Customized and client-specific, these transactions also meant something else: fat spreads. By the time the 1990s rolled around, spreads on vanilla derivative transactions collapsed rapidly and new entrants moved in and competition increased. Doing a vanilla fixed-to-floating swap off the back of a bond issuance or floating-to-fixed swap to lock-in the rate on a bank financing simply wasn't interesting – from a compensation perspective. Knock-ins, knock-outs, up-and-outs, down-and-ins, embedded bermuda swaptions, momentum caps, etc. all helped to differentiate solutions from competitors and preserve proprietary profits in trades. Volumes off the corporate desk simply weren't great enough to make a business solely on vanilla trades, and smart and creative derivative originators, structures and traders found ways to "add value" through complexity.


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Zygocanna pleuronota är en nässeldjursart som först beskrevs av Péron och Charles Alexandre Lesueur 1810.  Zygocanna pleuronota ingår i släktet Zygocanna och familjen Aequoreidae. Inga underarter finns listade i Catalogue of Life.

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http://www.newswire.ca/news-releases/115-new-jobs-created-in-greater-montreals-fintech-industry---iocs-opens-its-first-north-american-software-development-centre-in-montreal-577237671.html MONTRÉAL and LONDON, United Kingdom, April 27, 2016 /CNW Telbec/ - IOCS - the world´s first developer of multi-tenant, end-to-end e-commerce platform for the processing of complex agreements - has chosen Montréal to establish its first software development centre in North America. With the support of Montréal International, IOCS, which is growing at an annual rate of 100%, will pursue its ambitious expansion strategy using Québec's metropolis as a springboard. The company plans to create a team of over 115 highly skilled employees in Montréal within the next three years.
Pourquoi je mets cette nouvelles sur le site, Six Flags est le propriétaire de La Ronde. Source: CNN.com In an effort to shed $1.8 billion in debt, popular theme-park chain Six Flags announced Saturday that it was filing for Chapter 11 bankruptcy. The filing will not affect the operation of the company's 20 parks in the United States, Mexico and Canada, said spokeswoman Sandra Daniels. "This restructuring will have no impact on families who come out to our parks. They will not see an inch of difference," Daniels said. In an online letter to employees, President and CEO Mark Shapiro said Six Flags inherited a $2.4 billion debt load that "cannot be refinanced in these financial markets." "This process is strictly a financial restructuring of our debt and that's how you should view it and speak about it," Shapiro said in the message posted on the Six Flags Web site. He said Six Flags was seeking expedited approval from the for the District of Delaware of a pre-negotiated plan of reorganization under Chapter 11 of the United States Bankruptcy Code. He said the company actually performed well in 2008, attracting 25 million visitors and making $275 million. But it could not keep up with its debt obligations. That's a balancing act you just can't risk year in and year out," he said. "Today, we are moving to rectify our balance sheet once and for all. Believe me when I say we will emerge from this process stronger and more competitive than ever." The restructuring would reduce the company's debt to $600 million. Shapiro told employees that the company was on "solid ground" and the bankruptcy decision was "difficult." He assured them their paychecks and jobs were safe.
Reclusive billionaire Robert Miller built a business empire far from the public eye. Now, a bitter divorce has thrown his legacy into question. By Joe Castaldo From Canadian Business magazine, September 27, 2010 http://www.canadianbusiness.com/managing/strategy/article.jsp?content=20100927_10022_10022&page=1 To say Robert Miller is a reluctant interview is a grand understatement. He has avoided attention his entire career, and there are no doubt countless activities he would much rather be doing right now than standing in his opulent office with a reporter. He has previously given a single media interview since co-founding Future Electronics Inc., a multinational distributor of electronic components based in Pointe-Claire, Que., that generates nearly $4 billion in revenue each year. Miller is the sole owner. He has never authorized a picture of himself to be published, and his name is rarely, if ever, attached to his extensive charity work. Miller does not do public appearances. He will never be seen at a ribbon-cutting ceremony or posing with an oversized novelty cheque. His desire for privacy has been his most identifiable trait — aside from his wealth. This magazine estimated his net worth last year at $1.19 billion. Forbes magazine valued him at US$2.5 billion. In the absence of any visible public image, the one surrounding Miller is that of an eccentric billionaire recluse. But now he has welcomed a reporter into his office, extending a large hand and wearing a warm smile. He is a tall, lanky man with a slightly stooped posture, sporting a pair of chunky black orthopedic shoes and rimless glasses. At 65, his hair is tinged with grey. He says he would like to write a book about Future Electronics some day. "It's an amazing story," he says in a gravelly baritone. "It could fill 600, 700 pages." The meeting comes at a time when the comfortable, profitable obscurity in which both Miller and his company have operated is threatened. He is in the midst of a long-running and acrimonious divorce proceeding with his ex-wife, Margaret Antonier, which has thrown this most private of men and his business empire into an unflattering spotlight. The pair was married for nearly 38 years before Miller filed for divorce in 2005. Assets likely totalling hundreds of millions of dollars, if not billions, are at stake, but the exact details of the proceedings are sealed in a Montreal court. The legal battles do not end there. In June, Miller filed lawsuits in Florida and Montreal against Antonier and the real estate development company they co-own, Miromar Development Inc. He is alleging Antonier and another executive are shutting him out of the company, and have even siphoned money from the firm. Antonier's lawyers, meanwhile, have accused Miller of "horrendous personal behaviour," the specifics of which are outlined in a filing Miller's lawyers have requested the court keep sealed. A Florida newspaper picked up on the case, followed by the Journal de Montreal, which splashed a picture of Miller across its front page, the first photo of him ever published. What it all means for the business empire he built remains to be seen. For Miller himself, it means reluctantly inching from the shadows to take hold of his public image. But that image is anything but simple. Current and former employees — even competitors — describe him as a genius and a visionary. Everything about him, from the way that he operates his company and interacts with employees to the many varied causes he supports (cryogenics research, for one) contribute to the image of a tycoon unlike any other. The more he reveals, the question "Who is Robert Miller?" becomes all the more difficult to answer. The basic biographic details are simple enough: Miller was born in 1945 and raised in Montreal, and later studied at what was then called the Rider Business College in New Jersey. He worked as a radio disc jockey in New Jersey in the 1960s, where his music program, The Bob Miller Show, aired three hours a day during the week and six hours on Sundays. He moved back to Montreal and joined a small wholesaler called Specialty Electronics. Owner Ben Manis, an acquaintance, hired him. Miller threw himself into the job and became close with Manis's son, Eli, who also worked at Specialty. But the younger Manis eventually had a disagreement with his father and left the company. Miller suggested he and Eli go into business for themselves. In 1968, they started Future Electronics out of a small rented office in Montreal. They essentially acted as middlemen, buying obscure electronic parts from component manufacturers and selling them to makers of finished products, ranging from consumer goods to industrial equipment. Manis says he came up with the name. "I just sort of said, let's forget the past. Look to the future," he says. The company grew steadily, and Miller proved to be a workaholic. To Manis, who didn't share his partner's devotion, it wasn't evident Miller had any outside interests. "Something came into his head, and he said, 'What do I need him for?'" Manis recalls. In 1976, Miller bought his partner's half of the company for $500,000. Future operated differently nearly from the start. Distributors in this industry are essentially stores for electronic components, but typically try to limit their inventory, reducing costs and risks. Component prices are volatile, and no one wants to sell product at a loss. Instead, Miller bought large quantities of components when they were cheap. He then charged a significant markup selling to equipment manufacturers when demand hit. Put crudely, Miller made his name as a speculator in electronic parts, and he's an exceptionally gifted one. One former vice-president who asked to remain anonymous recalls only one slip-up in his 15 years at the company, and there were consequences. "Some people were demoted," he says. Miller is often credited with having an intuitive sense of the market, but his moves are based on excellent intelligence. He got to know many of the executives at component makers in part to find out where manufacturing would be constrained. "Just through networking, he got a feel for what commodities would be hot," says the former VP. Holding inventory has another major advantage. "We became known for being the one place you could go to and always find product," says Gregg Smith, another former vice-president, adding that was how Future won new customers. The model works because Future is privately held. Building out the infrastructure to hold loads of inventory is expensive and tough to justify to shareholders. So too are speculative bets. But as the sole proprietor, Miller is accountable only to himself. Today, the product marketing department, mostly housed at headquarters, is the heart of the company. The department buys from suppliers and sets resale prices for Future branches across the world. Competitors assign product marketers to work with specific suppliers, but Miller turns the model on its head. His employees focus exclusively on a component group, becoming experts able to see trends in the market for specific parts. The job is demanding. "The phone is ringing non-stop," recalls a former employee. "It would be usual to have three or four lines on hold while taking another call and trying to close a deal." The pace takes its toll on some. One former employee recalls developing migraines, another, stomach pains. (Future has a medical clinic on-site). Lindsay Blackett worked at Future for six years in sales and marketing, and is now Alberta's culture minister. "Politics, people think it's hardball. But it's nothing compared to Future," he says. In the 1990s, when Blackett worked at Future, Miller would call up individual workers on the floor to inquire about particular deals. "That could be very intimidating, or very rewarding," he says. "He knew what everyone was doing in that building." Competition thrives at Future, which not everyone can handle. "Robert Miller sat on a cloud like Zeus and said, 'Go at it, boys,'" recalls the former VP. "He saw that through confrontation, people would excel." Those who do perform rise quickly through the ranks, and salespeople can make hefty commissions. More than 10 years ago, Future bought massive amounts of tantalum capacitors, used in mobile devices, before the wireless boom hit. When it did, supply was scarce — except at Future. The company sold millions of them a month with a markup as high as 2,000%. Gross profits were so large that for a couple of years, Miller held monthly meetings with sales staff in the auditorium. He handed out their commission cheques individually, from smallest to biggest, announcing the sum for all to hear. The largest topped six figures. Those at the bottom were driven, not only by the desire for bigger commissions but out of embarrassment, to make more and bigger sales. Employees who have little interaction with Miller tend to regard him with a mixture of apprehension and awe. Spotting their boss loping through the hallways is akin to a celebrity sighting. Usually the only opportunities for many to lay eyes on their leader are the addresses he gives roughly once a quarter. He'll often speak for well over an hour, sometimes two. "I always say the intellectual property for Future Electronics is Robert's brain," says Lindsley Ruth, a corporate vice-president. Even employees many years removed from the company still respectfully refer to him as Mr. Miller. Those who work more closely with Miller say he offers plenty of encouragement and room to be entrepreneurial. A few years ago, Jamie Singerman, currently a corporate vice-president at the company, was rolling out a new division called Future Lighting Solutions, which is focused on the LED market. Future didn't have expertise in that area, and building it up required lots of investment. "I went in with a presentation," Singerman recalls. Miller didn't look at it and instead asked if it was the right thing to do. "I said yes, and he said, 'Done.'" Miller is sometimes unpredictable, however. A few years ago, some of the product specialists in Montreal were told not to come in for a month to allow their managers to fill in and become more knowledgeable about the parts the company was dealing with. A former product specialist says many of his colleagues felt they would no longer be needed, and started looking for other jobs. The managers, meanwhile, were overworked and started polishing up their resumés, too. "If the exercise was a natural culling exercise," says the former employee, "it worked." The first time people outside the industry heard of Future Electronics or Robert Miller came on May 7, 1999, when some 30 RCMP officers, in the presence of an FBI agent, raided corporate headquarters. They toted away dozens of boxes of material for reasons officials would not disclose. The company's lawyers successfully fought in court to keep investigators from looking at the seized material, arguing the search was unjust. After six months of media lawyers wrangling in court, the search warrant detailing the reason for the raid was unsealed by the Supreme Court of Canada. The U.S. Department of Justice alleged Future was defrauding a handful of U.S.-based suppliers out of approximately US$100 million a year. The company was accused of maintaining two sets of accounting records — one real, one false — and only Miller and select executives, dubbed the A-Team, had access. The false records were allegedly used to take advantage of debits and rebate programs from suppliers so that Future could pad its margins. Miller never spoke to the press, but Future issued statements denying any wrongdoing and calling the allegations "absurd." There were also whispers the whole investigation was sparked by disgruntled ex-employees, and based on a misunderstanding of how the distribution business worked. More than a year later, Future's lawyers succeeded in quashing the search warrant that justified the raid, and the seized material was returned without having been examined. Nearly three years after the initial search, the U.S. Department of Justice dropped its investigation entirely. Neither that investigation nor anything else has kept Miller from expanding his company to become the fourth-largest electronics distributor in the world. Future Lighting Solutions is booming, scaling up from virtually nothing in 2004 to nearly $350 million in revenue today. The division, which doesn't simply distribute parts but works with customers to meet specific lighting needs, could some day rival the size of the components business. The company is also re-launching a division called Future Active Industrial that focuses on the countless smaller customers generally ignored by larger distributors. The beneficiaries of Future's success spill far beyond the company's headquarters. Miller committed years ago to giving away more than half his earnings to charity. Much of it goes to employees and their families. Miller receives many letters from employees seeking help, often for medical issues. Gina Galardo joined Future 17 years ago as an administrative assistant, but over the years, fielding these requests eventually took over her job. Lori-Ann MacDonald was brought on six years ago to assist. In an interview in a Future boardroom, they explain that when a letter comes in, they conduct research to find the best doctors or specialists, book appointments, provide moral support or anything else that needs doing. Miller has a deep interest in medical research with extensive connections in the community, and can usually immediately recommend a doctor or clinic. He has paid for expensive medical procedures for countless employees, and finds time for hospital visits and phone calls. "Should we get the binders?" MacDonald asks. She makes a phone call, and two other assistants enter, each with two five-inch-thick binders in their arms. The binders are brimming with letters and thank-you cards from employees, organized alphabetically by name. Galardo and MacDonald are soon lost recounting the stories on each page. There is even a section on Ben Manis, the man who hired Miller at Specialty Electronics back in 1967. Manis is in his mid-90s today. Miller employed him at Future for a time and set him up with an apartment across from headquarters. He now supports Manis's accommodations in a seniors' residence, and has allotted money for his funeral. The two have lunch plans for Manis's 100th birthday, however. "I think this sums up Mr. Miller," Galardo says, turning the page. The allegations being made in a Florida civil court against Miller by his ex-wife stand in stark contrast to the benevolent man who never says no to a worthy cause. Miller married Margaret Antonier in 1967. They had two sons, and Antonier remained an active businesswoman. She originally worked in radio advertising, and in 1988, Miromar Development Inc. was formed and received financing from Future Electronics. Miller and Antonier each own 50% of the real estate firm, and Antonier serves as chief executive officer. "I have learned the business from the ground up," Antonier wrote in response to e-mailed questions. "I am pretty hard on myself when it comes to succeeding." Miromar built Canada's first outlet mall, in Montreal, and in the mid-1990s, began developing properties in Lee County, Fla., including an 1,800-acre residential resort with a private beach and golf course. Employed at Miromar was Robert Roop, who had worked at Future for 20 years prior. He served as the company's chief financial officer at the time he resigned and moved to Florida to work at Miromar with Antonier. The lawsuit against the firm states Antonier and Roop became "romantically involved," but does not specify when. In 2005, for reasons that remain under seal in a Montreal court, Miller filed for divorce. Antonier's lawyers in Florida say she filed a demand in the divorce proceeding for Miller's stake in Miromar, a company "she created and operated for decades," be transferred to her and that loans owed to Future Electronics by Miromar be forgiven. Miller sought a valuation of Miromar's assets, and in 2008, he filed a lawsuit in Florida to get access to its corporate records that he was allegedly being denied. The case plodded on until February, when Miller voluntarily dismissed it. But in June, Miller filed new lawsuits in Florida and Montreal, including a declaration from Frank Holder, a senior manager at a forensic consulting firm hired to probe Miromar. Holder concluded Antonier and Roop are violating Miller's rights as a shareholder and director in Miromar by excluding him from the company, and refuse to provide full access to corporate documents. He also claims to have discovered Antonier and Roop engaging in "various acts of misconduct, including theft and diversion of corporate funds." Miller is seeking for a receiver to be put in place. Lawyers for Antonier in Florida refute all of the charges and dismiss Holder's account as baseless, arguing criteria for installing a receiver have not been met. They also contend the suit is designed to delay the divorce proceedings, alleging "wrongful acts" on Miller's part and arguing he has a "desperate desire to avoid the consequences of the Canadian divorce proceedings." That case is sealed, and it is unknown what either party is seeking in those proceedings. None of the allegations in the Miromar litigation have been proven in court, and neither side will comment on the cases. But the disputes and the resulting publicity cut very close to the bone for Miller. Not even during the three-year-long ordeal with U.S. authorities did he speak with reporters. But after researching Future Electronics for weeks, this magazine received a call from the company's general counsel with an almost unprecedented invitation: Miller was willing to sit down and talk. Miller is reticent to say too much about himself or the company. He wants to save the best material for the book. But he has agreed to an interview, provided it is not recorded. Similarly, he would not pose for a photograph. He certainly is not afraid of the camera, however. Hanging on the wall opposite his desk are two huge portraits, one of Miller solo in a suit, another of him shaking hands with Quebec Premier Jean Charest. His aversion to published photographs, he explains, stems from his desire for security for himself and his sons. Miller speaks slowly, but has an intense manner. He leans forward when talking, his bushy eyebrows shooting up when he wants to emphasize point, and rarely breaks eye contact. He has a habit of saying whatever pops into his head. While making a point tangentially related to health, he offers that "I have colonoscopies with startling regularity." He also has a knack for numbers. He can remember exactly when Eli Manis phoned him to say he had quit Specialty Electronics: Nov. 20, 1968, at 4:45 p.m. The phone number at Future Electronics' first office? 418-7701. The number of stairs leading up to that office? Thirty-two. He politely deflects most personal questions. He is more comfortable expounding on Future's unique operating model — based on inventory and market research, rather than pipelining product. "It's so basic that it amazes me that our competitors don't recognize the benefit of having inventory," he says. "Inventory drives sales." He attributes much of the company's success to its privately held status. As a sole proprietorship, it can move much more quickly than its competitors. The fact that Miller doesn't have to answer to shareholders or a board of directors also allows Future to offer the longest customer payment terms in the industry, up to 180 days. "Our competitors can't compete with us. They would be clobbered if they did that," he says. The possibility of taking Future public has never seriously crossed his mind. Miller says he had no business mentors. "It all came to me. It's a gift. I just knew what to do," he says. A strange, metaphysical thread runs through some of his other explanations for his success. Take his work ethic. There was a time he worked 765 days in a row, without a day off, and rarely left the office before 11 p.m. He accounts for this drive by telling a story of walking the streets of Montreal once as a teenager and seeing a red Thunderbird convertible. He knew he had to have one some day. "I recall talking to myself. I said, 'Boy, you're really special.' I think that was a real turning point." He pauses. "But I had just been swimming, and I later read swimming releases endorphins. It's a natural high." He reached another turning point in the early-1970s, when his motivation shifted from material wealth to something larger. When one of his acquaintances passed away, Miller was one of only three people to attend his funeral. "I didn't want that to be me," he says. Charity took on a greater importance from that moment. In fact, growing Future's profits in order to have more money to give away is his primary motivation. "I believe you give till it hurts," he says. Talking about specific causes would take hours, he adds, but he does tell a story of a former employee diagnosed with cancer. Miller sent her to a specialist and ultimately paid hundreds of thousands of dollars for her treatment. "Your encouragement ... for treatment gave me the last three years of my life," she wrote to Miller in a letter delivered after her death in 1995. Nearly all of his charity work has been done anonymously. "I'm not seeking attention," he says. The one area to which Miller's name has been attached is cryogenics research. The Alcor Life Extension Foundation in Arizona has even described Future Electronics as its greatest benefactor. "These people are doing so much," he says. "They're pure, pure people." There have long been rumours Miller will have himself cryo-preserved when he dies. "I'll leave it to my sons to decide," he says. He is in good health today, though. In fact, he recommends the line of "life extension" vitamins marketed by the foundation. "They're the finest vitamins known to man," he boasts. "You should take them." After talking for a couple of hours, Miller signals an end to the interview. It's 10:30 p.m., and he's been awake since five in the morning. He walks to the door, again proffering his hand and a smile. There are still many unanswered questions: the backstory to all of the legal proceedings, what he has in store for Future, and whether his new-found openness will last. But he's closed the door. We'll have to wait for the book.
New York évoque la faillite Devoir Le Édition du vendredi 10 avril 2009 Le maire de New York, Michael Bloomberg, a affirmé hier que la Ville allait devoir supprimer de nombreux emplois pour éviter la faillite. Le maire, engagé dans des négociations tendues avec les syndicats d'employés municipaux, a affirmé que 7000 emplois supplémentaires devraient être supprimés, à moins de réduire drastiquement les avantages des salariés. «Nous ne pouvons pas continuer. Le coût des retraites et de la couverture maladie pour nos employés va provoquer la faillite de cette ville», a-t-il déclaré sur la chaîne de télévision NY1. M. Bloomberg doit présenter le budget de la Ville, qui ne peut pas statutairement être déficitaire, d'ici la fin du mois. Les dirigeants des différents services municipaux ont jusqu'à lundi pour proposer des réductions de dépenses. La récession et la crise à Wall Street ont provoqué un trou béant dans les finances de la Ville, qui reposent lourdement sur les taxes imposées aux entreprises financières. _____________________________________________________________________________________ Job cuts needed to stop NY bankruptcy: mayor 22 hours ago NEW YORK (AFP) — Sweeping layoffs of government employees are needed to prevent New York going bankrupt, Mayor Michael Bloomberg said Thursday. Bloomberg, who is in tense negotiations with municipal workers' unions, said an extra 7,000 jobs would have to go unless major reductions are made in employee benefits. "We cannot continue. Our pension costs and health care costs for our employees are going to bankrupt this city," he said in comments broadcast on NY1 television. Bloomberg, running for a third mayoral term at the end of this year, said that proposals from unions so far were "nowhere near what is adequate." The possible job cuts, first announced Wednesday, would be on top of 1,300 already proposed and another 8,000 that could be axed through attrition. Department heads have until Monday to propose cuts and Bloomberg must present the city budget by the end of the month. The city is barred by law from running deficits. The recession and the Wall Street crisis have knocked a huge hole in city finances that traditionally relied heavily on taxes from financial companies. The budget office on Wednesday said that 7,000 extra job cuts would allow the city to cut a further 350 million dollars in expenditure.
Schwartz's sold to Celine Dion's husband?
Je vous conseille de lire l'histoire, très intéressante ! http://www.bloomberg.com/apps/news?pid=20601087&sid=a3uKf5P1lFmg&refer=home Madoff Confessed $50 Billion Fraud Before FBI Arrest (Update1) By David Voreacos and David Glovin Dec. 12 (Bloomberg) -- Bernard Madoff confessed to employees this week that his investment advisory business was "a giant Ponzi scheme" that cost clients $50 billion before two FBI agents showed up yesterday morning at his Manhattan apartment. "We're here to find out if there's an innocent explanation," Agent Theodore Cacioppi told Madoff, who founded Bernard L. Madoff Investment Securities LLC and was the former head of the Securities Industry Association's trading committee. "There is no innocent explanation," Madoff, 70, told the agents, saying he traded and lost money for institutional clients. He said he "paid investors with money that wasn't there" and expected to go to jail. With that, agents arrested Madoff, according to an FBI complaint. The 8:30 a.m. arrest capped the downfall of Madoff and businesses bearing his name that specialized in trading securities, making markets, and advising wealthy clients. Many questions remain unanswered, including whether Madoff's clients actually lost $50 billion. The complaint and a civil lawsuit by regulators describe a man spinning out of control. Madoff appeared in federal court in Manhattan at 6 p.m., wearing a white-striped shirt and dark-colored pants. U.S. Magistrate Judge Douglas Eaton described the securities-fraud charge against him and set a $10 million bond at a hearing where Madoff said nothing. Madoff later posted the bond, secured by his apartment and guaranteed by his wife. Hedge Funds, Banks Madoff's firm had about $17.1 billion in assets under management as of Nov. 17, according to NASD records. At least half of its clients were hedge funds, and others included banks and wealthy individuals, according to the records. The firm was the 23rd-largest market maker on Nasdaq in October, handling an average of about 50 million shares a day, exchange data show. It took orders from online brokers for some of the largest U.S. companies, including General Electric Co. and Citigroup Inc. Prosecutors joined the Securities and Exchange Commission, which filed a civil lawsuit, in scrambling to unravel the collapse of Madoff's Investment Securities business. The broker-dealer and investment adviser was housed in a lipstick-shaped building at 885 Third Ave. A rapid series of events in early December preceded the firm's demise, according to the arrest complaint and SEC lawsuit. In the first week of December, Madoff told a worker identified as Senior Employee No. 2 that clients had requested $7 billion in redemptions, he was struggling to find liquidity, and he thought he could do so, according to the FBI and SEC. 'Under Great Stress' Senior employees "previously understood" that the investment advisory business managed between $8 billion and $15 billion in assets, according to the documents. On Dec. 9, Madoff told a colleague identified as Senior Employee No. 1 that he wanted to pay bonuses in December, or two months earlier than usual. The next day, Madoff got a visit at his offices from the employees. They said he appeared "under great stress" in prior weeks, according to the documents. Madoff told the visitors that "he had recently made profits through business operations, and that now was a good time to distribute it," according to the FBI complaint. When the workers challenged that explanation, Madoff said he "wasn't sure he would be able to hold it together" at the office and preferred to meet at his apartment, Senior Employee No. 2 told investigators. He ran his investment advisory business from a separate floor of his firm's offices, keeping financial statements "under lock and key," prosecutors said. 'One Big Lie' At his apartment, Madoff told the employees that his investment advisory business was a "fraud" and he was "finished," according to the FBI complaint. He said he had "absolutely nothing," that "it's all just one big lie," and that it was "basically, a giant Ponzi scheme," Agent Cacioppi wrote in the complaint. The senior employees understood Madoff to be saying he had paid investors for years out of principal from other investors, the agent wrote. The business had been insolvent for years, said Madoff, who then estimated losses at more than $50 billion. Madoff said he had $200 million to $300 million left, and he planned to pay employees, family, and friends. Madoff, who had also confessed to a third senior employee, said he planned to surrender to authorities within a week, according to the complaint. Cacioppi and another agent beat Madoff to the punch. After saying he had no "innocent explanation," Madoff confessed "it was all his fault," Cacioppi wrote. 'Broke,' 'Insolvent' "Madoff also said that he was 'broke' and 'insolvent' and that he had decided that 'it could not go on,' and that he expected to go to jail," the agent wrote. "Madoff also stated that he had recently admitted what he had done to Senior Employee Nos. 1, 2, and 3." Madoff founded the firm in 1960 after leaving law school at Hofstra University in Hempstead, New York, according to the company's Web site. His brother, Peter, joined the firm in 1970 after graduating from law school, it said. Madoff, who owned more than 75 percent of his firm, and his brother Peter, are the only two listed on regulatory records as "direct owners and executive officers." Madoff was influential with the Nasdaq Stock Market, serving as chairman of the board of directors, according to the FBI complaint. He was chief of the Securities Industry Association's trading committee in the 1990s and earlier this decade. He represented brokerages in talks with regulators about new stock-market rules as electronic-trading systems and networks grew. Madoff, who founded his firm in 1960, won an assignment to manage a $450,000 stock offering for A.L.S. Steel Corp. of Corona, New York, two years later, according to an SEC news digest. He was an early advocate for electronic trading, joining roundtable discussions with SEC regulators considering trading stocks in penny increments. His firm was among the first to make markets in New York Stock Exchange listed stocks outside of the Big Board, relying instead on Nasdaq. Madoff's Web site advertises the "high ethical standards" of his firm. "In an era of faceless organizations owned by other equally faceless organizations, Bernard L. Madoff Investment Securities LLC harks back to an earlier era in the financial world: The owner's name is on the door. Clients know that Bernard Madoff has a personal interest in maintaining the unblemished record of value, fair-dealing, and high ethical standards that has always been the firm's hallmark." The case is U.S. v. Madoff, 08-MAG-02735, U.S. District Court for the Southern District of New York (Manhattan).
Télétravail - Telecommuting - Work-at-Home - Travail à distance - Starbucks Offices..
Les gens viennent au centre-ville pour s'y établir et y vivre. On voit donc de plus en plus de tours d'habitations. Mais une des raisons pour lesquelles on planifie moins de grandes tours à bureaux est illustré dans l'article ci-dessous. Dell Wants Half of Employees Working Remotely By 2020 Yahoo CEO Marissa Mayer in February generated a lot of attention when the company announced that employees could no longer work from home and had to come into the office. Mayer and other Yahoo officials said it was the right move for the company, arguing that Yahoo needed to improve communication and collaboration among employees, and that it was difficult to do without having the employees under the same roof. The decision went against the trend toward telecommuting—particularly in the tech sector—and was furiously debated, with critics saying that telecommuting boosted worker productivity, made for more satisfied employees, was a good recruiting tool, saved companies money and helped the environment. It also reportedly has engendered some anger from Silicon Valley residents, who say Yahoo's decision and similar ones by other tech vendors like Hewlett-Packard are key contributors to a worsening traffic situation in the area, according to Business Insider. However, Dell is laying out a plan to get half of its workforce to work remotely at least part of the time by 2020, which officials said will reduce the vendor's expenses while helping out the environment. The effort around increased telecommuting is one of more than two dozen goals outlined in a recent report by the newly-private Dell—called the "2020 Legacy of Good" plan—that officials are aiming for over the next six-plus years to reduce the company's impact on the environment. Other goals range from ensuring that 100 percent of Dell packaging is made from reusable or compostable materials, phasing out "environmentally sensitive materials" (such as mercury and berylium) as viable alternatives hit the market, getting 75 percent of employees involved in community service, and diverting 90 percent of all waste generated by Dell buildings away from landfills. Dell already offers flexible work schedules through its Connected Workplace program, through which 20 percent of employees telecommute, work remotely or have variable work times. Trisa Thompson, vice president of corporate responsibility at Dell, told Houston television station KVUE that having 20 percent of the company's 14,000 employees at Round Rock, Texas, saved Dell $14 million in 2012 and reduced CO2 emissions by 6,735 metric tons. Increasing the number of telecommuters and remote workers to 50 percent could result in more than 7,000 cars being taken off area roads, Thompson said. "Technology now allows people to connect anytime, anywhere, to anyone in the world, from almost any device," the Dell report reads. "This is dramatically changing the way people work, facilitating 24x7 collaboration with colleagues who are dispersed across time zones, countries and continents. Dell is a global technology leader, so our team members should be able to take advantage of the flexible work opportunities that our own products and services create." The company also has begun offering consulting services to customers looking to create similar flexible work schedules using Dell technology and expertise. According to the market research firm Global Workplace Analytics, telecommuting and remote working is becoming increasingly popular, with 3.3 million people in the United States—not including the self-employed or unpaid volunteers—saying their home is their primary place of work. Regular telecommuting grew by 79.7 percent between 2005 and 2012, and should grow to 3.9 million workers by 2016, according to the firm. Sixty-four million U.S. employees—about half of all workers in the country—are in a job that is compatible to telecommuting and remote working at least part of the time, Global Workplace Analytics reported. According to a March report by Staples Advantage, the B2B unit of retail chain Staples, 93 percent of employees surveyed said telecommuting programs are benefitting both them and their companies, and 53 percent of business decision makers said telecommuting leads to more productive employees. In addition, 37 percent of employers reported a drop in absenteeism, while 48 percent of remote workers surveyed said they are less stressed. However, there also were concerns: 59 percent of telecommuters don't use their company's data backup system, putting sensitive information at risk, and 33 percent of employees said dealing with IT issues is one of the most difficult aspects of working from home. http://www.eweek.com/mobile/dell-wants-half-of-employees-working-remotely-by-2020.html#!
Charlotte in same predicament as Wall Street By IEVA M. AUGSTUMS, AP Business Writer Ieva M. Augstums, CHARLOTTE, N.C. – The financial collapse has hit the city known as Wall Street South. For years, Bank of America Corp. and Wachovia Corp. helped turn Charlotte into a financial powerhouse. Now, the big banks have thrust it into the same predicament as the real Wall Street — the city is losing thousands of jobs and an unquantifiable amount of prestige. Residents who invested heavily in the banks have seen their wealth dissipate and lifestyles change radically. "It's kind of sad, disheartening because the banks have been the backbone of Charlotte for so long," said Carl Clayton, a 55-year-old retired school teacher. The loss of so many bank jobs is causing upheaval in other industries. Consumers who have been laid off or fear being out of work are curtailing their spending, forcing restaurants and retailers to close — among them Morton's, a high-end steakhouse, and a 15-month-old Home Depot Design Center. Even some of the Charlotte's lively night clubs have shuttered their doors. "There's a bit of a state of disbelief," said Bob Morgan, president of the Charlotte Chamber of Commerce. "We are seeing things happen that no one else has contemplated before." Charlotte remains the nation's second-biggest bank town by assets — second to New York, and in front of San Francisco. But, Morgan said, "we don't know what the city is going to look like once we emerge." "We do know that tremendous wealth has already been lost." A big reason why is the amount of banking shares owned by people who have worked for Wachovia, now owned by Wells Fargo & Co., and Bank of America. Both have used their stock to compensate employees. Bank of America's shares have been among the hardest hit among financial companies. The company has lost more than 56 percent of its value since it closed on its acquisition of investment bank Merrill Lynch & Co. at the beginning of the year. The stock is down nearly 85 percent from a year ago. Last year, before Wachovia was acquired by Wells Fargo, its shares had slid 85 percent. Clayton estimates he has lost about $60,000 because of stock holdings in the two banks, along with other North Carolina banks, including BB&T Corp. "I had a lot of bank stock, but now it's gone," Clayton said. "What wealth I had, is gone." Residents and employees never expected such a downfall. Wachovia, once headquartered in Winston-Salem, N.C., joined the Top 5 ranks of national banks after it was acquired by Charlotte-based First Union Corp. in 2001. The combined company took Wachovia's name. Banker Hugh McColl Jr. led NationsBank Corp. through some 70 acquisitions starting in the early 1980s. His biggest coup was San Francisco-based BankAmerica Corp., a financial institution bigger than NationsBank. He adopted the name and also moved the headquarters to Charlotte. Some say Charlotte's troubles began in 2006, when Wachovia acquired mortgage lender Golden West Financial Corp. for roughly $25 billion at the height of the housing boom. With that purchase, Wachovia inherited a $122 billion portfolio of deteriorating mortgages, leaving the company with huge losses. Charlotte residents were unnerved as they watched Wachovia falter and then be taken over by Wells Fargo in what amounted to a fire sale late last year. Down the street, at Bank of America, things were looking just as bleak. A series of bad bets in the investment banking unit over the past year sank companywide profits, and as Bank of America completed its acquisition of struggling investment bank Merrill Lynch & Co., shareholders watched its stock price slide to historic lows. Both Wells Fargo and Bank of America have said they remain "committed" to Charlotte. Wells Fargo, based in San Francisco, has said Charlotte will be its eastern headquarters, though it remains unclear exactly what that means. The fear is that Wells Fargo, as it completes its integration of Wachovia, will keep shedding Charlotte positions. Wachovia has about 20,000 employees in the city. Bank of America, meanwhile, with about 15,000 employees in Charlotte, is eliminating some 35,000 jobs companywide. North Carolina already has nearly 400,000 unemployed workers. The jobless rate was 8.7 percent in December, the highest since 1983, according to the most recent available data. Charlotte, with a population of nearly 700,000, is the 20th-largest city in the country. About 45 percent of the residents of its home county, Mecklenburg, make more than $50,000 a year, according to data supplied by the Charlotte Chamber of Commerce. Outside the downtown offices buildings filled with bank employees, there's a sense of disbelief as people huddle together drinking coffee or smoking cigarettes and then shuffle off to their jobs. When a reporter approached employees for interviews, they declined to speak, or said they didn't want to give their names, worried about keeping their jobs. Charlotte relies on the banks for more than employment — its lifestyle, even its skyline has depended on Wachovia and Bank of America. Wachovia sponsors the city's annual PGA tournament, among the most popular on tour, while Bank of America's name is on the football stadium and the bank is a sponsor of one of NASCAR's top auto races. Both fill towering downtown office buildings — Wells Fargo, now by way of Wachovia, is building a 48-story headquarters and adjoining city arts campus. The bankers and traders who work for both helped create the demand — and now vacancies — for the high-rise condos near by. "I have received more calls over the past month from people wanting to list their homes, with a majority of them having financial problems," said Rich Ferretti, a broker at Jamison Reality in Matthews, a suburb of Charlotte. Stores in the city's affluent SouthPark area are less crowded on the weekends. And a recent happy hour at Capital Grille, located just across from Bank of America's headquarters, was sparsely attended. Charlotte also faces civic and philanthropic repercussions. Unlike Wachovia, Wells Fargo's executives have few North Carolina ties. Bank of America typically offers up the lead gift on projects. "We will honor our existing commitments and we are still in the process of determining any future commitments," Wells Fargo spokeswoman Mary Eshet said. Now, the city is waiting for major changes. "A lot of our friends work for the banks," said Leslie Hunter, a 38-year-old mother of two. "People are not stopping everything, but their awareness has increased." After being laid off from his bank consulting job 11 months ago, Jim Edwards' daily routine of networking, applying for jobs and going to the gym keeps his spirits up. "I've been out of work and living on my retirement income," said the 62-year-old, who added it's been a struggle finding employment because no one is hiring. While many unknowns remain, Mayor Pat McCrory is optimistic. "Charlotte does have very strong resilience and I anticipate that a lot of the talent that's moving out of the banks will stay," he said in an interview with The Associated Press. Some job relief may be moving in. GMAC Financial Services and Morgan Stanley are rumored to be looking to move at least parts of their companies to the Charlotte area. GMAC Financial Service's chief executive, Al G. de Molina, used to be Bank of America's chief financial officer. Morgan Stanley has already hired at least four former Wachovia executives to help the New York-based firm's retail banking expansion effort. McCrory wouldn't talk about the two firms, but said the large amount of talent in Charlotte will "attract others in the financial services industry to set up here." "We're going through a major adjustment, but when the economy rebounds, I think Charlotte will rebound the quickest," he said.


I have been on a food processor kick, so when I saw a recipe for walnut "meat" I had to try it. I am so glad I did! Here is my rendition. Use this "meat" in a taco, burrito, lettuce wrap or straight out of a bowl. Dress it up with salsa, veggies like sweet potato, Daiya shreds, black olives or avocado. Enjoy!
Soak walnuts in water for an hour. Strain and add to your food processor.
Add taco seasoning, onion powder and garlic salt. Blend until it resembles a ground meat texture.
Fold in the cooked lentils and quinoa/brown rice.


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Home/Spam Policy
Spam PolicyRick Berg2019-03-14T22:16:49-04:00
TLC Spam Policy
Total Life Changes® prohibits the distribution or delivery of any unsolicited commercial e-mail or bulk email, known as "spam." Emails sent by Total Life Changes® may only be sent to recipients who have been clearly notified of the collection and use of their email address and have consented to receive communication from the Independent Business Owner or Customer.
Emails sent, or caused to be sent, by Total Life Changes® may not:
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Use deceptive addressing
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Use misleading information in the subject line or otherwise make false or misleading comments in the email content
Otherwise violate Total Life Changes® Terms and Conditions, Policies and Procedures, or Advertising Policy
Violation of Total Life Changes® Anti-Spam Policy will be taken very seriously. Any Independent Business Owner or Customer who is determined to be in violation of this policy may be terminated immediately.
If an Independent Business Owner or Customer's violation of this policy causes any damage or loss to Total Life Changes® business operations, or causes the Total Life Changes® Web site or email functionality to be interfered from normal service, the Independent Business Owner or Customer may be held personally liable for damages and loss of business.

redpajama_set_name: RedPajamaCommonCrawl


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Home / Airline / Cathay Pacific Business Class Available On New Washington to Hong Kong Route
Cathay Pacific Business Class Available On New Washington to Hong Kong Route
Cathay Pacific Business Class Now Available From Washington-Dulles (IAD) to Hong Kong (HKG) As Their Longest Route
Cathay Pacific (CX) Washington-Dulles to Hong Kong (HKG) Flight Attendants
I love taking long flights. I've flown many of the world's longest flights including the world's longest by Singapore Airlines from Newark, NJ (EWR) to Singapore (SIN). So of course I was excited to hear that Cathay Pacific has launched their foray into the mix with the their 8,154M/13,123KM from Hong Kong to Washington-Dulles, Virginia which is offering their new Cathay Pacific Business Class product.
Cathay Pacific (CX) Nonstop Washington-Dulles to Hong Kong (HKG) Airbus A350-1000 Arriving in Washington-Dulles (IAD) on Its Inaugural Flight (from Cathay Pacific video)
Cathay Pacific Business Class – Nonstop Washington-Dulles to Hong Kong Ribbon Cutting
Cathay Pacific (CX) Airbus A350-1000 With Crew
The flight was launched on September 16, 2018 operating four times a week initially. Here's the schedule:
CX860 M/TU/TH/SA HKG 17:55 to IAD 21:45 16H50M
CX861 SU/TU/W/F IAD 01:20 to HKG 5:15 +1 Day 14H55M
Additional information about the route as well as how to book is available on CathayPacific.com.
This is made possible by their all new Airbus A350-1000 which has the following configuration for a total of 334 passengers:
Business Class: 46 in a 1-2-1 configuration so that everyone has access to an aisle.
Cathay Pacific Nonstop Washington-Dulles (IAD) to Hong Kong (HKG) Airbus A350-1000 – Business Class (from Cathay Pacific video)
Premium Economy Class: 32 in a 2-4-2 configuration
Cathay Pacific Nonstop Washington-Dulles to HongKong Airbus A350-1000 Premium Economy Class (from Cathay Pacific video)
Economy Class: 256 in a 3-3-3 configuration
Cathay Pacific Nonstop Washington-Dulles (IAD) to Hong Kong Airbus A350-1000 Economy Class (from CathayPacific.com)
Cathay Pacific is a member of oneworld and has their own frequent flier program, Marco Polo Club. If you are an American Airlines AAdvantage member, you can earn and redeem miles on Cathay Pacific.
Cathay Pacific (CX) Washington-Dulles to Hong Kong CEO, Rupert Hogg poses with Flight Attendants During Inauguration Ceremony
You can follow Cathay Pacific on social media below:
Facebook – https://www.facebook.com/cathaypacificUS
Instagram – https://www.instagram.com/cathaypacific/
Twitter – https://twitter.com/cathaypacificUS
Cathay Pacific (CX) Nonstop Washington-Dulles (AD) to Hong Kong (HKG)
Have you flown this route or Cathay Pacific Business Class or airplane as yet? Please leave a comment below.
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How To Find Affordable Flights Without Going Broke: The Ultimate Guide To Finding Low Airfares →


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Nike, Inc. Scores the Most Expensive College Sponsorship Ever -- Is It Worth It?
By Bradley Seth McNew – Aug 11, 2015 at 10:05AM
NYSE: NKE
Sponsorships are starting to get very expensive. Is Nike's $7.1 billion total sponsorship commitment really worth it to the bottom line?
Nike's logo in the blue and yellow colors of the University of Michigan. Photo: U. of Michigan.
Nike (NKE 1.39%) agreed in June to pay $169 million to outfit the University of Michigan's varsity athletic teams. It's paying $12 million up front, nearly $77 million spread over the 11-year contract, and providing over $80 million worth of apparel starting in August 2016.
Scoring this contract with Michigan is huge for the amount of exposure it could bring. The Michigan Wolverines men's basketball team consistently ranks near the top, the football team has won more than any other team in the country, Michigan boasts a men's swimming and diving team with 19 national championships, and it can also claim many other high-ranking sports teams.
Still, including the $1 billion NBA deal that Nike signed in June, the company currently has over $7 billion in total sponsorship commitments. Is all of this money spent on sponsorships worth it to the company's bottom line?
Sponsorships are getting expensive
The University of Michigan deal is one example of just how expensive sports are getting. The transaction broke the record as the most expensive college sports deal in history, nearly doubling the estimated $90 million Under Armour (UAA 2.62%) spent to sign Notre Dame in 2014, which had been the most expensive college endorsement deal until now.
Altogether, Nike's sponsorship costs are ballooning. In its most recent fiscal year (ending May 31) the company increased its sponsorship commitments by 32% year over year. That doesn't even include the $1 billion NBA deal signed in June, because that fell in the current fiscal year. As a result, sponsorship costs will rise significantly further in 2016.
Nike is outpacing competitors
Under Armour's increased sponsorship efforts are paying off. Under Armour has gained huge exposure recently on the success of Jordan Spieth, Stephen Curry, Misty Copeland, and others who rose quickly from outside the spotlight to dominate their respective sports. Just in the past year, Under Armour has gained incredible attention from its athletes. In its recent quarterly earnings report, CEO Kevin Plank called out these sponsorships as a key driver of Under Armour's excellent performance.
Still, Under Armour's nearly $400 million in sponsorship commitments pales in comparison with Nike's $7.1 billion. Because Nike spends so much to get the biggest and best teams, it has been the sponsor for all but one of the past 15 college football champions. It sponsors around 70% of the biggest 65 college sports programs, and pretty much dominates each of the five top professional sports in the United States.
Both Nike and Under Armour are making major gains because of their willingness to spend money on important sponsorships. On the other side of the coin is Adidas, which was the outfitter of University of Michigan but lost out to Nike on re-signing the school. It was also Notre Dame's sponsor before Under Armour outbid it.
The inability to make and keep important sponsorships seems to be correlated to Adidas' falling market share in the U.S. In 2014, Adidas dropped to third place behind Under Armour and Nike in total U.S. sports-apparel market share.
But is Nike paying too much?
Nike's fiscal 2015 10-K filing states: "If we are unable to maintain our current associations with professional athletes, sports teams, and leagues, or to do so at a reasonable cost, we could lose the on-field authenticity associated with our products, and we may be required to modify and substantially increase our marketing investments. As a result, our brands, net revenues, expenses, and profitability could be harmed."
Yet Nike still has one of the highest profit margins in the industry at nearly 11%, compared with around 6% for Under Armour and only about 3.5% for Adidas. That, along with increasing market share (both in the U.S. and abroad), has allowed Nike to continue posting double-digit income gains each year.
So yes, these sponsorship contracts are getting expensive. However, the strategy seems be working, as evidenced by Nike and Under Armour's success over Adidas. Therefore, being the best at this sponsorship game is one more reason why Nike looks like a great long-term play.
Bradley Seth McNew owns shares of Nike and Under Armour. The Motley Fool recommends Nike and Under Armour. The Motley Fool owns shares of Under Armour. We Fools may not all hold the same opinions, but we all believe that considering a diverse range of insights makes us better investors. The Motley Fool has a disclosure policy.
$129.10 (1.39%) $1.77
Where Will Nike Stock Be in 3 Years?
Is This Nike's Biggest Competitive Advantage?
Why Nike Stock Wasn't a Winner Today
Is Nike Stock Still a Buy in 2023 After Rebounding 57%?


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Burton News
Sylwia Ciapcinska
Guilty: Life in jail for killer of Sylwia Ciapcinska
Tomasz Sobczak was told he would serve a minimum of 20 years before being considered for parole
Tomasz Sobczak
A 29-year-old man has been jailed for life for the body-in-a-suitcase killing of Sylwia Ciapcinska.
Tomasz Sobczak, of Ash Street, Burton, was told he would serve a minimum of 20 years before being considered for parole.
Mr Justice Peregrine Simon sentenced the Pole after a jury unanimously convicted him of killing 24-year-old Sylwia, also of Ash Street, following a five-week trial at Birmingham Crown Court.
The defendant, who was wearing spectacles, a green T-shirt and blue hooded top that he had worn throughout the trial, stared blankly forward as the foreman of the jury of seven men and five women returned its verdict.
Mr Simon said: "You have been convicted of murder as a result of compelling evidence.
"Some time on July 20 you killed Sylwia in the house you shared with her in Ash Street.
"On this day you asked Sylwia to loan you money and she refused.
Couple caught having sex in Domino's pizza on CCTV causes outrage
"You lost your temper and killed her by strangling her, or asphyxiation.
"After she died, you took cold and calculated steps to conceal what you had done. You then bound her with tape, wrapped her body in plastic sheeting before putting it in her own suitcase.
"In the hours before she died you searched for 'strangulation' and 'how to strangle a human being' and then after she died you visited a website entitled 'Polish Serial Killers: Part 3'.
"It is also unclear whether there was a sexual or sadistic motive in this murder.
"There is also no idea how you transported the body to its eventual resting place in an area of Burton known as the Washlands.
"How you did this and whether you had any help, we shall never know."
BBC One Crimewatch Roadshow reveals major new lead in Fred the Head murder case
Mr Simon, on the recommendation of Christopher Hotten QC, prosecuting, awarded the family of Ms Ciapcinska £230 found on Sobczak when he was arrested.
Addressing the family, he said: "We know your grief will never end but I, on behalf of everyone in the court, offer our deepest sympathies to you all."
Sylwia's mother and father, Elizabeth and Andrew, nodded after listening to the judge's words.
UttoxeterStunning house with sun room in secluded location for sale in UttoxeterIt has beautiful grounds and four bedrooms
Staffordshire Fire and Rescue ServiceColleagues have paid tried to their 'highly respected' friend


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The average annual and hourly salaries for cement masons and concrete finishers in the state of Massachusetts are shown in Table 1 and Table 2, respectively. The comparison of the salary statistics of cement masons and concrete finishers among Massachusetts cities is shown in Table 3. The salary statistics are based on the national compensation survey conducted by the U.S. Bureau of Labor Statistics in 2017 and published in April 2018 .
Table 1 shows the average annual salary for cement masons and concrete finishers in Massachusetts in 5 percentile scales. The average annual salary for the 90th percentile (the top 10 percent of the highest paid) is $90,340. The median (50th percentile) annual salary is $49,950. The average annual salary for the bottom 10 percent is $27,580.
Table 3 shows the median annual salary of cement masons and concrete finishers in some Massachusetts cities and metropolitan areas. We note that the median annual salary of cement masons and concrete finishers in state of Massachusetts ranges from $33,510 to $61,380. The highest paying area for cement masons and concrete finishers in Massachusetts is Framingham with a median annual salary of $61,380. The second highest paying city/area in Massachusetts State is New Bedford (mean annual salary $55,270). The lowest paying area is Leominster-Fitchburg-Gardner with a median annual salary of $33,510.


Every great day needs to start with a great breakfast, and breakfast connoisseurs know that there are few things finer in the morning than a bowl of crunchy cereals.
Fruits, nuts, seeds and grains come together in perfect harmony, and when mixed with milk, you've got a piece of wholesome heaven in a bowl!
Packed with fibre, flavour, vitamins and minerals, these crunchy cereals are the most delicious way to kick start your day.


What do you use your Versatile Hunting Dog for the most?
Elkhunter wrote: Thats my whole point, I think that the versatile people breed/train for more of a retriever/pointing dog than a pointing dog/retriever.
Which is fine, I guess I will just have to post more of my upland adventures this fall so you guys have something to read about!
Absolutely! That is very different than saying all we care about is tracking and fur.
More than half of my points occur at the end of a track. Ussually it is a feeding track but sometimes the bird has heard us comming and moved to thicker cover. Calm deliberate tracking is important to my pointing. After looking at your photos I am guessing that is not the case for your hunting. We are all dealing with our own challenges and choosing dogs that serve us best.
Hdc wrote: I'm just amused by your opinion. I've always thought the hunting discussions on this forum focused primarily on upland and wished there was more waterfowl discussion. Understandably, most posters live North of TN and/or West of the Ms River where upland birds can be found.
Living in Ms, my upland hunting opportunities are very limited. In state, it is limited to pen raised birds. I will be hunting wild birds in ND this October and will try to remember to take some pics for you.
Did you watch the videos in HUNT 24/7's posts in the hunting forum last Fall? There was some major waterfowl blasting in those videos.
Ha! What hunting forum have you been reading??
I would love to see some pics of your trip to ND this year, that place is on my bucket list eventually.
I did go back and look at your hunting post and those were some nice pictures. It makes me jealous that I don't get to hunt some country like that occasionally.
Well, considering I live in North Dakota...the "duck factory" of the U.S. ... it stands to reason what my first love is.
Once freeze-up hits, the rudy's don't stand a chance. And by then, most of the early hunters have packed it in. Best pheasant hunting of the year happens mid-November and on.
I went back and looked at Elkhunter's pictures, too. Started laughing thinking about the first and only time I ever saw or shot a Hungarian Partridge.
It was my first ever hunting trip west of the Ms. river. 3 of us from Ms. went out to hunt a client's ranch in Montana when every season was open. We got licenses for everything and were hunting with no guide or dog. On that trip I killed my first pheasant, first sharptail, first hun, first antelope and first mule deer. It was a fantastic (versatile) trip.
None of us had ever seen a Hungarian partridge. We were making a push through this draw with hopes of shooting a pheasant or two when these birds that flushed somewhat like quail jumped. We knew all the bird seasons were open, so we cut down on them. After retrieving the birds, we had to go to town and ask a local what we had killed. Unfortunately, that was both the first and last time I had the opportunity to shoot huns.
Would love to one day get a chance to hunt them with my PP.
I am curious what the second other is. The first was equal hunting of anything in season. What was the second other?
I switched from Wimeriner and GSP in the 90's to GWP because of their rugged caricteristics. I hunted Chuckar in the desert, and my buddy. and my dogs would always slip their pads hunting that valcanic rocky desert where you find the Chuckar. GWP/DD's have biger pads than most the other versatile breeds, and my Wirehairs never sliped a pad in over 20 years of hunting. Desert hunting is extreamly hard on their feet.
BIRDS BIRDS BIRDS BIRDS BIRDS BIRDS BIRDS DUCKS some FUR...and the occasional SOCK......in that order.
Elkhunter wrote: Kyle, its not just the "pictures" of people hunting, though its not hard to snap a shot of your dog on point. Especially if your hunting as many days as some are claiming. There is just little to no talk in general about the topic... A poll is just a poll, just as words are just words. I could say I train for the German system with my pointer does that mean I actually do it?
Hence usually active/fanatic upland hunters LOVE to talk about what they do, and share pictures of what they do. I guess people do hunt upland birds on here, just no one wants to talk about it!
But they sure love to talk about retrieving and tracking and fur etc.
What forum are you reading? There seems to be an awful lot of talk on here about upland birdhunting- from guys talking about grouse and woodcock in the east and upper midwest to others talking about annual treks to the Dakotas for pheasants and mixed bags and to guys like yourself and a few others on the steep ridges of the West Coast chasing chukars, etc. It's just that the guys with more than just a pointer or setter have dogs that will do upland and so much more and so they do that as well!
My GSP named ZEKE is the TERMINATOR......!
Wiemy's are a given.....but GSPs are the Jammy jam, if ya gets the right one....!
Much more interesting would be a poll on what the %'s are of the different uses. The poll gives a skewed impression.
As OP - pick one that I do most would be Upland in multiple states.
Blood track when called upon.
What I want to hunt for is pretty much irrelevant. Its up to the dog. We train for upland and waterfowl, and we occasionally get a bonus. Today it was a very lost blacktailed prairie-dog who was 3 miles away from the nearest colony. He moved pretty fast for a critter with 2" legs, but alas he could not outrun the beast. The only things I really wish my dog would avoid are skunks, porkies, and rattlesnakes. Thus far he likes to shake the baby rattle of doom with the first (often in a green cloud of stink), and he just points the latter two quite fiercely. I'm hoping it stays that way. We had one major rodeo where he tried to retrieve two young coyotes. He went through a very short phase of trying to retrieve a cow a couple of years ago. I curled his beard with the e-collar and now he often points the beef from 300 yards off. Oh, and he has been trying unsuccessfully to retrive a carp for a few years. Why wouldn't you want a versatile dog? Every day is something new and entertaining.
As far as hours logged, we hunt upland the most, but that's also where I take the fewest pictures. The dog won't forget if you flush the bird trying to take pictures. Husband is even worse about getting upset.
We have versatiles so we can hunt everything. We are out every season for every type of game.


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And That Happened: Monday's scores and highlights
By Craig CalcaterraSep 2, 2014, 7:10 AM EDT
Phillies 7, Braves 0: I talked about the no-hitter at length yesterday when it happened, so allow me to ask why we haven't seen more of these in the past couple of years. More strikeouts and less contact. More hard throwers. More bullpen specialization. It seems to me like these should happen more often than they do. I guess that they don't shows that, yes, these are still special, obviously, but conditions favor such beasts now more than they have for a long time.
Cardinals 5, Pirates 4: The Cards, for the first time all year, are alone in first place in the NL Central. The lore about this team is that if a relatively lackluster Cards squad makes the playoffs, watch out, they're bound to win it all. I guess that's happened a couple of times, but I suppose they'd rather finish strong and with the division going away.
Cubs 4, Brewers 2: Not that it's up to them. The Brewers, however, need to not do things like drop six in a row, which is what they've done. Here Jorge Soler helped do them in, doubling twice and scoring a run. He has extra base hits in all five of his major league games so far. He's the third guy to do that in his first five games in the past century.
Padres 3, Diamondbacks 1: Cory Spangenberg — which sounds like the name of a tight end from the 1980s more than a big league third baseman — made his big league debut. He hit a two-run single. He also irked the Padres by announcing on Twitter that he was being promoted and making his debut before they had a chance too. So it was a big day.
Marlins 9, Mets 6: The Mets had a chance here — it was tied heading into the bottom of the eighth — but they blew it thanks in part to Jeurys Familia's two throwing errors on a single play and a wild pitch. Oh, and the wild pitch was accompanied by a throwing error by Travis d'Arnaud. Six errors for the Mets in all, after which manager Terry Collins said afterward that "It wasn't a big-league baseball game, I can tell you that." Not that he needed to tell us that.
Athletics 6, Mariners 1: The A's get back on track, thanks to new addition Adam Dunn. Who, let's be honest, was born to be an Oakland Athletic. Dunner hit a homer in his first at bat in the green and gold and added another hit later. Five first inning runs for Oakland, which ended things before they started. A strong performance from Jason Hammel as well plus a two-run single for Geovany Soto. Viva La Mid-Season Imports.
Tigers 12, Indians 1: Miguel Cabrera was given a bit of a rest — allowed to DH rather than play 1B — and it must have paid off: two homers on a 4 for 5 day. This after an August in which he only his one homer the whole bleedin' month. David Price did his part too, allowing one run over seven and striking out eight. Corey Kluber, who has somehow lost his super powers, allowed five runs and couldn't escape the third inning.
Giants 4, Rockies 2; Rockies 10, Giants 9: The first game took three months to complete. Really, guys, we HAVE to do something about the pace of play. *Someone whispers in my ear and explains that it was the resumption of a suspended game from May* Ahem, never mind. The second game took about three hours and forty-four minutes. I'm gonna err on the side of caution and assume it was suspended and resumed too. *guys whispers in my ear again.* Well I'll be damned. Charlie Blackmon with a walkoff single. The Giants' six-game winning streak comes to an end. They are now only two back of the Dodgers because . . .
Nationals 6, Dodgers 4: . . . The Dodgers dropped their third game in four tries. The dingers did it here. Denard Span socked two homers and Jayson Werth and Asdrubal Cabrera added their own. Gio Gonzalez was solid and won his first game in ages. He also [altogether now[ helped his own cause, singling and scoring. The Nats have the most wins in the NL.
Twins 6, Orioles 4: Four RBI for Joe Mauer. Phil Hughes allowed three runs in eight innings, but none of them were earned. Hughes has 15 wins on a team that only has 60 overall.
Rays 4, Red Sox 3: Matt Joyce had an RBI single in the bottom of the tenth to help the Rays salvage a split. I basically got nothing else here. It's weird when normally good teams are just playing out the string.
Royals 4, Rangers 3: Sal Perez homered and drove in three as the Royals won for the first time in a week. This was your standard Royals win: close game and then in the late innings Kelvin Herrera, Wade Davis and Greg Holland shut the door with hitless relief. Regarding what I said in the Phillies recap at the top? If just one Royals pitcher can toss six hitless innings — or, heck, five maybe — this is the sort of pen which can pretty much end the game when it comes in.
Tags: Adam Dunn, Asdrubal Cabrera, Charlie Blackmon, Chicago White Sox, Cleveland Indians, Colorado Rockies, Corey Kluber, David Price, Denard Span, Detroit Tigers, Geovany Soto, Gio Gonzalez, Greg Holland, Jason Hammel, Jayson Werth, Jeurys Familia, Joe Mauer, Kansas City Royals, Kelvin Herrera, Matt Joyce, Miguel Cabrera, Minnesota Twins, New York Mets, Oakland Athletics, Phil Hughes, Tampa Bay Rays, Texas Rangers, Travis d'Arnaud, Wade Davis, Washington Nationals


The D.C. district court recently granted two industry trade associations whose members sell homeowners insurance leave to file an amended complaint in their lawsuit challenging the Fair Housing Act (FHA) disparate impact rule (Rule) adopted by the U.S. Department of Housing and Urban Development (HUD). In their amended complaint, the trade associations allege that the Rule is inconsistent with the U.S. Supreme Court decision last June in Texas Department of Housing and Community Affairs v. The Inclusive Communities Project, Inc. Should the district court reach the merits of the trade associations' claims, its decision could provide helpful precedent for creditors in challenges to the CFPB's or DOJ's use of a disparate impact theory of liability under the Equal Credit Opportunity Act (ECOA).
The trade associations originally filed their complaint in American Insurance Association and National Association of Mutual Insurance Companies v. U.S. Department of Housing and Urban Development in June 2013. The original complaint alleged that, in promulgating the Rule, HUD exceeded its authority under the Administrative Procedure Act because the FHA prohibited only disparate treatment. Agreeing with the trade associations, the district court issued a decision in November 2014 vacating the Rule. HUD appealed the decision and the D.C. Circuit, at the request of HUD, agreed to hold the case in abeyance pending the Supreme Court decision in Inclusive Communities. The D.C. Circuit subsequently granted the trade associations' motion requesting that the District Court decision be vacated and the case be remanded for consideration in light of Inclusive Communities. Notwithstanding HUD's opposition, the district court granted the trade associations' motion to amend.
Given that non-mortgage creditors, like insurers, do not collect data on an applicant's race, a district court ruling that addresses when disparate impact liability would be deemed to inject race pervasively into otherwise "race blind" underwriting and pricing practices could have positive implications for non-mortgage creditors facing ECOA disparate impact claims. A district court ruling elaborating upon the robust causality requirement also could assist creditors in defending against ECOA claims.
Additionally, a finding by the district court that the Rule's burden shifting framework impermissibly allows plaintiffs to second guess which of two reasonable approaches a defendant should follow could similarly be helpful precedent in ECOA cases. Such a finding would also serve as a rebuttal to comments about Inclusive Communities made last October by Patrice Ficklin, Director of the CFPB Office of Fair Lending, at the American Bar Association's Consumer Financial Services Institute. In response to a question from my colleague Mark Furletti, Ms. Ficklin stated that, while some had interpreted language in Inclusive Communities to be helpful to defendants with respect to the burden shifting that takes place under a disparate impact analysis, any such language was mere "dicta" and the decision did not lighten or change a defendant's burden.
We will continue to follow the case, with the next significant development likely to be HUD's decision whether to answer or move to dismiss the amended complaint.


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EXIT Strategy Realty
The Gold Coast Historic District is a historic district in Chicago, Illinois. Part of Chicago's Near North Side community area, it is roughly bounded by North Avenue, Lake Shore Drive, Oak Street, and Clark Street.
In the late 1980s, the Gold Coast and neighboring Streeterville comprised the second most-affluent neighborhood in the United States, behindManhattan's Upper East Side. Today, the neighborhood is a mixture of mansions, row houses, and high-rise apartments. Highlights include the Astor Street District and the James Charnley House.
To view rental properties in this community, click here.
https://en.wikipedia.org/wiki/Gold_Coast,_Chicago
Search Gold Coast Homes for Sale
All TypesSingle FamilyCondo/Townhouse/Co-OpMulti Family
Listing courtesy of Compass
Listing courtesy of @properties
Listing courtesy of Baird & Warner
Based on information submitted to the MRED as of Jul 19, 2019 10:32:am. All data is obtained from various sources and has not been, and will not be, verified by broker or MRED. MRED supplied Open House information is subject to change without notice. All information should be independently reviewed and verified for accuracy. Properties may or may not be listed by the office/agent presenting the information.
Today's Market Trends for Gold Coast *
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Q: How can I disable the screenshot sound on iPad? How to get rid of the screenshot sound on iPad? (iOS 7)
I have tried muting the iPad but it doesn't work.

A: Go to Settings
You will get a search box right on top of the left corner of the ipad as you sweep from downwards
Search for "lock sounds"
You will get ringer and alerts turn that to zero
It's done

A: If your device is jailbroken you can rename the sound file.
mv /System/Library/Audio/UISounds/photoShutter.caf /System/Library/Audio/UISounds/photoShutter-off.caf

Note:

*

*The file will be restored on an iOS update.

*The same file is used for the camera shutter sound, so renaming it will remove the sound from the camera shutter.

redpajama_set_name: RedPajamaStackExchange


The official "Lite" app to access wind and weather forecasts from windguru.cz.
This app works similiar to the full website at www.windguru.cz but only offers the most important features: forecasts, live stations, maps.
The app now supports adding favourites for quick access even for anonymous users.
This Windguru Lite version is only a simple alternative available from Google Play.


DEARBORN – Around 4.3 million Michiganders cast their ballots on Tuesday — more than 1 million more than the last gubernatorial election in 2014 — a surge that pushed voter turnout beyond levels seen in five decades. In 2014, 3,188,956 ballots were cast.
Statewide turnout among registered voters was 57.5 percent — much higher than 2014's turnout of 42.8 percent.
Political observers have attributed the spike in voter turnout throughout Michigan, as a response to the election of President Trump.
Even though he wasn't on the ballot, Trump's policies and rhetoric helped drive up turnout, Jonathan Kinloch, chair of the 13th Congressional District Democratic Party, told the Detroit Free Press.
"Over these past two years, it has come front and center that elections have consequences," Kinloch said.
Tuesday's was the highest midterm turnout rate in Michigan since 1970, when it was 67 percent. The state record for a midterm election was set in 1962 with 75 percent.
– Oakland County had the highest voter turnout with 64 percent.
– Macomb County's turnout was 59 percent and Wayne's was 51 percent.
– Detroit had a 41 percent turnout compared with 31 percent in 2014.
– Leelanau County near Traverse City and Keweenaw County in the Upper Peninsula continued to post the highest turnout rates statewide during a midterm election year, 71 percent and 70 percent, respectively.
– Dearborn's city clerk reported 36,676 voters participated in this year's midterm elections out of 67,646 registered voters, at 56 percent, which is consistent with the state average. In 2014 voters turnout was 41 percent, or 25,000 votes. Turnout at one of the precincts with high concentration of Arab American voters this November election was at a record 41 percent high.
The high turnout on Tuesday was forecast by voters' strong showing during the August primary.


The Sikorsky-Boeing SB>1 Defiant co-axial compound helicopter team is planning to expand the aircraft's flight envelope after the upcoming third flight test slated for next week, according to a company official.
Bill Fell, Defiant test pilot, told reporters on 15 April that the aircraft, so far, has reached 10 kt speed during two previous test flights. The Defiant team plans to increase the aircraft's speed in 40 kt increments on an upcoming test flight to verify simulation models. Fell said increasing the aircraft's speed in smaller increments will help provide confidence that simulation models are accurate.
To prepare for this envelope expansion, the Sikorsky-Boeing team will invest additional hours on its propulsion system test bed (PSTB) after the third test flight.


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Book: Ready When You Are, C.B. (Charles Brackett)
You know the old Hollywood joke, the one about the actress so dumb she slept with the writer. Here's how famous the team of Billy Wilder and Charles Brackett were: when the two of them were just writers, producing some of the wittiest scripts of the Studio Era (Midnight, Ninotchka) before Wilder transitioned to the director's chair and amassed one of the great résumés in film history, sleeping with one of them likely would have done an actress' career some good.
And it probably would have been Wilder, if Brackett's diaries are any indication. Charles Brackett kept meticulous track of his daily minutia, chronicling one of the most storied partnerships in movies. Film historian Anthony Slide has done an extraordinary job of excerpting those journals in the new Columbia University Press book It's the Pictures That Got Small: Charles Brackett on Billy Wilder and Hollywood's Golden Age (2014). Slide suggests that Brackett will become known as "America's foremost, if not only, Hollywood diarist." I'd give Brackett the title by knockout. This view from deep inside the studio system at its height is one of the best books ever about Hollywood, as well one of the finest on writing in years.
Brackett was on his second bid for screenwriting success when, in August 1936, he was paired with "jaunty young foreigner" Wilder to work on Bluebeard's Eighth Wife for director Ernst Lubitsch. Brackett describes their first work session: "Wilder, who paces constantly, has over-extravagant ideas, but is stimulating." Three weeks into the partnership, Brackett calls Wilder "a hard, conscientious worker, without a very sensitive ear for dialogue, but a beautiful constructionist. He has the passion for the official joke of a second-rate dialogist." By November, Wilder is laying out his psychologically opportunistic approach to seducing women during their story sessions.
Like many a great twosome they made an odd couple. Wilder was earthy, European and liberal while the urbane, East Coast Brackett was a peripheral member of the Algonquin Round Table and maybe the only Alf Landon voter in Hollywood. In private Brackett comes across as a spectacularly dyspeptic figure, apparently not liking anyone ("Chaplin seems to me as repellent a human being as I've ever been in the same room with") or anything (The Palm Beach Story is "the latest Preston Sturges opus and one of the weakest – disagreeable people, unappetizing situations, exaggerations").
But reading his diaries – the entries here span the years 1932-1949 – provides a keen sense of the grind of working in the dream factory. The awareness of every perceived slight, the primacy of money as a way of gauging status, the near-hysterical faith in preview cards, and above all the constant nagging sensation that his work is subpar and anyway, he's just wasting his time. The book contains a lot about the inner machinations of Hollywood organizations – Brackett served as president of both the Screen Writers Guild and the Academy of Motion Picture Arts and Sciences – and surprisingly little about his wife Elizabeth, who battled alcoholism and depression and spent many years in institutions.
Writing for himself, Brackett holds nothing back, his entries often hilariously bitchy. On a dinner at Joan Crawford's house: "A grim evening – all four adopted children as hors d'oeuvres." Alfred Hitchcock is a "monstrous egotist." Brackett visits the set of Wilder's directorial debut The Major and the Minor to find co-star Ray Milland giving "a dry, wooden performance (his usual performance to speak the truth)." A few years later, Milland would win an Oscar for his harrowing work in Brackett-and-Wilder's The Lost Weekend. The casual anti-Semitism of the era occasionally rears its head, and some of Brackett's judgments seem unduly harsh –
On thinking about Billy's attitude and that of all the Mittel Europeans I know towards their American citizenship, it seems to me this: they've come into a department store, been crazy about its stock, and put themselves down for a charge account. No more involvement than that.
Wilder remains the locus here, Brackett readily acknowledging he feels like a planet orbiting his partner's star. When one of Brackett's children runs off to get married in 1942, the story makes the newspapers. "I was surprised. Expected them to read: Billy Wilder disturbed because of elopement of daughter of collaborator." By 1939 he's prepared to end their relationship, fed up with Wilder's manners. He later wrote: "I came to bed and found myself fretting at the prospect of becoming Billy's stooge producer – a prospect I detest." Brackett would prove no stooge as a producer, putting his stamp on films like Niagara, Titanic and The King and I after his break-up with Wilder.
Insights into their process and their quarrels – with each other and with directors and producers – are manifold. Both Brackett and Wilder lobbied to have Lucille Ball star in their script Ball of Fire, a truly tantalizing proposition. But Howard Hawks deemed her a second lead at best and insisted on Barbara Stanwyck, whom Brackett pronounces "a pleasant, heavy-faced girl, very wrong for Sugarpuss." For decades the legend has held that Brackett didn't want to pitch in with Wilder on Double Indemnity because he found James M. Cain's story odious. Here, Brackett makes it plain that Wilder "was having a touch of claustrophobia at being tied down working with me" and welcomed the respite. He would consult with Wilder and his grudging new confederate Raymond Chandler on their adaptation and ultimately finds the film good, not great: "The direction is uneven and some of the writing extremely poor, and my black heart sang like a bird."
The book and the Wilder/Brackett collaboration come to a close with Sunset Blvd. (1950). Even as their decade-plus-long partnership is torn asunder, Brackett can't help marveling at Wilder's inventiveness. The material has the pace of a thriller, frissons arising as ideas that will become part of film history bubble up half-formed, the two men setting aside their differences to express their joint frustration with their original choice of leading man, Montgomery Clift, who walked away from the film fearing it too closely mirrored aspects of his own life. "God help people who have to deal with the young Mr. C in a couple of years, maybe a shorter time than that." Brackett was an unhappy but hugely productive man who'd already left behind a considerable body of work. This warts-and-all account of that working life may be his greatest legacy.
Posted by Vince at 12:43 PM
Labels: Books, Hollywood
Miscellaneous: California? Sweet!
Extra, Extra!: Noir City
Me Elsewhere: A is for Apple


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Event Reminder: Chipotle Mexican Grill, Inc. To Hold Special Investor Call On June 27
DENVER, June 26, 2018 /PRNewswire/ -- Chipotle Mexican Grill (NYSE: CMG) is holding a special investor conference call on Wednesday, June 27 at 4:30 PM Eastern time to discuss company strategy and plans under its new executive leadership.
The conference call can be accessed live over the phone by dialing 1-877-451-6152 or for international callers by dialing 1-201-389-0879. A webcast with visual assets will also be available beginning at 4:30 Eastern time on June 27 here, or by visiting the Events tab at IR.Chipotle.com.
An archived webcast will be available approximately one hour after the end of the call.
ABOUT CHIPOTLE
Steve Ells, founder and executive chairman, started Chipotle with the idea that food served fast did not have to be a typical fast food experience. Today, Chipotle continues to offer a focused menu of burritos, tacos, burrito bowls, and salads made from fresh, high-quality raw ingredients, prepared using classic cooking methods and served in an interactive style allowing people to get exactly what they want. Chipotle seeks out extraordinary ingredients that are not only fresh, but that are raised responsibly, with respect for the animals, land, and people who produce them. Chipotle prepares its food using real, wholesome ingredients and without the use of added colors, flavors or other additives typically found in fast food. Chipotle opened with a single restaurant in Denver in 1993 and now operates more than 2,400 restaurants. For more information, visit Chipotle.com.
View original content with multimedia:http://www.prnewswire.com/news-releases/event-reminder-chipotle-mexican-grill-inc-to-hold-special-investor-call-on-june-27-300672829.html
SOURCE Chipotle Mexican Grill
Company Codes: NYSE:CMG
Audi A4 review: A look at Audi#39;s comeback plan


Roblox Retail Tycoon Gameplay! Building and Expanding my Small Retail Store! Catching Robbers! LOUD WARNING!
0:00:23 At Chocolate's tycoon to help her get started!
0:01:50 My Retail Store which I set up yesterday but forgot to click auto-save before I leave so I have to sort of redo a little bit!
0:02:58 Please give me some suggestions in the comment what to name my store?
0:04:45 Going to White-list Chocolate so that she can help out in my store!
0:05:31 Either you stand inside the cash register or hire a cashier! I'm hiring a cashier!
0:06:26 A kid is shopping all by himself and we sent him to his car safely!
0:06:47 Getting one more shelf!
0:08:25 Selling shoes! Weird brands XD!
0:09:25 My store keeps going out of stock!!!
0:11:25 Check out this very happy Customer!
0:15:13 There's a Robber in Chocolate's Store!
0:15:39 Now a Robber is coming to my store!
0:20:58 Expanding my store - under Upgrade!
0:22:25 Now to delete some of my inner walls!
0:23:56 Back from building and MY STORE IS A MESS!
0:26:32 Picking a color for my store!
In Retail Tycoon, you start a small business and set out to create a massive retail store. Attract customers with pretty signs, and separate them from their money with your fantastic store layout!


Slat wall Accessory - This attachable brochure rack is great for slat wall panel displays. This accessory can hold either five 4" wide literature or (2) 8.5" wide and one 4" wide materials. It can be attached directly to most slat wall displays without any other mounting hardware. Clear acrylic construction ensures that your brochures are securly positioned onto the slat wall but customers of visitors will still be able to read the entire front of the brochure or catalog you choose to display. Use in conjunction with any of our sign holders to be even more informative.
22.8" x 10.1" x 2.4"
These are great looking brochure holders! I display a lot of my customers' information and these work terrific!
That's great to hear, Brian! Thank you so much for the terrific review!
Beautiful display. Worked exactly how we wanted. Taking the dividers out is difficult to do without breaking them or scratching the acrylic. We didn't need the dividers so we just broke them to get them out. If we cared maybe we would have found a better way.


In order for your child to enter Level 1, 2 & 3 swim meets, they will require official entry times for each of their events. After each licensed swim meet, every child's time is sent in to 'rankings' where times are kept on record for 12 months. You can find your child's official PB (Personal Best) times at www.swimmingresults.org . Click on 'Rankings' and then choose from each drop down menu. If you wish to know where they are ranked in the county, then select 'Hampshire' as Jersey is in that region.


What is your favorite time of day to look at the sky?
Say hello to our newest family member Twix... but is SHE a left Twix or a Right Twix... you decide!
Do you REMEMBER when MTV had music and cartoons?
Feeling a bit nostalgic and can't choose, So you can for me!
THESE ARE REFERENCE PHOTOS not paintings.
Pick your favorite Monster-High Character and I will teach you how to paint her November 15, 2016.