text:
Q: Is there any way to do this without indexOf? I'm having trouble with

Task 6: As corporate wants to add more and more flavors to their
lineup, they've realized that they need to remove flavors based on
flavor name,  as opposed to just arbitrarily removing the first or
last flavor. Your task is to get an index by flavor name, and remove
that single flavor from the array.
Use the removeFlavorByName function below to do the following:
1. Receive an array
2. Receive a flavor as a string
3. Remove the received flavor from the received array
4. Return the resulting array that now contains one less flavor

For example: running removeFlavorByName(originalFlavors, "Rocky Road") would return an array with the a length of 30
because Rocky Road would have been removed.
HINT: You can use .splice() for this

This is my code:
function removeFlavorByName(array, str){
  if (array.includes(str)) {
    let string = array.indexOf(str);
    array.splice(string, 1);
  }

  return array
}

Can Anyone Tell Me how to do this without using indexOf? I believe the testing software Lamda school is using wants us to use only the basic stuff because this fails their npm test thing even though it works.

A: The simplest way to do this with with FILTER
If you use .splice then you must decide where to splice: to do that you need to know the result of .indexOf, whether you actually use the .indexOf function or not.
However if you are allowed to do it without .splice, then the easiest way is with the .filter higher-order function.
This acts on an array, and feeds in a function that decides for each element, whether the element should be kept or not.
function removeFlavorByName(array, str){
    return array.filter(item=>item!==str)
}

How this works is as follows:

return a new array, constructed from the old array as follows:
take the elements of the old array, and filter them using the following function:
if the element does not equal str,
include it in the new array, otherwise do not include it

A: Array.prototype.indexOf is an old built in function. It's the least complex way to perform this with splice. The Array.prototype.splice function takes an index and I believe it was built to work with .indexOf specifically.

Your task is to get an index by flavor name, and remove that single flavor from the array.

That first part essentially describes how indexOf works. So unless they specifically told you not to use indexOf, you might be overthinking that part.


text:
YDP's Message
YDP's Profile
Activities Archives
Gallery Archives
eAduan
Muar Background
MPM Profile Background
1903-1910 : Sanitary Board.
1921 : Town Board (within the Town Board Enactment 1911).
06.03.1952 : Bandar Maharani Town Council (within the Local Authorities Ordinance 1973).
01.08.1976 : Muar Selatan District Council (within the Local Government Act, Temporary Provisions 1973).
01.01.2001 : Muar Municipal Council.
14.04.2001 : The proclamation of the Muar Municipal Council was undertaken by YAB Menteri Besar of Johor.
The proclamation of the Muar Municipal Council was undertaken by the YAB Menteri Besar of Johor on 14 April 2001. The Muar Municipal Council was once known as the Muar Selatan District Council (within the Local Government Act, temporary provisions 1973) which encompasses 17 sub-districts which until now are occupied by approximately 230, 000 residents of all ethnicity.
Muar Municipal Council
Last Updated: Monday, 17 January 2022 - 11:08am
Best viewed using IE version 9 & above, Mozilla Firefox version 6.0 & above dan Google Chrome 13.0 & above with 1024 x 768 resolution
Copyright reserved © 2016 Muar Municipal Council

redpajama_set_name: RedPajamaCommonCrawl


One important outcome of the fourth and final Nuclear Security Summit (NSS) is that China, for the first time ever, joined six "gift baskets" and also made significant additional commitments. Most notably, China joined the 2014 gift basket on "strengthening nuclear security implementation" and agreed to a U.S.-Chinese joint statement on nuclear security cooperation.
There is no shortage of terrorist groups – homegrown and international alike – that see opportunity in China's nuclear enterprise, the fastest-growing in the world. Some would like to steal radioactive material for nuclear or dirty bombs; others may be pondering ways to breach a facility's containment walls or even induce a Fukushima-style meltdown.


Wouldn't you love it if someone could coordinate every part of your move? Even when a move is marking a joyous life event the experience can feel overwhelming and stressful. With proper planning and a cheerful attitude moving can be a fun and exciting adventure. There is no reason to spend a month slowly unpacking boxes when our team can get it done on moving day! Imagine being able to go to sleep the first night in your new home without a box in sight and waking the next morning with the coffee maker set up and breakfast ready to be made. That's a squared away move!
Would you like to feel a sense of calm when you walk into your home? Being disorganized can be very stressful; visual clutter often leads to mental and emotional clutter. When you are organized and have a plan you feel less stressed, more productive, and happier. Whether it's a small closet, a room that has gotten out of control, or a top-to-bottom over-haul of your home, together we can create a system that maximizes storage and function and makes you feel good about your space.
You are ready to sell your home, but is your home ready? We all love our homes and the personal touches we've made over the years. Unfortunately, "would-be buyers" don't always share this love. You want buyers thinking how beautiful their furniture will look in your home and how much they will love living there. You do not want their focus to be your antique tea cup collection, overstuffed linen closet, or wondering why your dogs have more toys than their kids.
It can be hard to imagine spending money on a home that you are about to sell, but the faster a home sells, the more money you make. Fewer days on the market equal better offers. It can be unsettling to feel like you are rearranging the home you love to suit the tastes of others. But if selling your home in the shortest amount of time and for the most money is your goal, it is precisely those "others" who should be your focus. With some simple de-cluttering and basic staging, we'll make your home look bigger, brighter, and more inviting.
ready to get squared away?


text:
from django.conf import settings
from django.db.models.signals import post_save, post_delete
from django.db.models.base import ModelBase
from djoosh.options import ModelSearch

class AlreadyRegistered(Exception):
    pass

class NotRegistered(Exception):
    pass

class SearchEngine(object):

    def __init__(self, name=None):
        self._registry = {} # model_class class -> search_class instance
        if name is None:
            name = ''
        else:
            name += '_'
        self.name = name

    def register(self, model_or_iterable, search_class=None, **options):
        """
        Registers the given model(s) with the given search class.

        The model(s) should be Model classes, not instances.

        If an search class isn't given, it will use ModelSearch (the default
        search options). If keyword arguments are given -- e.g., exclude --
        they'll be applied as options to the search class.

        If a model is already registered, this will raise AlreadyRegistered.
        """
        if not search_class:
            search_class = ModelSearch
        if isinstance(model_or_iterable, ModelBase):
            model_or_iterable = [model_or_iterable]
        for model in model_or_iterable:
            if model in self._registry:
                raise AlreadyRegistered('The model %s is already registered' % model.__name__)
            # If we got **options then dynamically construct a subclass of
            # search_class with those **options.
            if options:
                # For reasons I don't quite understand, without a __module__
                # the created class appears to "live" in the wrong place,
                # which causes issues later on.
                options['__module__'] = __name__
                search_class = type("%sSearch" % model.__name__, (search_class,), options)
            self._registry[model] = search_class(model, self)

            # Attache post_save and post_delete signals
            post_save.connect(self._registry[model].post_save_callback, sender=model)
            post_delete.connect(self._registry[model].post_delete_callback, sender=model)

    def unregister(self, model_or_iterable):
        """
        Unregisters the given model(s).

        If a model isn't already registered, this will raise NotRegistered.
        """
        if isinstance(model_or_iterable, ModelBase):
            model_or_iterable = [model_or_iterable]
        for model in model_or_iterable:
            if model not in self._registry:
                raise NotRegistered('The model %s is not registered' % model.__name__)
            # Detach the signals

            post_save.disconnect(self._registry[model].post_save_callback, sender=model)
            post_delete.disconnect(self._registry[model].post_delete_callback, sender=model)
            del self._registry[model]

redpajama_set_name: RedPajamaGithub


text:
Gender Based Analysis Plus February 16 - 17, 2021 • Virtual Conference
Sarah Blackstock
Manager, Social Policy
Sarah Blackstock's bio
Sarah Blackstock is leader in social change and public policy. She has worked with a range of organizations including Greenpeace, the Income Security Advocacy Centre, and YWCA Toronto on initiatives to advance equity and well-being. Currently, Sarah manages the Social Policy unit in the Social Development, Finance & Administration Division at the City of Toronto where she collaborates with public servants, residents and diverse stakeholders to develop and implement social policy that supports the goals of equity, inclusion and prosperity.
Richard Cormier
Director, Communities and Inclusive Growth
Atlantic Canada Opportunities Agency
Azra Dizdarevic
Evaluation Analyst
Azra Dizdarevic's bio
Azra Dizdarevic is an Evaluation Analyst at Transport Canada, and is responsible for the integration of Gender Based Analysis Plus (GBA+) in Transport Canada's Evaluation and Advisory Services, advising programs on developing GBA+ indicators, and advancing GBA+ in the full project management cycle at Transport Canada. Prior to joining the federal government, Azra worked in project management in the non-profit sector, assisting in the implementation of capacity building programs for members of parliament and civil society organizations in South-East Europe. Azra graduated from the Geneva Graduate Institute of International and Development Studies, with a Master of Arts in International Development, prior to that she obtained her Bachelor of Arts Degree in Political Science from Western University, London, Ontario.
Geoff Dubrow
Geoff Dubrow's bio
In February 2018, Geoff Dubrow chaired and facilitated Infonex's inaugural GBA+ conference. An experienced, high energy facilitator, Geoff has worked with a wide range of stakeholders including parliamentarians, civil servants at all levels and civil society organizations. Geoff applies a variety of tried and true techniques to make participants feel engaged and willing to share.
Geoff is also a governance expert with over 15 years of experience in strengthening gender equality. Geoff has recently led several GBA+ analyses for the Government of Canada. This has included: identifying population groups that could be both positively and negatively impacted by proposed government policies; proposing strategies to address those impacts; and identifying methods to monitor these strategies and emerging gender impacts throughout policy or program implementation. Geoff's experience also includes developing, monitoring and evaluating gender equality strategies for international development programs in Africa, the Caribbean and Eastern Europe. As a monitor for Global Affairs Canada's public financial programs in the Caribbean, Geoff provides strategic advice to the Department on how executing agencies can strengthen and track the integration of gender equality into technical assistance programming.
Dr. Maya Gislason
Dr. Maya Gislason's bio
Dr. Maya K. Gislason – Gender Based Analysis Plus Expert (GBA+) and Advisor. Gislason is an Assistant Professor in the Faculty of Health Sciences at Simon Fraser University and faculty lead in teaching and research on the Social Inequalities in Health. With degrees in Women's Studies and Sociology, Gislason teaches on and guides research teams in developing Equity, Diversity and Inclusion (EDI) informed evidence generating tools to research the impacts of climate change and intensive resource extraction on rural, remote, northern and Aboriginal communities in Canada, with a focus on British Columbia. Serving as a Sex and Gender Champion on tri-agency funded research and as a new member of the Sex and Gender Champions Community of Practice in Canada, Gislason is actively engaged in the dynamic space of GBA+ research, policy formation and the development of best practices nationally and internationally. This work includes consideration of how these intersectionality and diversity-informed approaches might be used in the development of culturally sensitive and appropriate tools for the First Nations Health Authority.
Senior Legislative and Policy Analyst
Government of British Columbia, Office of the Chief Information Officer
Erin Grant's bio
Erin is a Senior Policy and Legislative Analyst with the Office of the Chief Information Officer, as well as a Gender Equity Advisor to the Gender Equity Secretariat, for the Government of British Columbia. In a previous life, Erin was a Gender and Immigration Historian with the University of Otago in New Zealand.
Karen Jensen
Federal Pay Equity Commissioner
Canadian Human Rights Commission
Karen Jensen's bio
Karen Jensen is Canada's first Federal Pay Equity Commissioner. She is working with a team of experts at the Canadian Human Rights Commission to establish the Pay Equity Division of the Canadian Human Rights Commission. The Division will be responsible for implementing the Pay Equity Act, once it comes into force later this year. Karen is an experienced lawyer who is widely recognized as an expert in human rights, labour and employment law. She has represented unions and employers in pay equity disputes at different points in her career, and through this work has developed a deep appreciation for all perspectives on this important issue.
Zohra Khan
Global Policy Advisor, Governance & National Planning
Zohra Khan's bio
Zohra Khan is UN-Women's Senior Policy Advisor on Governance leading the Entity's work on gender budgeting and financing for gender equality. In this role, she has provided technical assistance to over 80 countries on planning and budgeting for national gender equality plans and strategies.
Ms. Khan has 20 years' experience on gender equality and development in international and non-governmental organizations. Prior to joining UN-Women, she was Senior Policy Officer at One World Action where she conducted research on the impact of UK and EU aid and trade agreements on women's livelihoods. Earlier in her career, she served as Senior Researcher in the South African Commission on Gender Equality, a body established after the first democratic elections in 1994 to promote and protect gender equality, where she advised on legal reform.
Ms. Khan is leading contributor and co-editor of the book Financing for Gender Equality: Realizing Women's Rights through Gender Responsive Budgeting, published by Palgrave Macmillan. She holds an MA in Gender Studies from the University of Natal and is a dual national of South Africa and the United Kingdom.
Kathleen Lahey
Distinguished University Professor and Queen's National Scholar, Faculty of Law
Kathleen Lahey's bio
Kathleen Lahey is Distinguished University Professor and Queen's National Scholar, Faculty of Law, Queen's University, Co-director, Feminist Legal Studies Queen's, cross-appointed to Queen's Gender Studies, and affiliated faculty, Queen's Cultural Studies Interdisciplinary Graduate Program. She is a member of the Ontario and Illinois bars, Associate member, Garden Court Chambers, UK, sits on the boards of the UK-based Tax Justice Network and the steering committee of its global parent, the Global Alliance for Tax Justice, and specializes in tax, corporate, gender, international tax, property, and human rights law.
Her current research revolves around three core questions: Until substantive equality of outcomes for all individuals can be attained, how can societies eliminate deeply- rooted structural inequalities and discriminatory practices? How can the power and wealth concentrated in global 'north' corporations and individuals through unequal property, political, tax, and budget laws be replaced with redistributive programs that maintain individual sustain/abilities throughout life? And, what truths arise from Indigenous and diverse peoples' living knowledges and learnings about how to match rates of human innovation and development with the evolutionary rates of other members of the biosphere in order to increase the sustain/abilities of all forms of life?
She has pursued these questions while on numerous government commissions, while meeting with and advising governments, civil society, academic groups in Canada, across China and on every continent, as well as when working with the European Parliament, EU governments, the UN and other treaty bodies, international financial institutions, and with Indigenous, circumpolar Arctic, human rights, and diverse peoples' organizations, watching and learning how to expand current research and dissemination methods capable of addressing these increasingly urgent issues
Marni Panas
Marni Panas's bio
Marni Panas is the Program Manager, Diversity and Inclusion with Alberta Health Services where she is dedicated to creating safer, more welcoming and inclusive environments for over 100,000 employees and 4.5 million patients and their families. She holds a degree in Health Administration and a Canadian Certified Inclusion Professional designation. Marni has contributed to legislation and policy protecting human rights for individuals at the provincial and federal levels in Canada. She has also been invited to share her experiences and expertise on inclusive health and cultural safety for diverse health care providers, patients and their families locally, nationally and internationally.
Kai Scott
TransFocus Consulting Inc.
Kai Scott's bio
Mr. Scott is a social scientist who has devoted his 15-year career to solving complex social issues, especially related to vulnerable and resilient populations. He uses a blend of discovery and reflective approaches to bring greater understanding and clarity to issues of gender diversity.
© INFONEX Inc. 2021
360 Bay Street, Suite 900, Toronto, ON M5H 2V6
register@infonex.com
Sponsors & Event Partners
On-Site Photography
If you are unable to attend, please make cancellations in writing and email to register@infonex.com or fax to 1.800.558.6520 no later than February 2, 2021. A credit voucher will be issued to you for the full amount, redeemable against any other INFONEX course and which is valid for twelve months (one year) from the date of issue.
Registrants who cancel after February 2, 2021, will not be eligible to receive any credits and are liable for the entire registration fee.
Confirmed registrants who do not cancel by February 2, 2021, and fail to attend will be liable for the entire registration fee.
Substitutions may be made at any time. If you are unable to attend, a colleague may take your place at the conference. Simply contact our registration department so we can transfer your registration and be sure your colleague receives full access to the conference materials, a name badge, and a seat reserved at the conference and workshops.
If you miss the event, your download password allowing you access to all online course materials will be sent to you shortly after the conference takes place.
INFONEX reserves the right to cancel any course it deems necessary. In the unlikely event that a course is cancelled, INFONEX's liability is limited to paid registration fees; INFONEX will not assume any further liability for incidental costs including (but not limited to) hotel and air fare. INFONEX also reserves the right to change the date, location, and content for event(s) offered herein without further notice and assumes no liability for such changes.
INFONEX regularly works with corporate sponsors and top Canadian and international associations to align our industry-leading events with related associations and solution providers. By registering for this event, you are agreeing to receive an introductory message from our sponsors and association partners. We value your privacy, if you do not wish to be contacted by event partners to advise our sponsorship program coordinator.
Are you a solution provider? Position yourself as an innovative and forward-thinking solution provider by sponsoring a conference or exhibiting at an INFONEX event. A limited number of sponsorship and exhibition options are available. For more information or to check availability, contact our sponsorship department at sponsorship@infonex.com.
By attending an INFONEX event, delegates and speakers may be photographed during event-related activities. By attending, the event delegates and speakers are granting INFONEX permission to use such photographs (with or without their name) for any lawful purpose, including for example such purposes as event publicity, advertising, and Web content. We value your privacy and if you have concerns please to advise our event administrator or on-site customer service representatives.
Substitutions may be made at any time. If you are unable to attend, a colleague may take your place at the event.
Simply contact our registration department so we can be sure your colleague receives full access to the conference materials, a name badge, and a seat reserved at the master class or training seminar.
Hotel & Venue
Gender Based Analysis Plus will be held at:


text:
News, Reviews and Features 'Spreading joy & laughter is my talent': Italian cabaret artist Anita Luna on bringing THE DIVA back to London
'Spreading joy & laughter is my talent': Italian cabaret artist Anita Luna on bringing THE DIVA back to London
In Cabaret, Featured Shows, Features, Festivals, Interviews, London theatre, Native, News, Video by Featured Content 4th March 2022
Buy tickets for Anita Luna THE DIVA
She can't get enough of London and London can't get enough of her! After success at Camden Fringe, Clapham Fringe and Canal Cafe, internationally acclaimed, Italian cabaret artist Anita Luna returns this month with THE DIVA. In the first of two interviews, she took a break to tell us more about the award-winning one-woman show.
Anita Luna The Diva
For its latest London season, Anita Luna THE DIVA runs at London's Drayton Arms Theatre for three performances only from 17 to 19 March 2022.
Watch the intriguing, sensual and funny metamorphosis of the brave and authentic Anita Luna THE DIVA: her birth, her tomboy years and hilarious discovery of her sexuality, the Young DIVA discovering the secret of being divine, her Acme enjoying her superpowers and the inevitable Decline.
A one-woman show that is a unique mix of theatre, cabaret, clown and dramedy.
Anita Luna THE DIVA won the Judges' Choice Award at Galway Fringe 2019 and Best Online Live Performance at Paris Fringe 2020. It is performed by Anita Giovannini, co-written and co-directed by Giovannini and Jango Edwards, and produced by Giovannini.
Luna, it's great to see you in London again.
Thanks for having me. For me, it's always a pleasure being here. I always feel so welcomed.
Tell me, is your surname Giovanni or Giovannini?
I'm Italian so it's Giovannini, but abroad, especially in the US, they always call me Giovanni. I really love it as it's a man's name in Italian. I feel perfectly balanced in my feminine and masculine aspects so Anita Giovanni could be perfect. My star on the Hollywood Walk of Fame could be Anita Giovanni! Why not?
In your one-woman show Anita Luna THE DIVA, you're like a volcano of energy and you do so many things in a little more than an hour. You sing, you act. You are a mentalist and an acrobat. You interact a lot with the audience. What do you like doing the most?
Do I really need to choose? Okay, if I had to choose something, it'd definitely be the interaction with the audience. That's what really matters to me. That's what really makes the show unique.
Did you create Anita Luna or were you possessed by THE DIVA?
Well, Anita Luna and I are a de-facto couple. We are King and Queen. Accept it.
That's a secret between me and her…keep guessing!
In the show, you're naked physically and emotionally in front of the audience. What's more difficult to do: sharing your body or your soul?
For me, there is no difference. My body and my soul are totally connected, we are one. On stage and off, I feel free to express myself. I'm not ashamed of my body or my feelings. I'm happy and proud of my core essence.
You make being a tomboy in your childhood an amusing part of the show. Do people still mistake you for a boy now?
Since I turned 40, no. And actually, I'm a little upset because of that! But before, absolutely, yes! When I was 33 and rehearsing in a park, I made an entrance walking in on my hands. A group of children was watching and they exclaimed "Look, a boy with big tits!!". It gave me a flashback to my childhood when it used to happen all the time!
We see some videos of you doing acrobatics in your show. Do you still do it at your age?
Watch me perform and be astonished!
THE DIVA always looks stunning. What is her beauty regime?
Avocado. THE DIVA can't live without avocado; THE DIVA can't sleep without her avocado nut pillow. She can't start her day without her avocado transfusion.
You love body art and have many tattoos…
That's right. It makes me absolutely unique and unusual. I'm the first rock star tattooed DIVA in theatre.
You often talk about meditation, yoga and tai-chi as life-changing. Why?
It helps me to go deeper to find my real self. As an artist, you have a responsibility. I feel we are all here to share and to make a difference. Spreading joy and laughter is my talent. Talent is a responsibility; not accepting and not sharing it will only hurt you and the world. I'm here to do my part, to encourage myself and others.
Anita Luna THE DIVA runs 17, 18 and 19 March 2022 at Drayton Arms Theatre, 153 Old Brompton Road, London SW5 0LJ, with performances at 7.30pm. Tickets are £14 (concessions £12). CLICK HERE TO PURCHASE!
MyTheatreMates works with a select number of high-quality London and regional productions on Featured Content campaigns. If you'd like your show content featured on our website and social media channels, contact us.
Tags: Anita Luna, Anita Luna The Diva, clapham fringe, Drayton Arms Theatre, Featured Show, Jango Edwards, The Diva


Abstract: This presentation centers on the concept of "care" in the juridical principle "in the best interest of the child" (BIC), which plays a central role in judicial decisions about child welfare including those applying for asylum or legal residency. In some cases the BIC principle overrides the minor's desires and expectations, complicating issues of agency and intentionality. To explore how discourses of care are shaped by ideologies of rationality and decision-making, and how care is communicated and agreed upon by different social actors, in this talk I analyze interactions between Spanish-speaking asylum seekers, their lawyers, US Citizenship and Immigration Services (USCIS) officers, and their translator (me). The asylum seekers are unaccompanied minors that have entered the US mostly from Central America, and have been sent to northern California while their deportation hearings are processed. Many have experienced some degree of trauma in their home countries and during their journey to the United States. The category of "trauma" is used to erase narrative inconsistencies in the minor's declaration that both lawyers and USCIS officers use to create a new storyline that complies with asylum petition requirements and theories, as well as "what's best for the minor." This paper analyzes when "care" becomes a translation term that unites disparate accounts and intentions.


text:
Un uomo, una donna e un bambino (Man, Woman and Child) – romanzo di Erich Segal del 1980
 Un uomo, una donna e un bambino (Man, Woman and Child) – film del 1983 diretto da Dick Richards

redpajama_set_name: RedPajamaWikipedia


Do you adore stylish collars? Let your adorable dog enjoy wearing such collars on! Obtain this incredible leather dog collar with studs from FDT Artisan. This gear is created for those who just are fond of elegance and style. In this extraordinary collar, your four-legged friend will have more fancy, but impressive look. Your cute four-legged friend will get the best treatment when wearing this gear. Full grain natural leather is hypoallergenic and totally eco-friendly.
Chrome plated hardware will hold out even the hardest dog power. Gorgeous decorative elements are chrome plated and have superior shining. Underline your four-legged friend's individuality, purchase this Artisan elegant genuine leather supply!
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Speaking about the decorative elements, they are elegant! Catchy studs are placed along the leather strap. These decorations are chrome plated and, thus shine with amazing glittering. The sophisticated design of this collar is matchless and unique. Due to these embellishments, this leather dog collar has a spark. That means your dog will have his individual and exquisite style .
As for the hardware of this adorned full grain leather tool, it is chrome plated. It matches perfectly with the adornments. This covering provides extra safety for the details as it prevents corrosion. The set of fittings includes a classic elegant buckle and strong D-ring for leash attachment. These fittings are easy to use and reliable in service they provide. Add more zest to your dog's look, purchase this fashionable leather tool!
When ordering this embellished dog collar, you will get a gift package along with it! Don't miss your chance to praise your lovely four-legged friend with designer collar made of full grain leather. This is an unusual offer available for our customers! A gift package makes your order look like a present for the doggie.


text:
Politicians Write Lots Of Books. Here's How Far Into Them People Read.
Sep. 12, 2017 , at 9:53 AM
By Walt Hickey
Filed under Books
Emily Scherer
Hillary Clinton's new book, "What Happened," comes out Tuesday and features her reflections on the 2016 election. Whether it'll enter the pantheon of great campaign memoirs or turn out to be just another post-politics potboiler, "What Happened" is by all appearances the first hot political book of the fall.
It also apparently offers some compelling content, including relitigating internecine fights in the Democratic Party, openly assailing the character of a sitting president and recounting the inside story of one of the most stunning campaign failures in U.S. history. And that, by itself, might distinguish it from the political memoir genre in general. Political books written around a presidential election are usually a mixture of ghostwritten policy proposals slammed together with a series of mediocre pseudo-biographical stories that often backfire on a contender mid-race.These paperweights are defined by long subtitles and the struggle of making a politician a likable protagonist.
But people still read them. Well, sort of. I was curious how far readers typically make it through these books. I couldn't get any reading data, but I reached out to Audiobooks.com for listening data on political memoirs by presidential candidates going back to the 2000 election. We focused on books by every "serious" candidate published before or shortly after each presidential election — "serious" as defined by my colleague Harry Enten back before the 2016 election. (Basically, any candidate who held a major political office before running or got at least a bit of the vote in Iowa or New Hampshire.) Audiobooks.com was able to find the books with more than 10 downloads and sent over the average percentage of the book that listeners sat through.
Before we get to the data, there are some caveats! If you don't see a book on here, remember that not all books have an audio version widely available. Moreover, sales for some of these books peaked long before Audiobooks.com began collecting data. Second, if a completion rate number seems low, keep in mind that most people don't finish reading most things. Most likely, less than half of the people who started this article made it to this sentence. It's the nature of the game.
Which political books did listeners stick with?
By presidential candidates on Audiobooks.com since the 2000 election
PUB.▲▼
AUTHOR▲▼
TITLE▲▼
LENGTH (HRS)▲▼
SHARE OF BOOK READ▲▼
TIME SPENT LISTENING (HRS)▲▼
2010 George W. Bush Decision Points 20.2 59.7% 12.0
2014 Hillary Clinton Hard Choices 27.0 31.0 8.4
2015 Ted Cruz A Time for Truth 12.9 55.8 7.2
2016 Bernie Sanders Our Revolution 18.6 36.1 6.7
2015 Rand Paul Taking a Stand 19.8 30.5 6.0
2015 Mike Huckabee God, Guns, Grits, and Gravy 8.1 65.5 5.3
2013 Scott Walker, Marc A. Thiessen Unintimidated 7.2 69.5 5.0
2014 George W. Bush 41 7.8 63.0 4.9
2017 Newt Gingrich Understanding Trump 11.8 41.5 4.9
2010 Newt Gingrich To Save America 9.7 49.2 4.8
2011 Liz Cheney and Dick Cheney In My Time 7.7 60.8 4.7
2015 Marco Rubio American Dreams 6.3 69.9 4.4
2008 Ben Carson M.D., Cecil Murphey Think Big 8.0 52.8 4.2
2005 Barack Obama Dreams From My Father 7.2 57.0 4.1
2011 Ron Paul Liberty Defined 9.0 42.5 3.8
2003 Hillary Clinton Living History (abridged) 7.0 51.8 3.6
2008 John McCain Faith of My Fathers 4.8 74.7 3.6
2009 Ron Paul End the Fed 6.1 51.4 3.1
2013 Ron Paul The School Revolution 5.5 53.3 3.0
2009 Sarah Palin Going Rogue 7.2 39.7 2.9
2006 Barack Obama The Audacity of Hope 6.2 45.3 2.8
2011 Vince Haley, Newt Gingrich A Nation Like No Other 8.0 33.5 2.7
2016 Donald J. Trump Great Again 4.5 48.8 2.2
2006 Hillary Clinton It Takes a Village 2.8 48.2 1.3
Among books available on Audiobooks.com with at least 10 downloads. "Great Again" originally published as "Crippled America."
Source: Audiobooks.com
There are two ways to slice this data.
First, you can look at the percentage of the book the average listener played (the second column from the right). The average reader made it through three-quarters of "Faith of My Fathers" by John McCain. That's ridiculously high. Marco Rubio, Scott Walker and Mike Huckabee all had average completion percentages, between 65 and 70 percent, for "American Dreams," "Unintimidated," and "God, Guns, Grits, and Gravy," respectively. The books that don't do so well by this measure come from both sides of the aisle, but they do have one thing in common: They're looooong.
So the other way to gauge who's written the most engaging political books is to look at how much time listeners are spending with them. (The right-most column.) We can use the average amount of time spent listening to a book — completion percentage multiplied by book length — which doesn't penalize books for being lengthier. In this case, "Decision Points," the presidential memoir by President George W. Bush, "Hard Choices," the 2014 memoir by Hillary Clinton, and "A Time for Truth" by Ted Cruz come out looking very good. It turns out that people are willing to listen to Bush, Clinton and Cruz speak uninterrupted for many more hours than I expected. Seriously, the fact that George W. Bush is not only an accomplished author but perhaps the most successful author in his field (at least by one metric) is not a notion I would have even entertained before I started digging into this. Well done, Dubs.
What about the books that listeners barely made a dent in? Second from the bottom is "Great Again: How to Fix Our Crippled America" by President Trump, and in last place is "It Takes a Village," a slimmed-down version of a 1996 Hillary Clinton volume that was later turned into a picture book.
Walt Hickey was FiveThirtyEight's chief culture writer. @WaltHickey
Hillary Clinton (578 posts) George W. Bush (28) Books (26) What Happened (2)


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Video games: old vs. new
Bruce Wallace
X-Box? PS2? Gamecube? What ever happened to the good old days of simple video gaming? What happened to the Super Mario Brothers? What happened to the good old days when a kid used to blow into a Nintendo game, press start and it would start right up?
The game had basic graphics, and basic controlling. They were longer and more fun to play. One could sit down for hours trying to beat the Mario Brothers number 3 or Teenage Mutant Ninja Turtles. Not beating the game meant starting all over again. There were no memory cards, only codes to write down.
Nowadays playing a video game is almost like watching a movie. With all of the intense graphics and hardcore game play, it makes it difficult for children of our generation to play these new systems.
When Nintendo was developed in 1983, people swarmed to get a taste of the new state of the art, "wave of technology," video game system.
The state of the art was before the personal computer. People were all dressing in loafers with no socks, and tide-dye shirts with sport coats.
The Nintendo consisted of a gray cube with a power button and reset button in the front with a flip down panel for the game and two simple plug-in cords in the back. The controller was a gray rectangle with a total of five buttons, a start, a select, an A button, a B button and the navigational pad.
The games were square with a hole on the bottom and the circuit board was exposed. When putting the game in the system, it was neccessary to blow the dust off of the circuit board so it would work properly before pressing the power button. Then kids and even parents would play these games for hours on end.
When Nintendo was first released it cost at most $120, and the games would run about $30 on an average. If one needed an extra controller it would be $15.
Today, everyone is getting into the video game spirit with an endless amount of systems, from and endless amount of manufacturers.
Take Microsoft's new X-box for example, "The New Wave of Technology."
The X-box is a black square, with a big "X" on the top. Then in the front of the box there are four game controller ports that allow "easy multiplayer gaming" (as indicated on the box). The Nintendo enable other peripherals, ranging from game pads to voice-activated headsets.
The X-box consists of a front-loading CD/DVD/game tray, a multi-signal audio-video connector (that allows for easy hookup to entertainment systems), an Ethernet port for rich, fast-action online gaming via a broadband connection. It features an intel 733MHz processor, the most powerful CPU of any console, and an internal hard drive, for massive storage of game information – a first in the console gaming industry.
The controller for the X-box is big and black with an eight way navigational pad, left and right analog sticks, left and right shoulder triggers, six pressure-sensitive multicolored analog buttons, dual slots for memory cards and other peripherals, and a built-in "rumble" feature to increase gaming realism.
The X-box is currently on the market for $299. The games run anywhere from $50-$60. And, of course, an extra controller will be $40.
Video games have literally gone from a small grey box to a multi-user's unit. Do we really need all these things to keep us entertained?


I was raised in rural Indiana by my grandparents and many of my first memories involve attending senior events. I always enjoyed visiting the nursing homes and singing Christmas carols and forming friendships with the residents.
I worked on a renal (kidney) transplant unit and I loved being the admitting nurse. Preparing the patient for transplant surgery was always a memorable work moment.
I look forward to talking with residents and staff and hearing about their success stories. It is rewarding to see the positive impact of our work.
Spending time with my family, attending sporting events, and catching up with friends.


This recipe brings back so many memories of living in my sorority. We had poppyseed chicken for dinner all the time! It was one of the dishes I actually really enjoyed - and looked forward to when I saw it on the menu. It's a very simple dish, but just seems homey.
I changed a couple of things with this recipe, though I bet it's perfect as it stands. I added some chia seeds - full of Omega 3 and Fiber and completely tasteless - because I thought the texture wouldn't stand out with the poppyseeds. I was right! It did nothing to the flavor, and was an easy way to up the nutrition in a dish.
*Combine soup and chicken in a bowl. Spread mixture into your baking dish.
*Top with crushed Ritz, melted butter, then sprinkle poppyseeds over the casserole.
*Bake at 350 for 30 minutes.
Shredded chicken...thank you slow cooker & chicken broth for perfectly cooked and juicy chicken every time!
toppings and ready for oven!
I made this for my family tonight and they loved it...Including my often picky son! One question...do you include how many servings your recipes make? Thanks for a new recipe!


text:
High fat/low carb diet could combat schizophrenia
Research by James Cook University scientists has found a diet favoured by body-builders may be effective in treating schizophrenia.
Associate Professor Zoltan Sarnyai and his research group from JCU's Australian Institute of Tropical Health and Medicine (AITHM) have discovered that feeding mice a ketogenic diet, which is high on fat but very low on carbohydrates (sugars), leads to fewer animal behaviours that resemble schizophrenia.
The ketogenic diet has been used since the 1920s to manage epilepsy in children and more recently as a weight loss diet preferred by some body builders.
Dr Sarnyai believes the diet may work by providing alternative energy sources in the form of so-called ketone bodies (products of fat breakdown) and by helping to circumvent abnormally functioning cellular energy pathways in the brains of schizophrenics.
"Most of a person's energy would come from fat. So the diet would consist of butter, cheese, salmon, etc. Initially it would be used in addition to medication in an in-patient setting where the patient's diet could be controlled," he said.
Schizophrenia is a devastating, chronic mental illness that affects nearly one per cent of people worldwide. There is no cure and medications used to alleviate it can produce side effects such as movement disorder, weight gain and cardiovascular disease.
But if the research findings can be translated into the effective management of schizophrenia they may offer a secondary benefit too.
The group's paper, published online in the leading journal Schizophrenia Research, also shows mice on a ketogenic diet weigh less and have lower blood glucose levels than mice fed a normal diet.
"It's another advantage that it works against the weight gain, cardiovascular issues and type-two diabetes we see as common side-effects of drugs given to control schizophrenia," said Dr Sarnyai.
The JCU researchers will now test their findings in other animal schizophrenia models as they explore a possible clinical trial.
Alistair Bone
alistair.bone@jcu.edu.au
http://www.jcu.edu.au
Schizophrenia Research
DIET/BODY WEIGHT
https://www.jcu.edu.au/news/releases/2015/december/high-fatlow-carb-diet-could-combat-schizophrenia
http://dx.doi.org/10.1016/j.schres.2015.10.041


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Grab's Acquisition of Uber's South-East Asian Business
Overview of the deal
- Acquirer: Grab Taxi Holdings - Advisor: The Raine Group
- Target: Uber Inc. SE Asia Ops. - Undisclosed Advisor
- Announcement date: March 2018
Following a year of difficulties for Uber, Dara Khosrowshahi stepped in as CEO in August 2017, effectively assuming responsibility to resolve Uber's various issues and help the company go public. In light of these events, a consortium of investors led by Japanese tech conglomerate SoftBank has closed a deal to purchase shares from existing Uber employees and investors at a discount, making Uber's valuation drop from $68 bn to $48 bn. Following this agreement, Softbank now holds more than 15% of Uber, thus becoming the firm's largest stakeholder.
Softbank has reportedly repeated its ambition to refocus Uber's activities on its core markets, namely the U.S., along with Europe and Latin America, as an aim to help the company achieve profitability more quickly before its IPO. In 2016, Uber exited the Chinese Market by selling its local operations to ride-hailing super-giant DiDi, after admitting defeat in an aggressive price war. In 2017, Uber agreed to merge its Russian business with rival Yandex. Thus, Uber's decision to exit from the South-East Asian market follows the company's strategic path to shift its efforts from growth and expansion to profitability. As part of the deal, Uber will receive a 27.5% stake in Grab in exchange for Uber's ride-hailing and food delivery businesses in 8 South-East Asian countries. Moreover, Uber's CEO Dara Khosrowshahi will join Grab's board.
"[Uber] strategically retreated from Southeast Asia and Russia in exchange for equity stakes in competitors Grab and Yandex, respectively. Uber continues to compete in Brazil and India, but this kind of a strategic decision-making demonstrates that Uber is no longer focused solely on growth and world domination. It may even be finally focused on profits." -Tim J. Smith, Fortune
Company details (Grab)
Grab is a ride-hailing and carpooling service which is currently operating in 220+ cities across 8 countries in South-East Asia.
- Founded in 2012, headquartered in Singapore
- President and CEO: Anthony Tan
- Number of employees: 1,000-5,000
- Latest Valuation: $6bn
- FY17 Revenue: $1bn
Company details (Uber Technologies Inc.)
Uber Technologies Inc.'s online platform and mobile app provide customers with car transportation and food delivery services in more than 65 countries and 600 cities worldwide.
- Founded in 2009, headquartered in San Francisco, CA
- CEO: Dara Khosrowshahi
- Number of employees: 16,000
- Latest Valuation: $48bn
- FY17 Revenue: $7.5bn* - FY17 Adjusted EBITDA: -$2.5bn*
*These numbers are approximations based on non officially disclosed information because Uber is a private company
Projections and assumptions
Short-term consequences
Besides from benefiting from the removal of its most direct competitor, Grab would be able to draw Uber's customer base, drivers and employees, which would bring Grab closer to making a profit.
One crucial part of the agreement relies in Grab's potential ability to hire an estimated 500 of Uber's soon-to-be former employees. To follow through, Uber's management has forbidden employees to move internally to different geographies. On top of that, Uber has placed several restrictions on its South-East Asian exiting employees. Under these new constraints, Uber staff would not be eligible for exit bonuses, should they work for a different employer other than Grab.
This would arguably allow Grab to draw these recruits and avoid competitors such as Indonesian ride-services firm Go-Jek or food delivery servicers Deliveroo and FoodPanda from bringing in Uber's former employees. Regardless, Go-Jek is putting efforts into recruiting Uber talent. Other tech companies, such as Facebook, WeWork, Google and Netflix have started arranging interviews with Uber's departing Southeast Asia staff in an effort to hire new talent. This is precisely what Grab was trying to avoid.
Long-term upsides
Unlike Uber's exit from China which was merely a consequence of Uber's defeat to DiDi, Uber's merger deal with Grab is more of a win-win deal. There are indeed solid gains for both parties. First of all, the deal will benefit SoftBank and DiDi, who, among others, own large stakes in both Uber and Grab. The merger will put an end to an expensive subsidy war, which until this point resulted in losses on both sides.
Grab will be able to shut down competition and expand its business, while Uber will have the ability to focus its efforts and resources on different regions. Uber's 27.5% stake in Grab, worth close to $1.6 bn, is a strong return on Uber's up-to-date $700 million investment in Southeast Asia. Considering that Grab now sits on a near perfect monopoly in the region, with the sole exception of Go-Jek's home market Indonesia, and that the ride-hailing market is projected to grow substantially in the years to come, Uber's $1.6 bn stake is likely to appreciate in value.
Consumers have already felt the effects of this virtual monopoly. After finding that Grab rose fares after the merger, Singapore's Competition Commission asked Grab to return to pre-merger pricing and end its drivers' exclusive contracts, which prevented Grab drivers from working for other ride-hailing companies. This would effectively decrease barriers for new entrants. Several new players, such as India-based Jugnoo and Singapore-based Singa have in fact entered the Singapore ride-hailing market following the merger. Hence, despite Grab's increased market power, the firm may still be met with competition in the future, which would drive prices down for consumers.
The deal still requires the approval of the local authorities in 8 different countries where Uber operates. The Competition Commission of Singapore (CCS), where Grab is headquartered, has expressed concern over the deal, as it may grant Grab a dominant monopoly in the region. Moreover, the Commission required that Uber and Grab "maintain pre-transaction independent pricing, pricing policies and product options". Yet, there are substantial grounds to believe that the deal will go through, as the CCS defined Grab's operating space as "chauffeured personal point-to-point transport passenger and booking services" rather than ride-hailing. That way, taxi companies in Singapore will be considered as competitors, which will significantly drive Grab's market share down.
Another challenge lies in Uber customers and drivers' reluctance to switch to Grab's platform. This would provide an opportunity for Go-Jek to step-in, as the servicer recently announced its ambition to expand its activities outside of its Indonesian home-market across all of South-East Asia. Go-Jek launched its business in Vietnam on August 1st, 2018, and in less than a month, has already taken 15% of the market share in Ho Chi Minh, Vietnam's second largest city, according to Go-Jek CEO Nadiem Makarim. The startup will also expand to Thailand in September, and is set to enter the Philippines by the end of 2018. This sets considerable pressure on Grab, more so as local market authorities may place restrictions on Grab's business, as the CCS already did in Singapore.
"Together with Uber, we are now in an even better position to fulfill our promise to outserve our customers. Their trust in us as a transport brand allows us to look towards the next step as a company: improving people's lives through food, payments and financial services." -Anthony Tan, Grab CEO and Co-Founder
© The MergerSight Group. 2018. All rights reserved.
S&P Global's $44bn Acquisition of IHS Markit
By Christina Lee, Ryan Horlick, and Britney Cheng (University of Michigan), Nihat Anwar, Hannah Ohlsson, and Wilma Tillqvist (Stockholm S...
Dyal Capital Partners and Owl Rock Capital Group Merge and Go Public in a $12.5 Billion Transaction
By Roshni Padhi, Winston Shum, Jin Yin Moh (Stanford University) and Zahra Malik, Matilda Oculy, Deimante Chailenko, Baliny Ganeshakumara...


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About LD Products
Q&A with the CEO
Company-Provided Perks
Originally established by then 21-year-old USC undergrad and Southern California native Aaron Leon in 1999 as an ink and toner supplier, LD Products has quietly grown into one of the largest U.S. online retailers for all office supplies – and the absolute largest for after market ink and toner. Also the 20th largest private, minority-owned company in Los Angeles, LD ships more than 6 million cartridges nationwide every year. Its primary competitors are Staples and Amazon.com.
Priding itself as an environmentally conscious business, LD Products' call center, fulfillment center, retail store and headquarters operate from a 110,000-square-foot Platinum LEED-certified building in Long Beach, California -- the first new construction commercial building in the United States to receive this certification.
The company opened a Mountville, Pennsylvania-based fulfillment center in April 2015. With the addition of the Pennsylvania facility, 80 percent of LD's customers now receive their shipments within two business days, and 40 percent receive their orders overnight.
In January 2018, LD Products launched the Channel Partner Division to target the growing dealer/reseller market. Based in Phoenix, Arizona, the company hired a research and development team with an average 25 years' industry experience to lead the new venture. At the heart of the division is the LD Gold Line, a disruptive line of compatible cartridges manufactured specifically for imaging dealers. Gold Line cartridges deliver OEM performance and quality at 20% less than comparable remanufactured cartridges, providing a competitive alternative with larger profit margins for resellers. Additionally, the Channel Partner Division offers advanced training and digital marketing services to help resellers win more customers.
While LD Products provides both name brand products as well as aftermarket (remanufactured and compatible) ink toners and cartridges these days, it remains true to its roots of keeping quality office supplies affordable without sacrifice. In fact, the company touts savings for customers of up to 70 percent over name brand printer supplies.
Now in its nineteenth year, LD Products continues to maintain its start-up vibe, which allows the company to be flexible and responsive. Providing large business capabilities with small business dedication, LD Products has been recognized by Bizrate with its platinum circle of excellence award (for customer service and on-site experience) twelve times since the awards began in 2000. This is no accident, as LD Products places a high priority on customer satisfaction – even going so far as to back up all of its products with a lifetime, 100 percent satisfaction guarantee. Additionally, the company offers live customer service from its California-based call center six days a week.
Leadership: Aaron Leon / CEO
An entrepreneur from the age of 6, Aaron Leon established LD Products as an ink and toner supplier while still in college in 1999. Sixteen years later, the company is now one of the largest U.S. online retailers for aftermarket ink and toner and office supplies and employs an award-winning, in-house customer service team of more than 55 representatives.
Raised in Downey, California, Leon grew up as a good student, but not great. Rather, he really came alive as a youth working his self-actualized side businesses. At 6, he sold Snoopy snow cones in front of his apartment complex on hot summer days. By 14, he was making $400-500 a weekend selling baseball cards. But it wasn't until he took an introduction to business class in college that he made the connection between his youthful pastimes and his future:
"I hadn't realized I was a businessperson all along," he said.
Once he'd identified his natural calling, Leon became a straight-A student and eventually transferred to the University of Southern California, where he earned his bachelor of business administration in finance. It was there, at USC in April of 1999, that LD Products took root.
Under Leon's guidance, LD Products has achieved several milestones, including annual sales approaching $100 million and providing a diverse array of 172 jobs in Long Beach, another 26 in Pennsylvania and 8 in Phoenix. Its Long Beach, California-based corporate headquarters/fulfillment center was the first Platinum LEED-certified building in the New Construction/Commercial category in the United States under the U.S. Green Building Council's stricter 2009 guidelines. The company also has one of the largest custom Magento Enterprise implementations on record; and it has been awarded, certified, or otherwise recognized by Google, Yahoo!, BizRate, eBay, Reseller Ratings, Stella Service, Truste and the Better Business Bureau (A-plus).
For his work and innovation, Leon has been honored with numerous recognitions and awards, including: Ernst and Young Entrepreneur of the year semi-finalist, 2014; Top 20, Largest Minority Owned Business, LA Business Journal, 2013 and 2014; and Top 500, Internet Retailer Magazine, yearly since 2005. He is also a member of the Young Presidents Organization.
Married with a growing family, Leon enjoys coaching his oldest son's baseball team and travelling with his family during his spare time.
LD Products manufactures quality alternatives to expensive name brands in the form of "remanufactured" and "compatible" ink and toner cartridges; however, the company also carries name brand cartridges.
As of last year, the company began offering all aspects of office supplies and now offers more than 50,000 SKUs. The company's top products are:
Brand name (OEM) and LD brand ink and toner cartridges
Office supply basics (paper, pens, post-it notes, binders, file folders, etc.)
Cleaning and break room supplies
Technology (printers, cables, storage drives/media, 3D printing supplies, etc.)
LD Products offers several service outlets to provide its customers with information the way they want to receive it. Additionally, all of the company's more than 55 customer service reps are put through rigorous training, including an expectation that all customers are treated with empathy. If a mistake is made, the customer service reps are trained to apologize first and foremost; in a nutshell, they should speak to customers as if they're speaking to the CEO's mother. LD's call center takes anywhere from 1,200 to 2,000 calls a day and operates during business hours for both the East and West Coast during the week and weekends.
The company provides the following services:
Custom ordering platform
Live training for corporate and government accounts
Web-based training
What is a remanufactured inkjet cartridge?
Remanufactured inkjet cartridges are original printer-brand cartridges that have been through one cycle of service before undergoing a professional remanufacturing process. These cartridges and their print heads are:
thoroughly cleaned and filled with a high quality equivalent ink formulation,
inspected for any possible shell leakages,
tested to ensure that the electical circuitry is operational, and
undergo and pass a lengthy print test.
Only cartridges that pass LD's rigorous inspection process and meet their high standards become LD-brand remanufactured cartridges
Remanufacturing is higher in the waste hierachy than recycling. Why?
Remanufactured ink and toner cartridges are also more environmentally friendly than recycling them, as many companies do. Recycling cartridges requires grinding them up to make new plastic and parts, which demands a lot of energy and resources. Recycled cartridges are the "reuse" in the reduce, reuse, recycle process.
What is a new, compatible ink cartridge?
A compatible ink cartridge is created by a third-party company, like LD Products, for use in a name brand printer. They are reverse engineered to ensure no patents are violated and often less expensive than the OEM (original equipment manufacturer) cartridge.
Will a printer warranty be voided if refilled cartridges are used in it?
Many customers express a legitimate concern as to whether the use of third-party ink or toner will void their printer's warranty. The answer is no.
What follows is a partial quote from the Magnuson-Moss Warranty Improvement Act, which addresses this subjects.
"No warrantor of a consumer product may condition his written or implied warranty of such product on the consumer's using, in connection with such product, any article or service (other than article or service provided without charge under the terms of the warranty) which is identified by brand, trade or corporate name; except that the prohibition of this subsection be waived by the commission if:
The warrantor satisfies the Commission that the warranted product will function properly only if the article or service so identified is used in connection with the warranted product, and the Commission finds that such a waiver is in the public interest.
More simply put, a printer warranty cannot be voided just because a consumer chooses to use compatible, third-party products unless the manufacturer can prove that the compatible product caused direct damage to the consumer's printer. No company, associate, salesperson, or service technician can deny service or a refund that would otherwise be covered under a warranty program simply because the customer used a compatible product.
What is the shelf life of compatible brand ink cartridges?
Compatible, third-party print cartridges have a three-year shelf life.
Q&A with Aaron Leon, LD Products' CEO
Q: What's important to look for when determining which remanufactured and compatible ink toners to buy?
A: The best way to tell the reputable, high quality products from the low quality products is to read product reviews. Other factors to take into consideration are: package design; Better Business Bureau ratings; their quality control methods; the components they're using; and the kind of warranty they offer. (We offer a lifetime guarantee, which is unheard of in our industry. Customers can return product even if they don't like the color of the box.)
Q: Why should a company transition from buying products as they need them from a traditional retail outlet to a company such as LD Products, which takes a more holistic approach to working with its clients?
A: Improving our customers' experience with us is a constant focus for us. Recently, we completely revamped our website to make it more user-friendly; this included optimizing the merchandising for our growing product catalog, which ensures accuracy for the merchants and relevancy for the customers. We rewrote all of our products' attributes to describe them in ways our customers would, rather than in industry technical terms. We are also in the process of building a team whose main focus would be helping our business clients handle their orders in the most efficient way possible. This is especially relevant in light of the consolidation of industry big box retailers, which has led to a reduction in personalized customer service.
Q: LD Products can save companies up to 70 percent on their office supply costs. Do you have any examples of ways in which LD Products has been able to save clients a significant amount of money each year?
A: We worked with a local government entity and reduced their toner costs by 73 percent - saving them $280,000 in a single year! (Savings were based on comparing annual LD brand remanufactured cartridge purchases over the same purchase of name brand cartridges at a big box store.)
Q: How do you keep your ink and toner prices competitive without sacrificing quality?
A: Our prices are competitive, but they're not the cheapest. We're inexpensive compared to OEM (original equipment manufacturer) products, but there are other aftermarket options that are cheaper – both in price and quality.
That being said, we do many things to keep our prices as low as possible without sacrificing quality:
We're a long-term company. We've always invested in quality and value; part of that is paying more for quality ink, which goes inside our cartridges. While we could save 25 cents per unit by using cheaper ink, doing so would create an inferior product, decrease our customer satisfaction rate and increase our return rate. There's a reason that the shoddy aftermarket suppliers struggle to stay in business.
We onshore production of our ink tanks to our own U.S. manufacturing plant.
Global sourcing We do as much as we can at home, but we use contract manufacturing for the chips in the cartridges and for our custom/specified ink formulations that are up to LD standards (and not just the cheapest product to produce).
Strict quality control We use some of the best ink sourced on the planet from a company with more than 100 years of printing experience. Additionally, our supply chain is backed by large factories.
We benefit from the economies of scale, as we're the largest online aftermarket retailer.
We've invested heavily in warehouse automation.
We don't manufacture printers. Printer companies spend a lot of money developing new printer platforms, but they have a perverse biz model. They sell printers at breakeven (or at a loss) and sell ink to make money. We, on the other hand, are in a great position where we can sell ink for a lot less because we don't have to worry about making up the same costs.
LD Products' Origin Story
Aaron Leon's path of entrepreneurship didn't begin solely from a desire to make money, but also stemmed from an inner resolve to be successful at whatever he did. At the age of 6, he began his first business endeavor by selling Snoopy snow cones in his apartment complex on hot summer days. Later, at 14, he sold trading cards that he would buy from local card conventions. Before he'd graduated from high school, he had learned the sheer fun, excitement and challenge that goes into building a profitable business built on price-value and customer satisfaction.
Fast forward six years. Before transferring to the University of Southern California, Leon took an introduction to business class that reminded him of his days as a young entrepreneur and rekindled his love for business management. Shortly after transferring to USC as a business major, he was walking through the halls of his student housing complex and noticed a flyer posted to the communal billboard advertising aftermarket ink.
"It was a secure building, so I knew it had to have been posted by someone who lived there," Leon said. "I found it odd someone was advertising a website on an actual bulletin board."
Leon tracked down the poster and discovered he was working as an affiliate for an early e-commerce retailer. However, he had an archaic web site that was littered with tacky clip art and, worse yet, no online marketing strategy.
"I was blown away that anyone was giving him their credit card number," Leon said.
Leon proposed a partnership and suggested that what the affiliate needed was online advertising and traffic – not flyers. He taught himself web marketing and html coding and got his friend's site listed on search engines. Eventually, he broke off from his partner and became an affiliate himself. Soon, vendors started contacting him personally and he realized that, with hard work, he could become a supplier himself.
He began buying inventory and storing it in his bedroom at his parents' house. He quickly outgrew the space and moved his operations to his friend, Patrick Devane's, bedroom instead, which was within walking distance of the post office. Leon paid Devane $2 for every order he packed and shipped – about eight orders a day. By August 1999, Leon had acquired his own affiliates, and business had increased to 40 to 50 orders per day; they began driving to the post office, and Devane's mom, seeing their success, began charging them rent. Leon determined he would hold off on renting office space until he reached the 100-order-per-day mark.
The financial and personal risks of starting a business at the age of 21 while attending a university cannot be understated. There was no guarantee of success, and the struggle of dividing time between school and the company was always present. Additionally, he was starting a company whose products were foreign to many people. Most consumers had never heard of remanufactured or compatible cartridges, but Leon knew that printer manufacturer's mode of making money presented an opportunity for outside competition.
Initially, Leon's main challenge was to successfully broadcast the economic and environmental benefits that third-party cartridges offer. The aftermarket ink and toner industry was unknown to most home-printer users in 1999, and those who did know about the industry were skeptical of the products. The apprehension on the part of consumers was mostly based on claims made by printer manufacturers that the use of third-party cartridges will damage the printer. Leon had to battle the negative connotations revolving around third-party cartridges and is partly responsible for the public's change in opinion about the legitimacy of the industry. Read More
Working in the aftermarket ink and toner industry, where competition is stiff, Leon was faced with challenges requiring unique solutions. He has had to contend with the relentless pursuit of printer manufacturers attempting to shut down aftermarket companies through various means, be it micro-chip encryptions to prevent printers from recognizing third-party cartridges, highly patented ink formulations and flooding the market with new SKUs every year so aftermarket vendors would have difficulty keeping up and competing.
Knowing the high demand for printer consumables, as well as the fact that printer manufacturers were offering their products at a price that did not match the materials and labor required to create a plastic shell containing some ink or toner, a particular and potentially profitable niche was realized. Printer manufacturers thrive off of the razor and blade business model – that is, selling consumables at a high price because customers are dependent on those consumables to use a product. Also, printer manufacturers look to cover the cost of their printers by charging more for ink and toner. By presenting the public with an alternative to highly expensive print cartridges that benefited them not only financially but also appealed to those wishing to reduce their carbon footprint, he slowly began to create a healthy customer base.
Leon graduated from USC in May 2000, and he began renting his first office – 600 square feet –in October. The years following included several firsts for the company: its first forklift, its first order management system, the creation of additional affiliate websites, a foray into importing and the acquisition of several competitors.
In 2006, the company moved to its current home of Long Beach, California.
"Every time we've moved, we've gone, 'Wow! How are we going to fill this?'" Leon said. "Originally, we said we'll have made it if we hit 500 orders a day. Now we do that in an hour or two."
In 2008, LD Products acquired their largest competitor, almost doubling overnight.
"For eight years, we wanted to beat them," Leon said. "Then we owned them."
Leon's focus has always been customer service. His brief but powerfully effective advice to customer service reps is simply to treat the customer as if they were his mother – an approach adopted from high school days working at a grocery store.
"I saw the man who worked in produce tossing a bunch of apples that looked fine to me," he said. "I asked him why he was getting rid of them all, and he said he got rid of any apple he would not give his mom. That stuck with me."
From day one, Leon's always maintained that customers should be treated with patience, respect and dignity. He knew that not everyone was tech-savvy, not everyone would know about the differences between a compatible and remanufactured cartridge, or even know how to correctly pronounce colors such as "cyan and magenta."
"Not just as customers, but as people, they deserve to be treated with compassion and patience," Leon said.
Leon also recognized a cultural shift toward environmental awareness. By providing customers with remanufactured products, he wasn't just offering a cost-effective solution to name-brand cartridges, but an environmentally conscious one was well. The use of remanufactured cartridges prevent millions of print cartridges from ending up in landfills each year, where they can take up to 1,000 years to decompose. It is also more environmentally friendly than recycling, which requires many more resources. By seeking high-quality, remanufactured cartridges, he wasn't just giving the customer the opportunity to save money, but to help save a little bit of the environment as well.
Unlike the remanufactured cartridges of the 1990s, Leon made sure that his were placed in presentable packaging and that the environmental benefits were understood by the customer. He also invested heavily in 2012 into a new Platinum LEED-certified building, which indicates that a building meets the highest eco-friendly and energy-saving standards possible.
"We had a 25,000-square-foot building with 85 employees, 32 parking spots and four bathrooms," Leon said. "We were moving pallets into the parking lot during the day so people had room to work and then moving them back inside at night. It was time to move again."
Leon's new 110,000-square-foot building became the first Platinum LEED-certified building in the New Construction/Commercial category in the United States under the U.S. Green Building Council's stricter 2009 guidelines.
"It's our health," he said. "The employee environment is a big part of the LEED certification. Since we spend so much time at the office, I want it to be clean and nice for our employees."
By the end of 2012, everyone had moved in. Having spent much of his time over the previous two years working on the new building, Leon refocused his efforts once again on growing LD Products.
"We acted as though the building had burned down and we had to rebuild," he said, adding that he knew their existing systems weren't scalable. "You can put yourself out of business if you grow too fast and can't scale. We analyzed everything we were doing to see how it could be improved."
And improve he did – adding everything from a sophisticated enterprise resource planning system, to a 3-D cubing software that selects appropriately sized boxes for every package, to an A-frame automated dispensing system that can process up to 1,600 orders/hour, a pick-to-light system, hundreds of yards of automated conveyor and more. The changes have allowed the company to process 12,000 orders in an eight-hour day with 30 percent fewer people at an accuracy rate of 99.98 percent.
"We spent the first decade figuring everything out as we went along," said Leon, who has seen the industry grow from a few dozen ink and toner SKUs to more than 10,000. "You wouldn't think someone was hand-processing orders 10 years ago."
In 2014, Leon added office supplies to his company's product line. Always striving to make things as simple for the customer as possible, the addition of office supplies offer customers (many of whom are small- or mid-sized businesses) the opportunity to purchase all of their office needs from one convenient website.
To add further benefit to his customers, Leon in April 2015 opened a second fulfillment center in Pennsylvania to provide his East Coast customers with the same one- and two-day shipping his West Coast customers enjoyed. The addition has allowed LD to get its products to 80 percent of the United States within two business days – 40 percent overnight.
"Waiting four to five days for office supplies is ridiculous nowadays," Leon said. He plans to open a third fulfillment center within the next year.
Leon has always made an effort to give back to those in need and raise funds for important causes. Just a few examples of company-wide philanthropic campaigns he initiated include an annual company-wide Thanksgiving food drive, sponsoring less-fortunate families in the City of Long Beach and supporting breast cancer awareness by including the company in Revlon's yearly "Breast Cancer Walk for a Cure."
An exciting and collaborative work environment is critical to LD's success. Leon implemented an internal communications tool in 2012 to help the company communicate more effectively as well as get to know one another better on a personal level. This has proved to be an effective method of creating a working environment where people actually talk to one another.
It is also not out of the ordinary for Leon to buy his entire staff lunch, spend thousands on prizes raffled during the company Christmas party, and engage without discrimination those who work under him – from the call center employee who has been there for one week to the director of marketing – he strives to make everyone feel welcomed, at ease and motivated to do their very best.
LD Products' Environmentally Friendly Approach
An office supply company that specializes in ink and toner, LD Products is an environmentally conscious company. Its Long Beach, California-based corporate headquarters/fulfillment center was the first Platinum LEED-certified building in the New Construction/Commercial category in the United States under the U.S. Green Building Council's stricter 2009 guidelines.
As such, the company's Long Beach location uses reclaimed water for all irrigation and toilets (winning LD a water efficiency award from the U.S. Green Building Council); a sophisticated 3-D Cubing software program determines the most efficient packaging for every shipment; all boxes are made from recycled materials; motion sensors control and adjust fulfillment center lighting as needed; the air is filtered, with full exchange every hour; conveyor belts have sensors that turn on and off only when necessary; and more. The 110,000-square-foot building is so efficient that, despite an increase in on-site employees and computer servers, the building uses 66 percent less energy per square foot than their previous location.
The company helps to keep oil, plastics and waste out of landfills by remanufacturing them for re-use. LD's website offers a business portal that allows customers to see how green they've been with their office supply shopping.
LD Products employs 172 people in Long Beach, California a diverse array of positions, from customer service representatives, to fulfillment workers, to software engineers. For these employees, LD Products provides a number of company perks:
Environmentally friendly atmosphere
Clean, regularly circulated air, including in the fulfillmnt center
On-site gym and group training sesssions
Table tennis tables, foosball tournaments
Bright, natural lighting
Expansive break room with full kitchen
A "no jerks" rule ("Life is too short to dislike your co-workers," Leon says.)
Company bikes for group outings or to grab lunch down the road
An on-site shower for those who want to bike to work
Regular company-hosted outside get-togethers
Charging stations for electric vehicles
LD Products can usually be found in the midst of supporting an organization. Some of the fundraising initiatives the company and its employees have supported or participated in in recent memory include:
Walk for breast cancer
Season of Giving for the needy (fundraising by way of paying $3 a day to wear pajamas to work, poker tournaments, pancake breakfasts, etc.)
Collecting shoes for the homeless
Serving to benefit Long Beach Rescue Mission
Government Contracts Awarded
National Purchasing Partners, Government Division:
National Purchasing Partners, Government Division.
BuyBoard:
The BuyBoard National Purchasing Cooperative is a national online purchasing cooperative formed between the National School Boards Association and several state school boards associations to streamline the buying process for schools, municipalities and other public entities.
The Interlocal Purchasing System:
The Interlocal Purchasing System (TIPS/TAPS) is sponsored by the Region VIII Education Service Center (ESC8) located at 4845 U.S. Highway 271 North, Pittsburg, Texas (Camp County) and is governed by the Region 8 ESC board of directors. The Interlocal Purchasing System is available for use by all public and private schools, colleges, universities, cities, countries and other government entities.
GSA Schedule 75 Contract:
The GSA Schedule 75 Contract, Office Products and Supplies, provides federal agencies with the products and services they require to function efficiently. From paper clips to shredders, restroom products to imprinting services, this schedule is an online supply store for federal consumers.
The California Multiple Award Schedules (CMAS):
The California Multiple Award Schedules offers a wide variety of commodities, non-IT services and information technology products and services at prices that have been assessed to be fair, reasonable and competitive. The use of this contract is available to state and local government agencies.
The Texas Mutiple Award Schedule Program (TXMAS):
The Texas Multiple Award Schedule Program aadapts existing competitively awarded government contacts to the procurement needs of the State of Texas. Unlike some other purchasing methods, purchases made form TXMAS contracts do not require delegated authority from the CPA to make purchases over $25,000 for commodities and $100,000 for services.
National Minority Supplier Development Council, Inc.
LDProducts.com is a Southern California Minority Owned Business. The company is certified by the Southern California Minority Business Development Council, the largest nonprofit minority business advocacy organization in the region. SCMBDC is one of 37 regional councils in the National Minority Supplier Development Council network.
Better Business Bureau A-plus rating.
LDProducts.com has an A-plus rating from the Better Business Bureau, as the company has a track record of delivering results in accordance with the BBB's high standards of trust and customer satisfaction.
A "Google Trusted Store."
Customers can shop with confidence on LDProducts.com, as the company has earned the "Google Trusted Store" badge. You can expect reliable shipping, great customer service and free purchase protection from LD Products.
Headquarters - West Coast Fulfillment Center, Retail Store, Office Space
3700 Cover St, Long Beach, CA 90808
East Coast Fulfillment Center
Mountville, Pennsylvania
The April 2015 opening of this facility has allowed LD to get its products to 80 percent of the United States within two business days – 40 percent overnight. "Waiting four to five days for office supplies is ridiculous nowadays," Leon says.


Anda Telecom RS232 to E1 interface converter supports the conversion between E1 interface which accord with the G.703 standard and RS232 interface, it can receive synchronous data of 2.048Mbps from E1 network, and transmit the data to ROUTER or other devices. The mode of interface is DCE, and it can be connected with DTE or DCE devices.
Convert RS232 interface to E1 interface.
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Anda Telecom E1 to V.35 interface converter supports the conversion between E1 interface which accord with the G.703 standard and V.35 interface. It can receive synchronous data of 2.048Mbps from E1 network, and transmit the data to ROUTER.
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The Austin A40 & A50 Cambridges were introduced in September 1954 as a replacement to the A40 Somerset.
The Cambridge was the first mid-range Austin to go chassieless.
The Westminster looks the same as the Cambridge, only the doors were interchangable.
The A90 Six was announced as a last minute replacement for the A70 Hereford.
During a visit to the Longbridge factory by the Duke Of Edinburgh. The Duke said to Sir Leonard Lord 'Sir Leonard, I think you ought to have another look at things because I'm not sure they're up to foreign competition.
The Austin 105 Six (BS5) was a sportier version of the A90 with twin SU carburettors and a new gallery type mainfold.
The ½ ton van is based on the camebridge body styling and replaced the earlier A40 somerset style.
At the 1956 motorshow, BMC announced the A95 and A105 which were not new models but facelifted A90 & A105.
In 1957 Sir Leonard Lord the chairman of BMC had an A105 specifically trimmed by Vanden Plas for personal use. He was so pleased with the result that in 1958 he ordered for 500 cars to have the same treatment.
Similar to the new A95 and A105 the A55 Cambridge was not a new model but an updated version of the A50 Cambridge.
This was followed by the Austin A55 MK11 in January 1959.
The new 6-cylinder cars of BMC launched in 1959 followed the farina styling of the 4-cylinder models but without such prominent rear fins.
The Wolseley 6/99 was exactly the same car as the A99 Westminster except that the interior was more up-market with walnut veneers and the front end had the Wolseley grille with illuminated Wolseley badge and front fog lamps and different bonnet.
The new 4-cylinder farina range now sported the 1622cc engine first designed in Australia as well the longer wheelbase which increased by 1.1inches.
The front and rear track was increased and anti-roll bars added.
As with its 4-cylinder cousins the 6-cylinder farina range had a facelift in October 1961.
The A99 now became the A110 Westminster, Wolseley 6/110 and the Vanden Plas Princess 3 Litre MK II.
It was felt by BMC management that a more prestigious car was needed to compete with the Jaguar MK X and Rover P5 3 Litre.


text:
from bson.objectid import ObjectId
from flask import request
from flask_babel import gettext
from flask_login import current_user
from apps.app import mdbs
from apps.modules.post.process.post_statistical import post_pv
from apps.modules.post.process.post_process import get_posts_pr, get_post_pr
from apps.core.utils.get_config import get_config
from apps.utils.format.obj_format import json_to_pyseq, str_to_num

def get_post(post_id=None):

    if not post_id:
        post_id = request.argget.all('post_id')

    sid = request.cookies["session"]
    post_pv.apply_async(
        kwargs={
            "post_id": post_id,
            "sid": sid
        }
    )
    data = get_post_pr(post_id=post_id)
    return data

def get_posts(page=None):
    if not page:
        page = str_to_num(request.argget.all('page', 1))
    pre = str_to_num(request.argget.all('pre', get_config("post", "NUM_PAGE")))
    sort = json_to_pyseq(request.argget.all('sort'))
    status = request.argget.all('status', 'is_issued')
    matching_rec = request.argget.all('matching_rec')
    time_range = int(request.argget.all('time_range', 0))
    keyword = request.argget.all('keyword', '').strip()
    fields = json_to_pyseq(request.argget.all('fields'))
    unwanted_fields = json_to_pyseq(request.argget.all('unwanted_fields'))
    user_id = request.argget.all('user_id')
    category_id = request.argget.all('category_id')
    tag = request.argget.all('tag')

    # 不能同时使用fields 和 unwanted_fields
    temp_field = {}
    if fields:
        for f in fields:
            temp_field[f] = 1
    elif unwanted_fields:
        for f in unwanted_fields:
            temp_field[f] = 0

    other_filter = {}
    if user_id:
        # 获取指定用户的post
        other_filter["user_id"] = user_id

    # 如果category_id为None, 则获取全部分类文章
    if category_id:

        try:
            ObjectId(category_id)
            # 指定分类
            other_filter["category"] = category_id
        except BaseException:
            # 默认文集
            other_filter["category"] = None

    if tag:
        other_filter["tags"] = tag
    data = get_posts_pr(
        page=page,
        field=temp_field,
        pre=pre,
        sort=sort,
        status=status,
        time_range=time_range,
        matching_rec=matching_rec,
        keyword=keyword,
        other_filter=other_filter)
    return data

def post_like():

    tid = request.argget.all('id')
    like = mdbs["user"].db.user_like.find_one(
        {"user_id": current_user.str_id, "type": "post"})
    if not like:
        user_like = {
            "values": [],
            "type": "post",
            "user_id": current_user.str_id
        }
        mdbs["user"].db.user_like.insert_one(user_like)
        r1 = mdbs["user"].db.user_like.update_one(
            {"user_id": current_user.str_id, "type": "post"}, {"$addToSet": {"values": tid}})
        r2 = mdbs["web"].db.post.update_one({"_id": ObjectId(tid)}, {
                                        "$inc": {"like": 1}, "$addToSet": {"like_user_id": current_user.str_id}})

    else:
        if tid in like["values"]:
            like["values"].remove(tid)
            r2 = mdbs["web"].db.post.update_one({"_id": ObjectId(tid)}, {
                                            "$inc": {"like": -1}, "$pull": {"like_user_id": current_user.str_id}})
        else:
            like["values"].append(tid)
            r2 = mdbs["web"].db.post.update_one({"_id": ObjectId(tid)}, {
                                            "$inc": {"like": 1}, "$addToSet": {"like_user_id": current_user.str_id}})
        r1 = mdbs["user"].db.user_like.update_one({"user_id": current_user.str_id, "type": "post"},
                                              {"$set": {"values": like["values"]}})

    if r1.modified_count and r2.modified_count:
        data = {"msg": gettext("Success"), "msg_type": "s", "custom_status": 201}
    else:
        data = {"msg": gettext("Failed"), "msg_type": "w", "custom_status": 400}
    return data


Last year various individuals within the United States Secret Service improperly accessed and distributed information contained within Secret Service personnel records about a job application made years ago by an individual who is now a Member of Congress. The same information was also wrongfully leaked to the press.
At the time, both Director Clancy and I personally apologized to the Member of Congress, and I asked the DHS Inspector General to investigate the matter further. The matter was also referred to the Department of Justice for potential criminal investigation and prosecution, and the Department of Justice declined to take action.
The Inspector General issued his report on the matter in September 2015. As reflected in the IG's report, a Secret Service database containing sensitive personally identifiable information about a Member of Congress was accessed on approximately 60 occasions by Secret Service personnel. The IG concluded that the majority of these instances were in violation of the Privacy Act, Secret Service policy, and DHS policy.
Following the issuance of this report, we took up the matter of accountability.
Given the nature and scope of the IG's investigation and findings, Director Clancy and I determined that he would be recused from determining accountability, and that these matters would be decided by me. Because of the number of employees involved, I delegated to the DHS Deputy Under Secretary for Management accountability decisions for all General Schedule employees of the Secret Service, and I decided accountability with respect to members of the Senior Executive Service ("SES") within the Secret Service.
We have now determined the matter of accountability.
In all, the conduct of 57 Secret Service personnel was reviewed, including 11 at the SES level. Of those, 41 are receiving some level of discipline. This discipline includes a letter of reprimand to one individual, suspended discipline contingent on no further misconduct for a period of five years, and suspensions from duty without pay for periods of up to 45 days. The one individual found by the Inspector General to have disclosed the private information to an outside source, the Washington Post, has resigned from the Secret Service. I found no basis to take any action with respect to the Director or Deputy Director.
The Privacy Act limits public disclosure of further details regarding these actions. Also, the process for the discipline of civil service personnel is governed by a series of laws, regulations and policies for the protection of our employees. Each employee disciplined has the right, in one form or another, to challenge the actions taken.
The Secret Service is the finest protection agency in the world. It is for this reason that we must demand of its men and women the finest standards for professionalism and integrity. Under the leadership of Director Clancy, I hope and expect the Secret Service has put sad episodes like this behind it.


text:
Home » Our Doctors » George A. Fournier MD
George A. Fournier MD
The founder of Ft. Lauderdale Eye Associates, Harvard and John Hopkins trained.
As the Founder of Ft. Lauderdale Eye Associates, Dr. Fournier's vision has been to create a place of excellence, where the patient's interests are always foremost and compassion for each of his patients is never lost. After 20 years in private practice he has been able to attract like minded people to help maintain these goals.
His passion for world travel, scuba diving and cycling, gives Dr. Fournier a well rounded and honest perspective on life. A father of three children in college, an avid movie goer and a student himself of foreign languages, including French and Russian, he is up to date and able to communicate with patients of all ages and interests.
He understands the importance of educating his patients about all available options and with that knowledge encourages his patients to take an active role in any decisions about their health.
There are few doctors who have the credentials of Dr. George Fournier, but even fewer who have the compassion, the commitment and ability to care for his patients the way Dr. Fournier does.
Board Certified Ophthalmologist
Medical Degree, John Hopkins University School of Medicine, 1981
Internal Medicine Internship: University of Hawaii
Residency in Ophthalmology: Massachusetts Eye & Ear Infirmary, Harvard Medical School
Fellowship training in Eye Pathology: Howe Laboratory, Harvard Medical School
Numerous scientific publications in prestigious medical journals including Science Magazine and the New England Journal of Medicine
Active Member of the American Academy of Ophthalmology and a fellow of the American College of Surgeons
Selected to conduct numerous FDA clinical studies in our office to evaluate new medications and procedures
Charity work in the West Indies to care for glaucoma and cataract patients, who would otherwise not receive any treatments for these conditions
Comprehensive Ophthalmology
Fort Lauderdale Eye Associates
2466 E Commercial Blvd
Appointments can be scheduled on Monday, Wednesday, and Friday as early as 8:30 am upon request.
For emergencies, call 911 or our main number for the answering service to reach the doctor on call.


text:
Sunil Jaiswal
Genesis Property Mastermind
Systematic Property Masterclass
About Sunil
"His advice and his experience really helped me a lot."
Hi guys, my name is Denis and I want to share with you my experience of having Sunil as a mentor.
Actually, I know Sunil for quite a lot of time and it wasn't really a difficult decision for me to ask him to mentor me.
Actually, it was a great experience to work with him, It was a very productive time that we spent together and his advice and his experience really helped me a lot.
I actually felt how important it is to have somebody who takes a look at your situation, on your problem from the side.
Not just a regular person, not just your friend or your colleague who can take a look on your problem for the side but a person with a such of good experience as Sunil is really very valuable so I can definitely recommend you to take mentoring sessions with Sunil and I´m sure that will help you a lot.
Denis Scvortov
Systematic Property Ltd. 483 Greens Lane, London, N13 4BS.
Tel: +44 203 097 1772 © Copyright © 2020 All rights reserved.
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This intense six-week program immerses students from across the country in life at MIT. Students take academically rigorous math, science & humanities courses. Outside of the classroom, they participate in admissions counseling sessions, lab tours & social events.
In this intensive, one-week program, students from across the country were invited to MIT. They took one project-based engineering course, participated in admissions counseling sessions & additional college information sessions, & engaged in various social events.
This online program lasts six months and includes a five-day conference at MIT. From June to January, students from across the country discuss research, receive admissions advice, attend webinars, and complete projects that they present at MIT in August.
On Saturdays during the academic year, public school students from Boston, Cambridge and Lawrence take hands-on courses that expose them to new areas of science and engineering. Students also attend seminars from college admissions and industry professionals.
Our webinars aim to guide families as they help their students navigate through school and into STEM careers.