets; it had lost its "license" to borrow. Four days later it filed for bankruptcy.
Nothing sent the agencies into high gear as much as the development of structured finance. As Wall Street bankers designed ever more securitized products — using mortgages, credit-card debt, car loans, corporate debt, every type of paper imaginable — the agencies became truly powerful.
What the bankers in these deals are really doing is buying a bunch of I.O.U.'s and repackaging them in a different form. Something has to make the package worth — or seem to be worth — more that the sum of its parts, otherwise there would be no point in packaging such securities, nor would there be any profits from which to pay the bankers' fees.
That something is the rating. Credit markets are not continuous; a bond that qualifies, though only by a hair, as investment grade is worth a lot more than one that just fails. As with a would-be immigrant traveling from Mexico, there is a huge incentive to get over the line.
When a bank proposes a rating structure on a pool of debt, the rating agency will insist on a cushion of extra capital, known as an "enhancement." The bank inevitably lobbies for a thin cushion (the thinner the capitalization, the fatter the bank's profits). It's up to the agency to make sure that the cushion is big enough to safeguard the bonds. The process involves extended consultations between the agency and its client. In short, obtaining a rating is a collaborative process.
And it seems to have helped the banks get better ratings. Mason, of Drexel University, compared default rates for corporate bonds rated Baa with those of similarly rated collateralized debt obligations until 2005 (before the bubble burst). Mason found that the C.D.O.'s defaulted eight times as often. One interpretation of the data is that Moody's was far less discerning when the client was a Wall Street securitizer.
Even as McDaniel was crowing, it was clear in some corners of Wall Street that the mortgage market was headed for trouble. The housing industry was cooling off fast. James Kragenbring, a money manager with Advantus Capital Management, complained to the agencies as early as 2005 that their ratings were too generous. A report from the hedge fund of John Paulson proclaimed astonishment at "the mispricing of these securities." He started betting that mortgage debt would crash.
A month after Zandi's report, Moody's rated Subprime XYZ. The analyst on the deal also had concerns. Moody's was aware that mortgage standards had been deteriorating, and it had been demanding more of a cushion in such pools. Nonetheless, its credit-rating model continued to envision rising home values. Largely for that reason, the analyst forecast losses for XYZ at only 4.9 percent of the underlying mortgage pool. Since even the lowest-rated bonds in XYZ would be covered up to a loss level of 7.25 percent, the bonds seemed safe.
Moody's monitors began to make inquiries with the lender and were shocked by what they heard. Some properties lacked sod or landscaping, and keys remained in the mailbox; the buyers had never moved in. The implication was that people had bought homes on spec: as the housing market turned, the buyers walked.
In April 2007, Moody's announced it was revising the model it used to evaluate subprime mortgages. It noted that the model "was first introduced in 2002. Since then, the mortgage market has evolved considerably." This was a rather stunning admission; its model had been based on a world that no longer existed.
Poring over the data, Moody's discovered that the size of people's first mortgages was no longer a good predictor of whether they would default; rather, it was the size of their first and second loans — that is, their total debt — combined. This was rather intuitive; Moody's simply hadn't reckoned on it. Similarly, credit scores, long a mainstay of its analyses, had not proved to be a "strong predictor" of defaults this time. Translation: even people with good credit scores were defaulting. Amy Tobey, leader of the team that monitored XYZ, told me, "It seems there was a shift in mentality; people are treating homes as investment assets." Indeed. And homeowners without equity were making what economists call a rational choice; they were abandoning properties rather than make payments on them. Homeowners' equity had never been as high as believed because appraisals had been inflated.
Over the summer and fall of 2007, Moody's and the other agencies repeatedly tightened their methodology for rating mortgage securities, but it was too late. They had to downgrade tens of billions of dollars of securities. By early this year, when I met with Moody's, an astonishing 27 percent of the mortgage holders in Subprime XYZ were delinquent. Losses on the pool were now estimated at 14 percent to 16 percent — three times the original estimate. Seemingly high-quality bonds rated A3 by Moody's had been downgraded five notches to Ba2, as had the other bonds in the pool aside from its triple-A's.
The pain didn't stop there. Many of the lower-rated bonds issued by XYZ, and by mortgage pools like it, were purchased by C.D.O.'s, the second-order mortgage vehicles, which were eager to buy lower-rated mortgage paper because it paid a higher yield. As the agencies endowed C.D.O. securities with triple-A ratings, demand for them was red hot. Much of it was from global investors who knew nothing about the U.S. mortgage market. In 2006 and 2007, the banks created more than $200 billion of C.D.O.'s backed by lower-rated mortgage paper. Moody's assigned a different team to rate C.D.O.'s. This team knew far less about the underlying mortgages than did the committee that evaluated Subprime XYZ. In fact, Moody's rated C.D.O.'s without knowing which bonds the pool would buy.
A C.D.O. operates like a mutual fund; it can buy or sell mortgage bonds and frequently does so. Thus, the agencies rate pools with assets that are perpetually shifting. They base their ratings on an extensive set of guidelines or covenants that limit the C.D.O. manager's discretion.
Late in 2006, Moody's rated a C.D.O. with $750 million worth of securities. The covenants, which act as a template, restricted the C.D.O. to, at most, an 80 percent exposure to subprime assets, and many other such conditions. "We're structure experts," Yuri Yoshizawa, the head of Moody's' derivative group, explained. "We're not underlying-asset experts." They were checking the math, not the mortgages. But no C.D.O. can be better than its collateral.
Moody's rated three-quarters of this C.D.O.'s bonds triple-A. The ratings were derived using a mathematical construct known as a Monte Carlo simulation — as if each of the underlying bonds would perform like cards drawn at random from a deck of mortgage bonds in the past. There were two problems with this approach. First, the bonds weren't like those in the past; the mortgage market had changed. As Mark Adelson, a former managing director in Moody's structured-finance division, remarks, it was "like observing 100 years of weather in Antarctica to forecast the weather in Hawaii." And second, the bonds weren't random. Moody's had underestimated the extent to which underwriting standards had weakened everywhere. When one mortgage bond failed, the odds were that others would, too.
Moody's estimated that this C.D.O. could potentially incur losses of 2 percent. It has since revised its estimate to 27 percent. The bonds it rated have been decimated, their market value having plunged by half or more. A triple-A layer of bonds has been downgraded 16 notches, all the way to B. Hundreds of C.D.O.'s have suffered similar fates (most of Wall Street's losses have been on C.D.O.'s). For Moody's and the other rating agencies, it has been an extraordinary rout.
Whom Can We Rely On?
The agencies have blamed the large incidence of fraud, but then they could have demanded verification of the mortgage data or refused to rate securities where the data were not provided. That was, after all, their mandate. This is what they pledge for the future. Moody's, S.&P. and Fitch say that they are tightening procedures — they will demand more data and more verification and will subject their analysts to more outside checks. None of this, however, will remove the conflict of interest in the issuer-pays model. Though some have proposed requiring that agencies with official recognition charge investors, rather than issuers, a more practical reform may be for the government to stop certifying agencies altogether.
Then, if the Fed or other regulators wanted to restrict what sorts of bonds could be owned by banks, or by pension funds or by anyone else in need of protection, they would have to do it themselves — not farm the job out to Moody's. The ratings agencies would still exist, but stripped of their official imprimatur, their ratings would lose a little of their aura, and investors might trust in them a bit less. Moody's itself favors doing away with the official designation, and it, like S.&P., embraces the idea that investors should not "rely" on ratings for buy-and-sell decisions.
This leaves an awkward question, with respect to insanely complex structured securities: What can they rely on? The agencies seem utterly too involved to serve as a neutral arbiter, and the banks are sure to invent new and equally hard-to-assess vehicles in the future. Vickie Tillman, the executive vice president of S.&P., told Congress last fall that in addition to the housing slump, "ahistorical behavorial modes" by homeowners were to blame for the wave of downgrades. She cited S.&P.'s data going back to the 1970s, as if consumers were at fault for not living up to the past. The real problem is that the agencies' mathematical formulas look backward while life is lived forward. That is unlikely to change.
America Aged," will be published next month.


Finis Terrae has been conceived for the efficient resolution of large parallel problems. As a result, Finis Terrae includes some nodes with 2 Intel Xeon E5 Haswell processors and 2 Intel Xeon Phi. These nodes are interconnected by a FDR InfiniBand low-latency network. There are 2 of such nodes, which have access to a high-performance parallel storage system based on Lustre, capable of providing simultaneously a high capacity (NET 760 Terabytes) and, above all, a high performance (greater than 20 Gigabytes per second). Thus, calculations are not delayed by the disks input/output operations and are speeded up by Intel Xeon Phi accelerators.
Consumption is billed every three months on a pay-per-use mode, based on elapsed core hours, including all the executions ended in the last month. Each core hour includes up to 6GB of memory. The amount of memory can be increased by using additional cores. Service is contracted directly from CESGA. It has a setup fee of 200€ per company (only the first time you contract a CESGA service), which includes 3 user accounts and up to 600 GB (+200 scratch). Additional user accounts are billed. User can use any free software application, whenever allowed by the corresponding license T&C. The execution of your jobs is using a batch system based on Slurm without priority. A maximum number of jobs in execution is applied using this service.


When you decide to use our skip hire Canvey Island assistance, you will find that we furnish rapid delivery of your chosen skip and the finest feasible prices on the market. We provide a free pick up service to all customers within the Canvey Island area and can even support you with obtaining an on road permit for any, skip, at an additional cost.
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The length of time you will be hiring a skip for is another factor that affects the price. You may think that the longer you hire a skip for, the more you should pay. However, this is not always the case. A large number of skip hire companies now offer regarding longer periods, but only consider this option if your project is likely to take a few months to end. Keep in mind that if you place the container on public land, you will require permit extensions and renewals from the council before adding the skip on the road. Most councils only issue permits that are valid for a fortnight to at 31 days.
Depending on which skip hire company you choose, they might save you the trouble and obtain a support before putting the container on the road. If perhaps this happens, ensure you still check that the hire company has a current permit in order to avoid fines. Most permits are only valid for around a fortnight but you should still look into the the validity with your hire company.


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Upcoming/Current Events
Tyscot Records 40th Anniversary Celebration to feature Anthony Brown…
September 22, 2016 TheGospelGallery	Leave a comment
Joyful Noise Productions presents their Annual Gospel Explosion featuring a celebration of Tyscot Records' 40th Anniversary! The Friday Night concert (Indianapolis, IN) will feature current and previous artists including Dr. Scott, Anthony Brown, The Pentecostal Ambassadors, The Rance Allen Group amongst others. Tickets are $20 advance and $25 at the door. For more information, visit www.joyfulnoiseproductions.com
Hezekiah Walker signs a new Radio syndication deal!
The Hezekiah Walker Show will be launched this November on the Rejoice! Musical Soul Food Radio Network.
"The addition of Hezekiah Walker to our lineup of powerful celebrity driven shows positions us to increase our impact in the gospel music arena," says Mike Chandler, Rejoice! MSF President. "We've been blessed to have some of the most recognizable names in the gospel industry as part of our talent pool." Hezekiah Walker says, "I am excited about teaming up with such an influential organization in the gospel music industry as the Rejoice Musical Soul Food Radio Network….so radio look out, here we come!" – Courtesy of B. Carpenter
Artist Interview, Upcoming/Current Events
Chicago Mass Summer of Praise Tour!
Although, there are only a couple more weeks of summer left, the Chicago Mass Choir Summer of Praise Tour is still in full swing. We got a chance to speak with CEO and President, Dr. Feranda Williamson after they stopped by the Indiana State Fair and blessed the crowd with their signature sound.
Dr. Williamson on the "Summer of Praise Tour": We started in May with the Chicago Gospelfest and we've had the privilege of being in Louisville, of course, Indianapolis, and Saginaw, MI. We were in Detroit and at the end of September, we will be in Murfeesboro and Nashville, TN.
The tour features classics like "He that Believeth" "Jesus Promised" and "My Everything." It also features music from the newest project "We Give You Praise" including the leading single "Thank You Thank You Jesus."
"We want to infuse the old with the new…. It's been a humbling experience, knowing that people still support us." – Dr. Feranda Williamson
For footage of the Chicago Mass at the Indiana State Fair, visit our press coverage in the Media Room. "We Give You Praise" is also available in our Amazon Store.
Next Stop: Tennesee
The Chicago Mass on Social Media: (@ChicagoMassChoir – Instagram, Facebook; @ChicagoMass – Twitter)
Special thanks to Dr. Feranda for speaking with us. Special thanks to T. Williamson and Tre7 Entertainment.
Introducing…. Carrington Gaines
September 7, 2016 TheGospelGallery	Leave a comment
New Artist: Carrington Gaines
This new artist has refreshing sound and lyrical content and is not afraid to share his testimony about his process. See this and more in this month's New Artist Spotlight
Media Room: 20th Gospel Day at the Indiana State Fair
Check out TGL press coverage of the 20th Gospel Day featuring photos and videos from the event with Local and National Artists including Karen Clark Sheard, The Chicago Mass Choir and more!
New, New Releases
NFL Legend Terry Bradshaw, Executive Produces Christian Bluegrass Group, "The Isaacs", album
The Isaacs' September release "Nature's Symphony" has an unlikely executive producer, that of NFL Hall of Famer, Terry Bradshaw. The album will be available September 2nd!
Fall Update Coming…
"You Deserve It" spends 10 weeks at #1 on radio
Tour Alert: Featuring Tye Tribbett, JJ Hairston and special guests!
32nd Annual Stellars to air Sunday, April 9th


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Sir John Rogers, 3rd Baronet (31 August 1708 – 20 December 1773) was a British lawyer and politician.

Early life
Baptised in Cornwood, he was the oldest son of Sir John Rogers, 2nd Baronet and his wife Mary Henley, daughter of Sir Robert Henley. Rogers was educated at New College, Oxford, where he matriculated in 1724 and graduated with a Bachelor of Arts two years later. He was then Mayor of Plymouth for 1728-29 and 1743–44 and Recorder of Plymouth (in 1744?). In 1744, he succeeded his father as baronet.

Career
Rogers entered the British House of Commons as member of parliament (MP) for Plymouth in 1739, representing the constituency until the next year, when he was unseated. He served as colonel of the South Devon Militia and was High Sheriff of Devon in 1749 and in 1755.

Family
On 28 October 1742, he married Hannah Trefusis, daughter of Thomas Trefusis at St Benet Paul's Wharf in London. Rogers died of a stroke at his seat in Blachford in Devon and was buried in Cornwood four days later. He had no children and his younger brother Frederick succeeded to the baronetcy.

References

1708 births
1773 deaths
Alumni of New College, Oxford
Baronets in the Baronetage of England
British Militia officers
Devon Militia officers
British MPs 1734–1741
High Sheriffs of Devon
Members of the Parliament of Great Britain for Plymouth
Mayors of Plymouth

redpajama_set_name: RedPajamaWikipedia


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BURBANK, CA (Warner Bros.) - Warner Bros. Records has finished 2005 with the Number One U.S. album market share among individual record labels for the year according to Soundscan figures released this week. In addition, it has held the Number One weekly album market share position for the last seven weeks of the year according to the Soundscan figures. "I am very proud of what we have achieved in the last couple of years.
The staff and our family of Warner Bros. labels has rekindled the spirit that originally made this label a premier artist destination," said Chairman and CEO Tom Whalley. "We have dedicated ourselves to building and maintaining a roster of many genres of music, from Mainstream to Rock to Rap to Christian to Country as well as Comedy. Our commitment to developing and creating new marketing and technology innovations has put our label in the forefront."
Here are several company highlights from 2005:
In the US:
- Number One label in album market share.
- Sixteen Number One albums across 11 formats: including Madonna (Mainstream Albums), Green Day (Mainstream), Mike Jones (R&B/Hip-Hop), Amy Grant (Christian), Jay-Z & Linkin Park (Rap), Faith Hill (Mainstream and Country), Disturbed (Mainstream), Depeche Mode (Digital), Michael Buble (Traditional Jazz), Larry the Cable Guy (Comedy), Enya (New Age), Green Day's "Bullet in a Bible" (Music Video) and HIM (Internet).
- Twenty-two Number One singles across 19 radio formats.
- Number One Music DVD of The Year. Jay-Z/Linkin Park's "Collision Course" was the best selling music DVD of 2005. WBR's CD/DVD combo packs, an innovation begun in 2002, have sold more than 1.5 million copies this year. Green Day's "Bullet in a Bible" currently stands at Number One on the Music DVD charts.
- Number One digital album company. WBR had 10 of the top 100 best- selling digital albums of the year, including Green Day's "American Idiot" and Madonna's "Confessions on a Dance Floor." Green Day's "Boulevard of Broken Dreams" is the Number One best-selling digital track of all time.
- Impressive sales for Warner Bros. Nashville, including Faith Hill's "Fireflies," Big & Rich's "Comin' To Your City," Larry the Cable Guy's "The Right To Bare Arms" and Blake Shelton's "Barn & Grill."
- Nonesuch Records' "Our New Orleans" benefit album for victims of Hurricane Katrina sold 30,000 in its second week of release. Net proceeds from the collection of newly recorded songs by New Orleans artists were donated to Habitat for Humanity.
- Worldwide sales. WBR achieved 63 Number One albums in 32 countries, 117 international platinum album awards, and 66 international gold album awards.
Long known as an artist-friendly label, Warner Bros. advanced that reputation when Whalley came on board as chief executive in 2001. Whalley, whom the Los Angeles Times has called "the most consistent discoverer of talent in the record business" has led his staff to nurture both emerging and established acts alike through innovative marketing and promotion ideas, embracing new technologies, and strong artist development.
Launched By Famed Songwriter/Producer Quincy Patrick, Qwilite Entertainment Takes A Fascinating And Cutting Edge, Global Approach To Urban Music
Soul-Patrol's Best Of 2005
The Best & Worst Music Charts Of 2005
The Gospel According To Holy Hip Hop 2nd Annual Networking/Mixer/Concert
Dan Politano Song 'Smile' To Be Featured In Falcon Beach
Get'cha Head In The Game With The All-New 'High School Musical' Soundtrack
Superstar Producer Phil Ramone Assembles A Stellar Line-up For Special Concert @ Berklee College Of Music
Sheryl Crow Joins Lineup For Animal Planet's TRAIL MIX On Sunday January 29, 2006
The NBC Agency Produces Music Video Featuring Hip-Hop Group Flipsyde


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Representatives of the Ministry of Defense and the Israeli government signed a contract to acquire MADR radars
Author : Mircea Birca | Tuesday, December 10, 2019
Posted in category Eurasia
Comments Off on Representatives of the Ministry of Defense and the Israeli government signed a contract to acquire MADR radars
On Thursday, December 5, an intergovernmental Czech-Israeli agreement on the acquisition of eight 3D mobile radars (MADR) was concluded in Prague. She was signed by Deputy Defense Minister for Armaments and Acquisitions Section Filip Riha and Retired Brigadier Yair Kulas, Director of the Israeli Ministry of Defense Agency, Directorate for International Defense Cooperation (SIBAT).
"The purchase of MADR radars is one of our key modernization projects. Czech soldiers urgently need this technique. We will end our dependence on obsolete Russian machines and at the same time we will obtain a top-notch and proven combat system from our important strategic partner, "emphasized Defense Minister Lubomir Metnar.
The dimension of the strategic partnership between the two sides was also appreciated by the Director of SIBAT. "I am very satisfied with the contract we signed today at the Czech Ministry of Defense. This is mainly due to its contribution to deepening and strengthening cooperation and relations with Czech allies. It also demonstrates the importance of Israeli technology in combating the threats we share within the international community, "said General Kulas.
The value of the contract is CZK 3.5 billion with VAT and has been verified and confirmed by an independent expert opinion. Israeli radars, which are compatible with NATO systems, in their arsenal will replace the previously used radar technology of Russian production, whose lifetime has already exceeded. The new radars will be continuously delivered and put into operation by 2023. Before live operation, they will normally be tested and tested.
The purchase of MADR radars also includes a guarantee of the involvement of the Czech industry in the fulfillment of the public contract at least 30%. Therefore, the formal conclusion of the intergovernmental agreement was followed by verification and exchange of contracts between the radar manufacturer, Elta, and Retia, as and VTÚ, sp, which will be the main partners on the Czech side.
"Thanks to the terms of the contract, which was negotiated with the assistance of the Ministry of Defense, the Czech Republic is constantly gaining know-how and production capacity to operate and service MADR radars independently," said Roman Bohun k, Chairman of the Board of Retia.
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Iranian missile parts headed to Yemen captured by US Navy warship, officials say »


Recent research has demonstrated that common nonetheless highly safe and sound public/private important encryption strategies are susceptible to fault-based panic. This basically means that it is now practical to crack the coding devices that we trust every day: the safety that loan companies offer with regards to internet savings, the code software we rely on for business emails, the safety packages that many of us buy off the shelf inside our computer superstores. How can that be likely?
Well, numerous teams of researchers have been completely working on this kind of, but the first successful check attacks had been by a group at the University or college of The state of michigan. They don't need to know about the computer equipment – they only required to create transient (i. at the. temporary or fleeting) glitches in a computer system whilst it had been processing protected data. Then simply, by inspecting the output data they acknowledged as being incorrect components with the mistakes they made and then resolved what the primary 'data' was. Modern protection (one proprietary version is known as RSA) relies on a public key and a personal key. These encryption preliminary are 1024 bit and use large prime statistics which are combined by the application. The problem is exactly like that of cracking a safe — no safe and sound is absolutely protected, but the better the safe, then the additional time it takes to crack it. It has been taken for granted that protection based on the 1024 tad key would definitely take a lot of time to resolve, even with every one of the computers that is known. The latest studies have shown that decoding may be achieved in a few days, and even quicker if considerably more computing power is used.
How do they unravel it? Contemporary computer random access memory and PROCESSOR chips perform are so miniaturised that they are at risk of occasional difficulties, but they are made to self-correct when ever, for example , a cosmic beam disrupts a memory position in the nick (error changing memory). Ripples in the power can also trigger short-lived (transient) faults in the chip. Such faults had been the basis on the cryptoattack inside the University of Michigan. Remember that the test workforce did not require access to the internals for the computer, only to be 'in proximity' to it, i just. e. to affect the power supply. Have you heard regarding the EMP effect of a nuclear exploding market? An EMP (Electromagnetic Pulse) is a ripple in the globe's innate electromagnetic field. It can be relatively localized depending on the size and leadnews.co.uk correct type of blast used. Many of these pulses could also be generated over a much smaller basis by a great electromagnetic pulse gun. A small EMP gun could use that principle nearby and be used to create the transient computer chip faults that may then become monitored to crack security. There is an individual final angle that affects how quickly security keys may be broken.
The amount of faults to which integrated association chips happen to be susceptible depend upon which quality with their manufacture, and no chip is perfect. Chips can be manufactured to supply higher flaw rates, by carefully discover contaminants during manufacture. Snacks with larger fault rates could quicken the code-breaking process. Low cost chips, just slightly more at risk of transient defects than the general, manufactured on a huge level, could become widespread. Chinese suppliers produces recollection chips (and computers) in vast volumes. The significance could be serious.


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From our studios in Los Angeles, we have been producing second-to-none Bosnian voice-over for over 25 years. Our expertise and experience with foreign-language voice-over, video dubbing, and multimedia localization services will guarantee the success of your next localization projects.
JBI Studios facility features professional video dubbing booths, sound stage with complete audio production for recording, editing, mixing and mastering dialog. Our native Bosnian voice talents with dubbing experience are adept at recreating your project's original performance as closely as possible. The language director will have a good grasp of detail to discuss any product names or industry jargon that needs clarification. We are a leading professional voice recording studio, with experienced native voice talent. JBI Studios also offer Bosnian subtitling services, and Bosnian translation of audio/video multimedia. For projects that need other language audio translations and English accents for authenticity with global audiences, consider having one project manager handle all your languages for consistency across all language outputs.
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Push changes to scratch org and add the changes to record page .you can able to see as shown below.
You can able to make the property trackable by using the track decorator .Import @track from the lwc module. This decorator is unique to the Lightning Web Components programming model.
You can use @track to decorate a property only; you can't use it to decorate an object. You can decorate multiple properties with@track, but each property can have only one decorator. For example, you can't decorate a property with both @track and @api. Let's update the same code with the @track decorator which will reflect the changes to UI on button click.
Now let us make some more changes to make the @track property looks like a two-way data binding.
Now let's look at sample code with a parent component passing property to a child component. This example will display the progress bar from the enter input number and we have two components here chartBar,apiProperty.
Now, let's call this chartBar.html code from the parent component. now create a new lightning web component using the following SFDX syntax.
The c-api-property component uses its tracked percentage property to pass a value down to the public percentage property on its child c-chart-bar component. Components that consume c-api-property can't get or set its percentage property because tracked properties are private.Its you want to make it as public property you need to use the @api decorator .


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The Court of Appeal of the Poltava region denied the prosecutor's office in the arrest of the mayor of Poltava Mamai
Court of Appeal of Poltava region Ukraine refused the prosecutor's office to choose a measure of restraint in the form of detention for the mayor Poltava Alexandra Mamaia. It is reported by RIA Novosti.
The source reports that a decision was made to transfer the case to the Oktyabrsky District Court of Poltava.
Earlier, the information that the mayor of Poltava Alexander Mamai was under suspicion in posting information about the location of the troops of the Armed Forces of Ukraine was confirmed Security Service of Ukraine (SBU), according to the source. To him threatened up to 12 years in prison.
After receiving information about the accusation, Mamai published an appeal to the President of Ukraine Vladimir Zelenskyin which he called the suspicion on the part of the SBU politically motivated.
Oleksandr Mamai also said that the head of the Poltava Regional Prosecutor's Office, Anton Stoletny, is putting pressure on the court. In this regard, the mayor of Poltava appealed to the territorial branch of the State Bureau of Investigation with the accusation of the prosecutor of a criminal offense.
Earlier, the Public News Service reported that Poltava deputies did not want to demolish the monuments to Pushkin and Vatutin. More about it read in material.
PreviousEstonia will spend more than 900 thousand euros on the dismantling of Soviet monuments – OSN
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Borrell confirmed that EU foreign ministers failed to agree on the 9th package of anti-Russian sanctions
In St. Petersburg, a 13-year-old boy got entangled in a hammock and fell into a coma – DOS
In the US, five citizens of the Russian Federation face up to 30 years in prison in the case of the purchase of electronics
In Ukraine, they told how the weather helps Russia to hit Ukrainian targets


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Vishal Garg biography, Better.com CEO, Wiki, Age, Wife, Family
Biography>
1 Vishal Garg – Biography
1.1 Startup community
1.2 Mortgage industry
1.3 Twitter Followers
1.4 Better.com The CEO Vishal Garg?
1.5 More Information about Vishal Garg
1.6 Vishal Garg's Biography written in English
1.7 Vishal Garg Family
1.8 Vishal Garg's Physical Status
1.9 Vishal Garg Net Worth
1.10 Vishal Garg Social Media
1.11 Vishal Garg's Top Garg Things
1.12 Vishal Garg Photo
1.13 Vishal Garg's Personal Life
1.14 Vishal Garg Wiki
1.15 Vishal Garg Wikipedia
1.16 Why did Vishal come up with the Better Mortgage?
1.17 Vishal GAG ALL FACTS
1.18 Vishal Garg Career
Vishal Garg – Biography
The founder of Better, Vishal Garg's Biography tells his personal story. He and his family faced difficulties in obtaining a mortgage, including predatory fees, outdated technology, and delays in obtaining a pre-approval letter. The Gargs tried pivoting to another lender but were left with confusing processes and loan officers who were motivated by commissions. Ultimately, they lost their house to an all-cash buyer. In 2006, Vishal Garg realized that the mortgage process needed a revamp. His personal experience and education suited him for the job, and he founded Better to make the process easier for others.
Mr. Garg moved from India to Queens, New York, at the age of seven. He claimed to be interested in business from a young age, and his father and mother did not want him to leave home. In high school, he bought CliffNotes and other books and resold them to his classmates. In college, he majored in finance and global business and is now considered one of the world's richest people.
He moved to Queens, New York when he was just a kid. He later claimed to be fascinated by business and books, and even spent his summers reselling them on eBay. As a college student, Vishal Garg earned a bachelor's degree in finance from New York University. This degree helped him secure his current position as a billionaire. At the age of twenty-one, Mr. Garg was a successful businessman and is one of the Forbes billionaires.
Startup community
The Indian businessman has been an influential member of the startup community for years. He has also been an active Rotarian and politician. He is currently the chief editor of Swabhiman Yug magazine. His other roles include Petron of Maa Ganga Jagariti Sewadal, Patreon of the Swami Narayan Sewa Mission, and working president of the Rashtriya Manvadhikar Samiti. His Twitter profile has a total of 860 followers.
Born in India, Mr. Garg's parents immigrated to Queens, New York, when he was seven years old. During his high school years, he was fascinated by business and decided to buy a home. After all, mortgage payments were much more affordable than rent. After talking with a mortgage broker, he started looking at listings and began making offers. He and his wife are now the proud owners of a home.
Mortgage industry
Although he is still at the helm of several businesses, his passion for the industry led him to launch his own company, MyRichUncle, in 2005. This company became the second largest private student lender in the U.S., and was acquired by Merrill Lynch in 2007. Despite its success, Vishal Garg continued to focus on the use of technology to drive diversity in his business. He understood that digital tools could bridge the gaps in the mortgage industry and empower consumers.
The former business partner has alleged that he seized tens of millions of dollars from a previous mortgage deal with a Cayman Islands investment group. This money was diverted to his startup, which was launched within a week of the acquisition. It is important to note that Garg's plethora of awards and accolades is unmatched in his industry. In fact, he has received more than a dozen honors in his career.
In addition to his work, Vishal Garg also has a social media presence. His followers on Twitter are 885. His personal Twitter bio says, "At the age of 21, he launched MyRichUncle in New York City. The company has since become the second-largest private student lender in the United States." However, it is not yet clear what he is doing with these assets. While they are all impressive, he has also a history of giving back to the community.
In December of 2019, HousingWire named Garg as a "2019 Vanguard Award Recipient," an award that recognizes entrepreneurs who have shaped the housing industry. In September of 2020, Comparably surveyed the employees of color in top 25 companies, and Vishal ranked #13 out of 25 among the most progressive CEOs, he was cited by employees of color as the third-most-impressive CEO.
Better.com The CEO Vishal Garg?
Vishal Garg serves as the chief executive officer of Better.com. Vishal Garg began his career as an entrepreneur at the tender at 21. He founded MRU Holdings, a student loan company in the year 2000. MRU Holdings was publicized in 2005 but declared bankruptcy in the year 2009. Based on court records that were obtained through Reuters, MRU Holdings had $11 million in assets, but $45.7million in obligations.
At the same time Garg founded MRU Holdings, he also was a founding partner of One Zero Capital in 1999 and Phoenix Holdings in 2011 – each of which ran up to 2014 after which he launched Better Mortgage.
On Wednesday, the company fired more than 900 employees during the midst of a brutal Zoom phone call. The CEO, who is Indian-American, said the efficiency of the market, its performance, as well as productivity are the main primary reasons that led to the mass reductions.
Vishal Garg told reporters, "This is not the information you're seeking… When you're on this line you're part of the group being dismissed. Your job here has been ended immediately. Is gone." The 43-year old told hostage employees of the company during the Zoom phone call, according to CNN.
Employees who were fired made up around nine percent Better.com's workforce. They comprised the entire diversity, equity , and the inclusion team.
The call was recorded by a worker and posted it on social media. The CEO was criticized for firing employees right before Christmas.
Better.com The CEO of Better.com Vishal Garg fired on Wednesday more than 900 employees during an enraged Zoom conference. The CEO of Indian descent said the company's performance, efficiency and market productivity were the main reasons for the mass cuts.
Vishal Garg told reporters, "This is not the information you're seeking… When you're in this situation you're one of the lucky group of employees who are being cut off. Your position here is ended immediately. It has ended." The 43-year old told hostage employees of the company during the Zoom phone call, according to CNN.
The employees who were fired comprised about nine percent Better.com's workforce. They comprised the entire diversity, equity , and inclusive team.
A person who was on the phone recorded the conversation and shared it with social media. There, the CEO came under fire for sacking employees right before Christmas.
As reported by The Daily Mail, Mr Garg in the 3 minute call said his decision to cut the 900 employees is "challenging".
He stated, "This is the second time in my life that I have done this and I'm not going to repeat it. Last time I did it, I was devastated. This time, I'm hoping to be more resilient." "We have been planning to lay off approximately 15% of our employees because of a myriad of reasons including efficiency, performance, and market and efficiency."
The Better.com spokesperson later revised the figure to 15 percent saying that the actual figure was more like 9 percent. For more details about Vishal Garg, be sure to stay in touch with Newsjankari.com to stay informed of the latest developments regarding Vishal Garg. For more information on Vishal Garg, check out the whole article.
More Information about Vishal Garg
Vishal Garg, the founder and Chief Executive Officer of Better, the very first and only homeownership company with a digital first approach which aims to make homeownership easier to afford, more accessible, and simply better for all Americans and ultimately for all other people.
Under Vishal's leadership Better.com has offered more than $40 billion in home finance and more than $16BN in cumulative coverage via Better Cover and Better Settlement Services Better Settlement Services, the insurers that make up Better.com. Better.com has raised over $400 million in equity capital and is supported by SoftBank and L Catterton. Kleiner Perkins, Goldman Sachs, Ally Bank, American Express, Citi and other investors.
As well as his position as a director at Better In addition, he is the founder for One Zero Capital, an investment holding company that focuses on investing and creating companies that deal in technology, finance for consumers and marketing via digital channels. At the age of 21, Vishal dropped out of the analyst program in investment banking in Morgan Stanley and started MyRichUncle which was later ranked as the second-largest private student loan provider within the United States. The company went public in 2005 and was later bought from Merrill Lynch, which was later bought in 2006 by Bank of America.
The year 2021 was the time Vishal formed a relationship together with Fund for Public Schools in NYC and gave nearly $2M to purchase chromebooks, iPads and wifi hotspots as well as uniforms and books for more than 220,000 city public school students with lower income families to better manage at home or online classes during the COVID epidemic.
Check Out :
Vishal Garg's Biography written in English
Name Vishal Garg
Nick Name Vishal Garg
Full Name Vishal Garg
Date of Birth Still To Be Updated
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Nationality Indian-American
profession Better.com CEO
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Died 4 December 2021 (aged 88), Hyderabad, Telangana, India
In the office Still To Be Updated
Vishal Garg Biography Vishal Garg Biography Vishal Garg Biography
Vishal Garg Family
Spouse(s) Still To Be Updated
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Vishal Garg's Physical Status
Height To be updated
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Size of shoe 8
Vishal Garg Net Worth
Net Worth Not yet updated
Sellery 2021 Not yet updated
Verification of the status of wealth Not Verified
Vishal Garg Social Media
Vishal Garg Facebook Click
Vishal Garg Twitter Click
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Vishal Garg on Linkedin Click
Vishal Garg's Top Garg Things
Favorite Actor Update Coming Soon
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Films that you love Movie Stay tuned for updates
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Vishal Garg Photo
Vishal Garg Photos Credit-Vishal Garg Vishal Garg Photos Credit-Vishal Garg
Vishal Garg's Personal Life
Every person on the planet is eager to learn more about Vishal Garg's private life. If you're one of them and you are looking for information, you've come to the right spot to learn more about this personal details. For more information on Vishal Garg's life as a person it is essential to go through this article thoroughly. This is the only way you'll be able to gather plenty of information regarding Vishal Garg's life.
Vishal Garg Wiki
Vishal Garg serves as the director of Better.com. Vishal Garg began his career as an entrepreneur at the tender at 21. He founded MRU Holdings, a student loan firm in 2000. MRU Holdings went public in 2005 before filing for bankruptcy in the year 2009. Based on court records discovered through Reuters, MRU Holdings had $11 million in assets, but $45.7million in obligations.
In the year that Garg founded MRU Holdings, he also was a founding partner of One Zero Capital in 1999 and Phoenix Holdings in 2011 – each of which ran till 2014, when he established Better Mortgage.
On Wednesday, the company sacked the employees of 900 in the midst of a brutal Zoom conference. The CEO from India-America claimed that market efficiency, performance, efficiency and performance were among the primary reasons that led to the mass reductions.
Vishal Garg stated, "This is not the information you'd like to hear… In the event that you're on this line you're one of the unfortunate group of employees who are being cut off. Your position here is ended immediately. Is gone." The 43-year-old informed hostage workers on the Zoom phone call, according to CNN.
Employees who were fired made up around 9.5% of Better.com's workforce. They comprised the company's diversity equity and inclusion team.
The call was recorded by a worker and shared it with social media. There, the CEO was criticized for firing employees right before Christmas.
Better.com The CEO of Better.com Vishal Garg was fired on Wednesday the company's employees by 900 in the midst of a brutal Zoom conference. The Indian-American CEO claimed that the company's performance, efficiency and market productivity were the main reasons for the mass cuts.
Vishal Garg told reporters, "This is not the information you're seeking… When you're on this line you're one of the unfortunate group being dismissed. Your job here has been removed immediately. Is gone." The 43-year-old informed hostage workers on the Zoom call, as reported by CNN.
Employees who were fired made up around 9.5% of Better.com's workforce. They comprised the whole diversity, equity and the inclusion team.
The call was recorded by a worker and shared it with social media. There, the CEO came under fire for sacked employees right before Christmas.
As reported by The Daily Mail, Mr Garg stated during the call of three minutes his decision to cut the 900 employees is "challenging".
He stated, "This is the second time in my life that I have done this and I'm not going to do it again. When I was last doing it, I was devastated. I'm hoping this time to be more resilient." "We have been planning to lay off approximately 15% of the employees due to a variety of reasons including efficiency, performance, and market and efficiency."
The Better.com spokesperson later amended the number to 15 percent, saying that the actual figure was more like 9 percent. For more information on Vishal Garg, make sure to follow Newsjankari.com to keep informed of the latest developments regarding Vishal Garg. For more information on Vishal Garg, check out the whole article.
Vishal Garg Wikipedia
Today we'll provide all the details regarding Vishal Garg's life. Vishal Garg by way of this article. The people who are aware of Vishal Garg are in the right spot. Since in this article, Vishal Garg will be able to provide full details on his life and the activities of Vishal Garg. In this post, you will be able to learn everything about his life and the activities of Vishal Garg by reading this article. For more details about Vishal Garg, read this article fully and keep checking newsjankari.com to receive news so that you are able to get updates in a flash regarding Vishal Garg. You can also get details on it.
Why did Vishal come up with the Better Mortgage?
In 2012 Garg, along with his partner were trying to purchase a house when they came across a variety of obstacles that led him to set up his own mortgage firm. According to the website of the company Garg realized that there were gaps in the lending process that needed to be fixed and set out to make it happen.
Vishal GAG ALL FACTS
Vishal Garg, the director of Better.com. Vishal Garg began his career as an entrepreneur at the tender aged 21 years old when he founded MRU Holdings, a student loan firm in the year 2000. MRU Holdings was listed on the stock exchange in 2005, however it filed for bankruptcy in the year 2009. Based on court records that were obtained through Reuters, MRU Holdings had an asset of $11million, however it had $45.7million in obligations.
At the same time Garg was co-founding MRU Holdings, he also was a founding partner of One Zero Capital in 1999 and Phoenix Holdings in 2011 – both of which continued till 2014, when he established Better Mortgage.
On Wednesday, it sacked the employees of 900 in an acrimonious Zoom phone call. The CEO from India-America claimed the efficiency of the market, its performance efficiency and performance were among the primary reasons for the mass cuts.
Vishal Garg told reporters, "This is not the information you're seeking… When you're on this line, you're one of the unfortunate group of employees who are being cut off. Your job here has been ended immediately. It has ended." The 43-year-old informed hostage workers on the Zoom call, as reported by CNN.
Employees who were fired made up around 9.5% of Better.com's workforce. The employees who were fired comprised the entire diversity, equity , and inclusive team.
The call was recorded by a worker and posted it on social media. The CEO came under fire for firing employees right before Christmas.
Better.com Chief Executive Officer Vishal Garg was fired on Wednesday more than 900 employees during an acrimonious Zoom conference. The CEO from India-American said the company's performance, efficiency and market productivity were the primary reasons behind the mass reductions.
Vishal Garg told reporters, "This is not the news you're looking for… In the event that you're in this situation you're one of the unfortunate group of employees who are being cut off. Your position here is removed immediately. Is gone." The 43-year old told employees of the hostage company during the Zoom call, as reported by CNN.
Employees who were fired made up around nine percent Better.com's workforce. They comprised the whole diversity, equity and the inclusion team.
The call was recorded by a worker and posted it on social media. The CEO came under fire for removing employees right before Christmas.
In The Daily Mail, Mr Garg in the 3 minute call said in which he said the choice to cut the 900 workers would be "challenging".
He stated, "This is the second time in my life that I have done this and I'm not going to repeat the mistake. When I was last doing it, I broke down. This time, I'm hoping to be more resilient." "We have been planning to lay off approximately 15% of our staff because of a myriad of reasons, including efficiency, market, and efficiency."
A Better.com spokesperson has since corrected the number to 15 percent, stating that the actual figure was more like 9 percent. For more information on Vishal Garg, make sure to follow Newsjankari.com to stay informed of the latest developments regarding Vishal Garg. For all the details about Vishal Garg, please read the whole article.
Vishal Garg Career
Today, we'll learn more regarding Vishal Garg's work in this article. To learn more about Vishal Garg's professional career and all things connected to his life, take a look at this article in full and keep an eye on NewsJankari.com for the most recent information on Vishal Garg.
Vishal Garg, the chief executive officer of Better.com. Vishal Garg began his career as an entrepreneur at the tender at 21. He founded MRU Holdings, a student loan firm in 2000. MRU Holdings was listed on the stock exchange in 2005, but was declared bankrupt in the year 2009. Based on court records that were obtained through Reuters, MRU Holdings had an asset of $11 million, however it had $45.7million in liabilities.
At the same time Garg founded MRU Holdings, he also was a founding partner of One Zero Capital in 1999 and Phoenix Holdings in 2011 – both of which continued up to 2014 after which he launched Better Mortgage.
On Wednesday, the company sacked the employees of 900 in the midst of a brutal Zoom phone call. The CEO from India-America claimed the efficiency of the market, its performance and efficiency were among the primary reasons that led to the mass cuts.
Vishal Garg told reporters, "This is not the information you'd like to hear… In the event that you're on this line, you're one of the unfortunate group being dismissed. Your job here has been removed immediately. Is gone." The 43-year-old informed hostage employees on the Zoom phone call, as reported by CNN.
The employees who were fired comprised about 9.5% of Better.com's workforce. The employees who were fired comprised the whole diversity, equity and inclusive team.
A person who was on the phone recorded the conversation and posted it on social media. The CEO came under fire for sacking employees in the days before the holiday season.
Better.com Chief Executive Officer Vishal Garg fired on Wednesday the company's employees by 900 in an uncompromising Zoom conference. The Indian-American CEO claimed that market efficiency, performance and productivity were the primary reasons for the mass cuts.
Vishal Garg stated, "This is not the news you're looking for… In the event that you're on this line you're part of the group of employees who are being cut off. Your job here has been removed immediately. Is gone." The 43-year old told employees of the hostage company during the Zoom phone call, according to CNN.
Employees who were fired made up around nine percent Better.com's workforce. The employees who were fired comprised the whole diversity, equity and the inclusion team.
A person who was on the phone recorded the conversation and shared it with social media. The CEO came under fire for sacking employees in the days before Christmas.
In The Daily Mail, Mr Garg stated during the call of three minutes in which he said the choice to cut employees of 900 is "challenging".
He added, "This is the second time in my life that I'm doing this and I'm not going to repeat it. When I was last doing it, I broke down. I'm going to try to be more resilient." "We will be cutting off approximately 15% of our staff because of a myriad of reasons including performance, efficiency, market and efficiency."
A Better.com spokesperson has since corrected the number to 15 percent, stating that the actual figure was more like 9 percent. For more information on Vishal Garg, be sure to stay in touch with Newsjankari.com so that you are informed of the latest developments regarding Vishal Garg. For more information on Vishal Garg, please read the entire article.
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