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Some Tips for New Students
- If you live here locally, your first week of classes are free. Sign up for an introductory week and come to as many classes as you'd like.
- There is no need to call ahead or register. The studio is spacious so there will be enough room.
- If you are a beginner, we recommend any class on the schedule other than power vinyasa.
- Come a few minutes early to your first class so that you can talk with the teacher and collect any props (mat, bolster, etc.) needed for the class.
- Wear comfortable clothing that will not restrict your breath or movement. Part of your class may be active so don't dress too warmly, but do bring an extra layer and socks for the floor poses.
- Eat sparingly (or not at all) within two hours before class.
- Mats and any necessary props will be available during class, but for hygienic reasons we suggest that you bring you own mat if you continue to attend class.


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I watch this a few times a week to remind myself not to give up. We know we are winners and don't give up on your dreams!
When we start do internet marketing, we always get information overload and give up. So we just have to learn and get back up, no matter what it takes.
Original Youtube URL: https://www.youtube.com/watch?v=QS2vv72R2XI

subset: commoncrawl


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Josh Kendall
D.J. Wonnum's consistency has earned him secret nickname
The thing South Carolina coaches like best about D.J. Wonnum is that he's a known commodity.
"There are certain guys who are self-starters and they are a joy to coach because I know exactly what I am going to get every single day," Gamecocks coach Will Muschamp said. "I know exactly what he's going to bring to the building every single day, what he's going to bring to the practice field every single day. It's really important to him to do it right every single day."
There is one thing that the coaches don't want the rest of us to know about Wonnum, though. Or, at least, defensive coordinator Travaris Robinson doesn't want the rest of us to know.
"I'm not going to tell you what it is, but he's got a name around here that says he's Steady Eddie, he's going to do exactly what he's supposed to do," Robinson said. "He's a talented dude, and we love him to death around here."
It's easy to understand the coaches' affection for Wonnum. The junior defensive end led the Gamecocks in sacks (six) and tackles-for-loss (13) last year. He will anchor one end of South Carolina's defensive line for at least one more season, and Muschamp and Robinson expect this season to be a good one for the 6-foot-5, 258-pound Georgia native. Wonnum has 89 tackles, 7.5 sacks and 16.5 tackles-for-loss in his two seasons with the Gamecocks.
"He's a talented, talented football player, and I love him to death," Robinson said. "One of my favorite dudes and always has been. All he does is do right."
Wonnum has yet to speak to the media this spring. The Gamecocks practiced five times before breaking this week for the university's spring break. They will return to the practice field March 20.
"You don't really have to challenge D.J.," Muschamp said. "He's a guy who goes about his business. He's one of the first in the building. He's up for meetings first every single day."
The coaching point South Carolina is stressing with Wonnum this spring has to do with defending the run.
"At the point of attack, there were some things last year as far as holding point," Muschamp said. "We always talk in terms of keeping your head in your gap. If you have C gap responsibility, keep your head in the C gap. There is always run for improvement."


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Call: (866) 373-0865
Email: firstname.lastname@example.com
Beaches Turks& Caicos is located in Grace Bay in Providenciales, Turks & Caicos Islands. It is located about 15 minutes from Providenciales International Airport.
The resort sits on a stretch of gorgeous white sand beach and also features 7 fresh water pools with three swim-up bars.
Beaches Turks& Caicos features 16 dining options including a Hamburger stand, French, Italian, Caribbean and Japanese restaurants, with two of the restaurants being adult only in the evening.
Since Beaches Turks& Caicos is a family oriented resort, it also features plenty of activities for children including Pirates Island a themed waterpark.
Guests are housed in one of four themed villages including the French Village, The Italian Village, The Caribbean Village and the new Seaside Village.
This may be one of the trickiest Beaches resorts to select the perfect suite. Starward Vacations staff has been there and have seen all available suite. We are experts in selecting the right suite for your needs.


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It is as middle class an event as I've ever attended, and I've been to a few: Sunday brunch in Shepherd's Bush, with champagne and salmon and polite grown children. I don't know many people in the room, but we do have one thing in common. We all have the same cleaner, and we're here to say goodbye to her. Robina is going home.
Over the years, I have shied away from mentioning Robina in this column, largely because the only time I did mention her I received a certain amount of negative feedback, including a tweet that said, "Clean your own fucking house." It's a fair point; I'm not in a position to justify the luxury on the grounds that I am time poor. I find it hard enough to look busy on Mondays, when Robina is here. As part of my ongoing quest to trick people into liking me, I was happy to write around this part of my life. It is by no means the only thing I'm leaving out.
The goodbye brunch is not a formal event – people come and go throughout the afternoon – but there are speeches. I know most of Robina's story, but I don't think I've heard it told in one go. Having lost her job, she made the difficult decision to leave her family behind in Uganda to seek work in order to pay for the schooling of her three children, the youngest of whom was then five. During her time in England, Robina's brother and sister both died, leaving her financially responsible for the welfare and education of another 10 children. This year, her youngest child, Benjamin, is starting university.
Robina's own speech – neatly handwritten on six sides of A4 – is possibly the most moving thing I have endured, particularly the bit about her being grateful for the opportunity to be motherly to other people's children in the absence of her own. "When I saw all your children," she says, scanning the room, "I knew I needed to discipline them." It was only, I recall, a few weeks ago that my wife was sitting in the kitchen complaining about the oldest one's slovenliness, and wondering how he would cope at university. Robina thought for a minute and said, "I will speak to him."
The recent birth of Robina's first grandchild, Gary, was, she says, like a ringing bell calling her home. She has never seen him, although our middle son met him when he went on a school trip to Kampala last summer. Her speech ends on an upbeat note – she's planning to start up a small business when she gets home – but afterwards I find that one of my contact lenses has floated right out of my eye. I'm not the only one: everybody around me looks wrung out.
Anyway, before I make a start on the ironing, I just thought I ought to acknowledge that over the last six years of bickering, exploding pipes, nit infestations, weird dog illnesses and screaming arguments about homework, Robina has been there the whole time, laughing, clucking her tongue and humming while vacuuming outside my office, all in the service of a sacrifice I can barely contemplate. She is incredibly courageous.
She's not much on snakes, though. I actually thought she might quit the first time the snakes escaped, but over the years she got used to finding them at the bottom of cupboards, and eventually developed a grudging fondness for them that would not, she told me, be considered normal in Uganda. At one point, she even insisted on posing with both snakes draped over her arms so she could send the picture to her relatives.
"They'll think I'm a witch," she said.


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How to Fight Inertia
As Sandwiched Boomers, chances are you're bombarded daily by challenges with aging parents and growing children. You may also be trying to balance home and work responsibilities. And that's without your commitment to stay healthy, lose weight and exercise regularly. Just thinking about your hectic lifestyle can stop you in your tracks. If this is your life and you're feeling the time crunch, follow these guidelines.
Photo by Nuttakit
Make a start, any start. Buy a journal or borrow one of the notebooks your child isn't using and do your homework. Write out some specific long term goals and break these down into smaller, more manageable short term objectives. Begin with the one that seems easiest to implement and take the first step. Don't forget to consider the character strengths and personal resources you have that will help you achieve your goals.
Create weekly or even daily to-do lists. For example, if a regular exercise program is your ultimate goal, begin by penciling in a 20 minute walk twice a week after carpool or during your lunch hour. Organization and planning may sound like dirty words. But the more you concretize what you plan to do, the greater the chances are that you'll follow through with your intentions.
Give yourself a break and see what happens. Let go of any negative thoughts about yourself in relation to getting stuff done. Actively dispute the idea that you are lazy, apathetic or can't get a handle on the process. Choose a simple mantra that rings true for you - such as 'yes I can' - and repeat it often.
Sign the email list to the left of this post to receive a free monthly newsletter, "Stepping Stones" and download a complimentary ebook about how to reach your goals. And log on Wednesday for more tips about fighting inertia.
Labels: aging parents, complimentary ebook, fight inertia, free newsletter, goals, growing children, journal, Sandwiched Boomers


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Cozumel Excursions
Cozumel Adventure Tours and Cruise Shore Excursions
17 reviews
"One of the best rated Cozumel Catamaran Excursions...coral reef snorkeling and catamaran sailing!"
Enjoy the 7 blue shades of the Caribbean on Cozumel's No. 1 Sail and Snorkel Tour in Cozumel. Our Trimaran takes you snorkeling at 2 great coral reefs, equipment and guide provided, drinks and snacks included. This 42 ft Catamaran sailboat holds a maximum of 28 people so personalized service is guaranteed for your small group! Tripadvisor Certificate of Excellence!
" Enjoy some of Cozumel's best snorkeling at Chankanaab Marine Park. Easy shore entry, guided and unlimited snorkeling, park entrance fee and much more included! "
Experience the underwater beauty of Chankanaab Marine Park with snorkeling right from the shore! Great for beginners as well as those experienced - lots of marine life to see. Enjoy guided and unlimited snorkeling and much more.
" See the island in style - private customizable Jeep excursion. Snorkel, lunch, highlights and more! "
This is one of the best ways to see the highlights of this lovely, tropical island! You get to choose what to see and where to go, which makes this excursion unique!
" Experience the best with Chankanaab snorkeling and an all inclusive beach day pass along with so much more. "
Enjoy the best snorkeling on Cozumel at Chankanaab Marine Park. Swim alongside tropical fish and a colorful coral reef in a sheltered cove with calm waters. Then relax on a sandy beach with your all-inclusive day pass that includes a buffet lunch, beverages and so much more.
4 reviews
"Unique Cozumel Mini Submarine Cruise Excursion, perfect for non divers and families!"
Experience the feeling of driving your own personal submarine on our BOB (Breathing Observation Bubble) underwater scooters. With your head inside the helmet bubble, experience the reef first hand on your joy stick maneuvered underwater scooter just like James Bond!
" A unique opportunity to see parts of Cozumel very few ever do...explore the back sand trails on your ATV. "
Ride your own ATV along beach and jungle trails, check out a small Mayan ruin, and then end this perfect day at a beach side club that is a local favorite.
" A fun combo adventure with an easy electric bike ride and great shore snorkeling. "
Take in the best Cozumel has to offer on a guided electric bike tour where peddling is merely an option. Then kick back and relax in the waters that made this island famous with a guided snorkeling tour with all the equipment provided!
" Jet ski fun at the famous Playa Mia Beach Club...add this on to your day pass! "
Reserve your fast and fun Jet Ski today at Playa Mia Beach Club! No waiting in line. Ride solo or double for same price!
" Drive around the island in your own dune buggy and see the Mayan Ruins of San Gervasio! "
Enjoy off-road driving in your jungle style dune buggy as you check out the highlights along the way! Visit the Mayan Ruins of San Gervasio, ride along the East side coast, stop for a Tequila tasting and snorkel in a shallow reef near the shore from the Playa Uvas Beach Club.
" A fun filled combo with around the island dune buggy drive, Punta Sur and guided snorkel! "
You will experience the thrill of jungle style dune buggy ride, visit the historical town of El Cedral, check out Punta Sur eco-park, and then relax and enjoy a guided snorkel at an exclusive beach club.
" Come experience our exclusive Chankanaab one tank dive with underwater statues, coral reef and even a cave. You do not need to be a certified diver to enjoy the marine life and underwater beauty.
Explore what Cozumel has come to be known for throughout the world thanks to Jacques Cousteau, the diving! This excursion is also for both certified and non-certified divers! Dive coral reef, underwater statues and even a cave...all from the beach.
3 reviews
"SNUBA Diving in Cozumel...a combo of snorkeling and SCUBA diving...no experience needed!"
See what SCUBA diving is all about without the certification. This Cozumel excursion will show you what it is like...safe and fun!
"The only private excursion to see the island in the afternoon. Drive your own buggy or Jeep and see the best island sights. Follow up with a sunset oceanside dinner with lobster!"
The best deluxe private island highlights excursion driving your own buggy or Jeep. Sightseeing, snorkel, ruins, beach break and more choices all followed by a oceanside sunset lobster dinner.
"Great Parasailing at Allegro Resort Cozumel!"
Enjoy Parasailing from famous Allegro Resort, fly on a 600ft line high above the Cozumel's coastline and pristine beaches!
" Learn How to Surf in Cozumel on Your First Try! "
Beginners introduction to surfing! Learn from the pro and in a few easy tries you will be standing up and surfing! Come ready to have a fun time.
"Beautiful Resort, North End of Cozumel Island, Sandy Beach, All Inclusive, All You Want Food and Beverages"
Great, uncrowded location, all you want food (buffet and ala carte), open bar (international and domestic),
snorkel gear included!
2 reviews
"Cozumel SCUBA Diving at two of the best coral reefs!"
See the beauty of the second largest Barrier Reef in the world in Cozumel on your 2 tank SCUBA dive tour!
"Great Parasailing at Occidental Resort Cozumel!"
Enjoy Parasailing from famous Occidental Resort, fly on a 600ft line high above the Cozumel's coastline and pristine beaches!
2 reviews
"Walk on the bottom of the sea just 20ft down on this Cozumel Blue Water Sea Trek Helmet Diving Cruise Excursion!"
Wear glasses, don't want your head wet but still want to get in the water? This Sea Trek Excursion in Cozumel is for you! No swimming skills needed either.
"Great Introduction to SCUBA Diving for Snorkelers Ready for More Excitement"
Tired of snorkeling and want to give SCUBA a try? This is a beginners introduction to diving!
" Experience Snuba - just like SCUBA diving but as easy as snorkeling. No experience required! "
A thrilling underwater adventure at Chankanaab Park that is great for whole family. SNUBA diving and snorkeling tour in Cozumel!
1 review
"You choose the amount of time you want to snorkel and relax at the beach club!"
Bargain priced! Everything you need to have a great time...unlimited shore snorkel time, beach facilities, a fun time in Cozumel!
"The original one and only Amazing Cozumel Race: Join the action - just like on TV!"
Part adventure, part clue solving, part clever wits. This is an interactive fun Amazing Cozumel Race Excursion for all ages! All you need is a willingness to have a great time!!
2 reviews
"Great Jet Ski Riding either single or double rider!"
Take out a 750cc jet ski from Mr. Sanchos Beach Club into the crystal blue waters of the Caribbean and enjoy the beach club facilities afterwards.
"Cozumel's Only Jungle Adventure Eco Park!"
The perfect choice for several activities in the same place: swimming pool, kids area, ATV's, horseback riding, zipline, paintball and more !
"Parasailing from Mr. Sanchos Beach Club...Fun on the beach and above it!"
You have the choice to do this parasailing excursion as a separate activity or you may choose to add it on to your Mr. Sanchos All Inclusive Package!
"See it all...Snorkeling, Lunch, Punta Sur Park, mini Beach Break, Mayan Ruins and more."
Not sure what to do? Do it all on this Jeep excursion...see Mayan ruins, visit Punta Sur Park, do some great snorkeling from shore, enjoy lunch on the beach and have a mini Beach Break too!
2 reviews
"Easy to learn and fun for all!"
Join in the fun on the coolest water sport around…Stand Up Paddle or SUP.
"Enjoy a great round in a paradise setting."
The best golf excursion on the island at the famous Cozumel Country Club.
2 reviews
"Fly through the air...safe adventure!"
Not only do you get a fun, adrenaline filled Zipline adventure, you also get all the great activities to do within the Eco Park.
"Explore the lush jungle on your ATV tour in Cozumel!"
We invite you to experience off-road trails on your own all-terrain vehicle, then rest and relax on the beach at a beautiful, and exclusive resort. This excursion offers both as a way to experience this beautiful island of Cozumel.


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|Looking down at the ground.
If I had been here all winter long watching, hauling wood, driving, walking, trying to get from here to there, all the while musing about the whereabouts of the sun, I might not be interested in this morning's snowfall. Except to sneer at it, to bear it, perhaps to dream of being elsewhere. But this morning I feel thankful for the snow and this touch of winter, this touch of spring, all wrapped up in one lingering dawn.
I left this cabin for six and a half months and no harm came to it. Nobody looked after it, no one was here but for the plumber who came in October to turn off the water and clear the pipes and the plumber who came in April to turn the water back on. There is much evidence of deer frequenting the yard, and now Josie feels a need to correct that situation. Every evening when the deer come by to pick at the dry grass and to stare at us through the kitchen window, Josie whines and runs between the window and the door until I open the door. He flies out, flies off the porch, and the deer stop chewing, look up as if caught by surprise, weeds dangling from their lips. They turn quickly on spindly legs, raise their tails in alarm, show their white flags, leap far and wide and away through the fields. Josie follows. Streaks low to the ground. But he senses a border and once the deer cross it he turns back, becomes border patrol, very officious, very stern. Eventually he returns to the porch, but not before stopping at that one little spot in the yard that smells pretty good, good enough to roll in. His six-inch-long legs kick high in the air.
|Hey Josie! Nyah nyah!
And so we are home. Two thousand, four hundred and thirty two miles later, we are home. Six and a half months, and five days later, we are home.
|First, we needed a fire.
We left California March 31 before sunrise, and by sunrise we were somewhere beyond the L.A. Conglomerate of Highways at a sad, dirty gas station on I-15 in a dry, dusty town sopping up cat pee from various things and surfaces in the van as somehow Elliott had become so freaked out he behaved unlike himself and peed in a terribly inappropriate place at an equally inappropriate time. To use the bathroom in this sad, dirty place I needed a coin of some sort and rather than investigate further I simply turned away in disgust. We found another equally sad and decrepit gas station about 30 minutes up the road and at least I did not have to pay—but perhaps if I had they could have afforded soap and towels, but now, what does it matter? Farther up the road again we stopped in Las Vegas at The Farm and Josie caused a stir among the peacocks. We unloaded an order of candles and collected some cash. End of Day One.
|Later, there were hijinks at the motel.
|Driving through Utah is pretty amazing.
The next morning we walked over to a vet's office. We waylaid the receptionist as she was about to open up but dawdling, as she had a cigarette to finish. We launched into our disappearing-tick-and-travel story. She listened. She relayed the story (or some version of it) to the vet. The vet agreed to see Josie. She commented on his good behavior and then, after weighing him, his weight, which apparently was four pounds over "ideal." Perhaps, we concurred, it was avocado weight, picked up in California, easily shed back in Michigan. Anyway, ticks do not burrow into dogs' necks, she said. This just looks like a scab. But, to be on the safe side, and just in case the tick's mouth is in there (sometimes the mouth does fall off, or, more accurately, the body falls off while the mouth hangs on), she swabbed the scab with antiseptic. And we left with a vial of antibiotics.
Going through the Rockies, Elliott freaked out. Apparently, for this cat, four cross-country trips is just one too many. As we crossed the summit at Vail, he stood at the van's passenger window and screamed: "I'm mad as hell! I can't take this anymore! Yikes! What the heck was that flying by! What's that noise! Is that snow?!? Mountains? Where are we? Where are we going? Arg!!! I gotta pee! Get me outta here!"
But, once through the treacherous Rockies and after a stop for a fresh roll of paper towels, we sailed along without incident arriving safely in Cozad, Nebraska, where we hunkered down for the night. End of Day Three.
|Meanwhile, this is how Josie traveled..
In the morning, Elliott and I had a short, serious discussion, and all through Nebraska and Iowa and the stop at the bee farm to pick up 200 pounds of wax and then on to Skid Row Motel in Cedar Rapids, Iowa, Elliott was his old self. He stayed by my feet, tucked back up, just a little bit, under the seat. End of Day Four.
|The Windmill of Cozad.
Driving from Cedar Rapids on home was easier than I thought it would be. We were off the interstate and that proved an improvement. Less traffic, fewer trucks. We cut a diagonal through northeastern Iowa into southwestern Wisconsin crossing the great Mississippi at Dubuque. Wisconsin's bluffs and crags reminded me briefly of Utah, but all in all, the difference between here and there is vast. Once east of Colorado, every few miles it seems there is a farm, a ranch, a small town; people and what passes for civilization; a clean restroom, a diner, gas. There is earth, dirt, grass, stubbled fields, and windmills. Cattle and cows, goats and sheep, horses and hogs. That stretch of driving between Nevada and the Rockies is probably my favorite due to the scenery, and there are two stretches of road where one is warned: No Services for 100 miles (or so), and a bit later No Services for 60 miles (or so). In other words, there is nothing there. Nothing. NO SERVICES. Nothing. But such fantastic rock. And a fairly empty road.
There is much more traffic in Nebraska and Iowa and even in Wisconsin, on a Saturday, heading straight north from Madison.
The last stop was to be a Walmart in Rhinelander to pick up food and supplies for our first few days home. But I never saw it, never saw that big blue and white sign, and that could be because as we passed through Rhinelander Elliott started shifting around, creeping forward, encroaching on the gas and brake pedals. Elliot's no lightweight, and I had not only to speak sternly to him but to shove him (gently) with a foot, then two, then a hand. So I was preoccupied. Is there actually a Walmart in Rhinelander? And did you know that past Rhinelander, as you continue north into Michigan, there is not much opportunity for shopping? Like nothing. Fortunately, though, Nordine has a grocery in Watersmeet, and perhaps that worked out better than Walmart. I was a bit punchy, after all, and the cashier at Nordine's was kind.
So, finally, next stop home, until, that is, we had to stop in Nisula for a rafter of turkeys crossing the road. A veritable gang of gobblers.
|Did I mention there is still snow in Michigan?
End of Day Five.
Usually these past few months on a Wednesday I would be visiting my mother. It feels a little strange not to. Not to be sitting next to her by the koi pond saying nothing about something or something about nothing. Or just sitting. In the sun. I am happy to be home, but I miss time with her. She is yet in California, enjoying the sunshine.


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Miss a workout? Come make it up or come in and work on some mobility or a skill or just rest up for tomorrow's WOD. Don't overdo it today if you're not making up a WOD.
This is a good day to come in and work on those skills you have a hard time with. There are progressions to those skills.


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This is the first post in a series detailing the principles that guide high performance growth teams. Subscribe here to get the rest of the series.
If there could only be one principle among our growth team, I think it would be this:
Be The Best At Getting Better
That one principle runs through everything that we do as a growth team day in and day out.
The Long Run
So much emphasis these days is placed on "The One Hack That Grew My Startup %5,243" Those headlines cause a very short term mentality pursuing silver bullets. But growth is about the long run. Startups are about the long run.
For our growth team, it isn't about a single experiment a single tactic. Our focus is that every individual thing we do, is a step forward to getting better at executing as a team and learning about our customer, channels, and product. Learning is a competitive advantage in growth. If you learn and apply those learnings faster than your competitors, you will grow faster over a given period of time. If we do that better than anyone else, we will win in the long run.
What You Can Control
One of my favorite books has to be The Score Takes Care Of Itself from famed San Francisco 49ers coach Bill Walsh. The season before Bill Walsh took the 49ers coaching gig their record was dismal 2 - 14. The team was embarrassingly bad. In the following ten years Walsh ended up leading the 49ers to win 6 division titles, 3 NFC championships, and 3 Super Bowls. Not bad.
Did Bill Walsh set division titles, championships and Super Bowls as goals for the team? Kind of the opposite…
"The first thing I did was approached building the 49er organization with an agenda that didn't include a timetable for a championship or a winning season. Instead, I arrived with an urgent timetable for installing an agenda of specific behavioral norms - actions and attitudes - that applied to every single person on our payroll."
With any company or product you can set all sorts of goals and dreams. But at the end of the day there are thousands of variables that you can't control. Specifically in growth:
1. Customer acquisition channels are always changing.
2. Competitors are always are always entering the market.
3. The needs and desires of your target audience are always evolving.
What you can control is yourself and your team. You control how effective your team is, how well you know your channels and customer, and the rate at which you are improving. Focus on what you can control, being the best at getting better.
Dealing With Failure
You tend to have more failures than successes working on growth. It's a natural result of a highly experimental process. This can wear and tear mentally and emotionally on the team. After all, who wants to spend more time failing than succeeding?
One important way to deal with this is to not think about it as constant failure and instead take the mindset of of constant improvement. If an experiment doesn't improve our numbers it isn't considered a failure for our team. True failure is if we don't learn anything that helps us get better.
How We Implement
There are three primary areas where we implement this principle.
The Process
Our daily and weekly process as a growth team is very important. The process guides how we come up with new growth ideas, how we prioritize those ideas, how we design efficient and quality experiments, how we analyze those experiments and how we apply learnings to this never ending cycle. This process is specifically designed to make sure that we are constantly getting better in a few ways:
1. Experiment Analysis
Probably the most important piece of the process is how we handle experiments. Every time a growth team member runs an experiment they are required to write up an analysis of two things.
a. What Happened
This typically comes down to the numbers. Did the experiment improve or decrease the numbers? By how much? What was the difference between the result and our prediction? What type of longer term effect does this have on our growth? Etc, Etc.
b. Why Did It Happen
I can't harp on this enough. You must ask the question, why? Why did the experiment succeed or fail? Why did it massively out perform (or under perform) expectations? If you don't ask this question, then you are just mindlessly roaming through experiments.
2. Sharing The Learnings
Every experiment doc containing results and analysis is fully public to the entire team (not just the growth team). If someone wants to know what and why something happened it is a couple clicks away. This also helps make sure that new team members have instant access to a trove of historical learnings.
3. Applying The Learnings
With every experiment the owner has to talk about how the learnings can be applied moving forward. There are typically two ways to do this:
a. Adding any new experiment ideas based off the learnings to the backlog
b. Adjusting our priorities for experiments in the backlog based off the learnings
If we do these two things, over time we should hypothetically be focusing on better and better experiments as we build on a bigger more accurate base of learnings.
4. Focus Of Meetings
We have one meeting as a growth team every week. The focus of those meetings is not what happened in the prior week and what we are focusing on this week. The focus is about the prior week's learnings, and why we are focusing on the planned items for the upcoming week. To emphasize this each meeting starts with each team member going through what they learned the prior week about our customer, marketing channels, or product.
The Team
Getting better working together as a team is the second area we apply this principle. Here are some of the tactical things we do to reinforce this:
Stepping Back
It is easy to get in the rhythm of being heads down and never look up. To avoid this, approximately every 4 months the growth team takes a day to step back and discuss how we can become more effective. We explore questions like:
- How can we make the process more effective or efficient?
- How can we get better at communicating learnings to each other?
- Are there skill sets on the team that we are missing that would help us be more effective?
- What are the highest ROI things we have done? How can we do more of them?
- What are the lowest ROI things we have done? Why did we do them? How do we avoid doing more of them?
Team Composition
One obvious place to improve the effectiveness of the team is hiring. I am constantly thinking about what type of people we can add (or in unfortunate circumstances, remove) to the team to improve our overall effectiveness.
Hiring for growth can be difficult. There aren't a ton of people out there who have significant experience working on growth. Instead, we have a raw set of attributes we look for in every person (something I will talk more about in later posts) that make someone specifically good to work on growth. Getting better at picking those attributes and vetting for them in the hiring process is never ending.
The Individual
If I had the luxury of spending my time on only one thing as a manager it would be helping all the individuals on my team learn and progress their skills. We apply the principle of being the best at getting better for each individual. This comes from two directions. One, individuals taking the initiative to continually improving themselves. Two, me helping each individual get better.
1. Personal OKRs
We set team goals using OKR's (Objectives and Key Results). Something new we are trying is also setting personal OKR's every quarter. Each team member chooses an area they want to get better at. I help them devise quantitative goals to measure progress, come up with a roadmap to achieve them, connect with people and resources to achieve the goals, and more. The goals are also shared among the team so we can help each other.
2. HubSpot's $5K
As part of the broader HubSpot culture, every employee gets $5K/year to spend on courses and materials related to personal improvement and professional development. It helps remove a barrier and we encourage people to spend it. It is probably the best benefit at HubSpot IMO and was in place before I started working there.
3. Self-Learners
One of the traits we look for in growth team members are natural self learners. People who are hungry to learn more and have a history of taking action on it. I've found it is hard for me to have a substantial impact on helping people improve if they don't have the motivation to do at least some of it themselves.
4. Growth Team Classes
Another new thing we are implementing is running lunch classes for the team. These topics range from specific growth skills to leadership skills. Any team member can lead a class. We'll also be getting external people to come in and speak about a topic as well.
5. Weekly 1 on 1's
I hold weekly 1 on 1's with each growth team member to discuss the most important thing that is on their mind. A lot of things are discussed in these meetings, but one of the most common is what each team member is interested in learning and the best way we can execute on that.
6. Weekly Readings
It is important for team members to learn from others besides myself. But at the same time there is a lot of crappy writing out there on growth. Every week I send out 2 - 3 blog posts or resources on a variety of growth related topics as a way to introduce everyone to other quality resources about growth.
7. Skills Roadmaps
An additional tool I use are skills roadmaps. A skill roadmap lays out topic tracks (Leadership, Data Analysis, Marketing Channels, etc). Within each topic track are individual skills. With each individual skill I give the team member a rating of where I think they are at. I don't use this tool with every team member. For some people it provides a level of detail that can be uncomfortable and overwhelming and it ends up being a distraction rather than a constructive conversation. But when it is a right fit it can help accomplish a few things:
a. Most people have an idea of where they want to go, but don't know how to get there. The Skills Roadmap provides a clear path of the skills they need to obtain to get where they want to go. The roadmap isn't perfect. I don't know what is perfect for everyone. But having some type of path to iterate off of is better than having nothing.
b. It helps make a person's progress (or lack of progress) more concrete.
c. It highlights the biggest area of improvements.
8. Other Ideas
We have come up with a bunch of other ideas on how to keep implementing this principle. Other ideas include doing Pair Experiments (similar concept to pair programming), a team book club, and company swaps (swap growth teams with another company for a day). As we grow as a team we will continue to test and implement these ideas.
This is the first post in a series about the principles that guide high performance growth teams. Subscribe to my blog if you want to make sure you don't miss out on future posts.


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In its Judgment of 24 May 2016 in MT Højgaard and Züblin, C-396/14, EU:C:2016:347, the Court of Justice of the European Union (CJEU) ruled on whether the principle of equal treatment of economic operators must be interpreted as precluding a contracting entity from allowing an economic operator that is a member of a group of two undertakings which was pre-selected and which submitted the first tender in a negotiated procedure for the award of a public contract, to continue to take part in that procedure in its own name, after the dissolution of that group due to the bankruptcy of the other partner.
This case is important because, even if it is based on the 2004 EU utilities procurement rules (Dir 2004/17), it makes general statements that carry over to public procurement covered by any other set of EU rules (notably Dir 2014/24), or even simply covered by the EU general principle of equal treatment and non-discrimination--thus pervading (almost) all instances of procurement at Member State level. Also of note, the MT Højgaard and Züblin Judgment explores the implications of the application of the principle of equal treatment for intra-tender competition and supports a flexible approach to the modification of bidding consortia that seems to be clearly pro-competitive. However, the CJEU's reasoning in the specific case comes with some difficulties attached, particularly in terms of the desirability of bidding consortia beyond the specific tender and the compatibility of EU public procurement and competition law.
Findings of the Court
In MT Højgaard and Züblin, the CJEU was presented with a case where a contracting authority was running a negotiated procedure with a prior call for competition, and where the contracting authority indicated that it wanted to proceed to negotiations with between four and six candidates. It received expressions of interest from five candidates, which included both the group consisting of MT Højgaard and Züblin ('the Højgaard and Züblin group') and the group consisting of Per Aarsleff and E. Pihl og Søn A/S ('the Aarsleff and Pihl group'). The contracting authority pre-selected all five candidates and invited them to submit tenders. One of the pre-selected candidates subsequently withdrew from the procedure.
There are some procedural complications due to the parallel existence of the domestic bankruptcy proceedings but, for the purposes of our discussion, the relevant fact is that Pihl entered into bankruptcy prior to the submission of the tender, which de facto implied the dissolution of the Aarsleff and Pihl group, but Aarsleff decided to proceed as a solo tenderer. The contracting authority was thus left with two options: (a) to consider that Aarsleff was not qualified on its own merits and to carry on with the negotiated procedure with 'only' three tenders; or, conversely, (b) to consider that Aarsleff could benefit from the qualification of the group to which it initially belonged and go forward with its desired minimum of four tenders.
After some analysis, the contracting authority 'informed all the tenderers of its decision to allow Aarsleff to continue to take part, alone, in the procedure. [It] explained that decision by stating that Aarsleff, which was the leading contracting company in Denmark in terms of turnover for the financial years 2012 and 2013, satisfied the conditions required for participation in the negotiated procedure, even in the absence of the technical and financial capacities of Pihl . In addition, Aarsleff had taken over the contracts of more than 50 salaried staff of Pihl, including the individuals who were key to the implementation of the project concerned' (C-396/14, para 14). Aarsleff was thus allowed to submit a tender and, after a further round of best and final offers between the three better placed tenderers, it was awarded the contract. Unsurprisingly, the Højgaard and Züblin group challenged the award decision.
As we will see, allowing Aarsleff to progress to the negotiation phase as a solo tenderer raises two separate issues: 1) whether Aarsleff needed to team up with Pihl at all in order to participate in the negotiated procedure [notably because, as confirmed by the referring Danish public procurement complaints board, 'on the basis of the information provided concerning Aarsleff, that company would have been pre-selected if it had sought an invitation to take part in its own name instead of doing so through the intermediary of the Aarsleff and Pihl group', para 18]; and 2) whether Aarsleff's technical standing was being reassessed at a point where no other candidates or potentially interested undertakings were having their technical standing assessed, which would in itself be a competitive advantage. However, the CJEU does not really focus on either of these issues in detail and the test it creates seems to miss some important analytical issues--which assessment is too conveniently left to the referring authority.
Rather, the CJEU focuses on an analysis of the situation as a modification of the composition of the bidding consortium formed by Aarsleff and Pihl. In doing so, the CJEU resorts to its case law in Makedoniko Metro and Michaniki (C‑57/01, EU:C:2003:47) and considers that in the absence of EU and Danish rules on the composition of bidding consortia, 'the question of whether a contracting entity may allow such an alteration must be examined with regard to the general principles of EU law, in particular the principle of equal treatment and the duty of transparency that flows from it, and the objectives of that law in relation to public procurement' (para 36). It then carries on with such an assessment and, fundamentally, determines that
38 The principle of equal treatment of tenderers, the aim of which is to promote the development of healthy and effective competition between undertakings taking part in a public procurement procedure, requires that all tenderers must be afforded equality of opportunity when formulating their tenders, and therefore implies that the tenders of all competitors must be subject to the same conditions ...
41 ... [the rules on qualitative selection] may be qualified in order to ensure, in a negotiated procedure, adequate competition ...
42 ... the contracting entity considered that there should be at least four candidates in order to ensure such competition.
43 If, however, an economic operator is to continue to participate in the negotiated procedure in its own name, following the dissolution of the group of which it formed part and which had been pre-selected by the contracting entity, that continued participation must take place in conditions which do not infringe the principle of equal treatment of the tenderers as a whole.
44 In that regard, a contracting entity is not in breach of that principle where it permits one of two economic operators, who formed part of a group of undertakings that had, as such, been invited to submit tenders by that contracting entity, to take the place of that group following the group's dissolution, and to take part, in its own name, in the negotiated procedure for the award of a public contract, provided that it is established, first, that that economic operator by itself meets the requirements laid down by the contracting entity and, second, that the continuation of its participation in that procedure does not mean that the other tenderers are placed at a competitive disadvantage.
45 In the main proceedings, it must, first, be stated that it is apparent that had Aarsleff, alone, made an application for an invitation to take part in the procedure, it would have been pre-selected ...
47 Last, as regards the fact that, after the dissolution of the Aarsleff and Pihl group, Aarsleff took on the contracts of 50 salaried staff of Pihl, including individuals who were key to the implementation of the construction project concerned, it is for the referring court to determine whether Aarsleff thereby acquired a competitive advantage at the expense of the other tenderers (C-396/14, paras 38-47, references omitted and emphasis added).
There are some initial remarks to make in view of this. First, the CJEU continues to be largely captured by the trap of tender-specific reasoning when it indicates that 'the aim of [the principle of equal treatment of tenderers] is to promote the development of healthy and effective competition between undertakings taking part in a public procurement procedure' (para 38, emphasis added). This is so because the CJEU fails to take into account that modification of procedural requirements (such as qualitative selection) once the tender is on-going can have discriminatory effects against interested undertakings that decided not to participate in the tender due to the requirements now being modified.
More importantly, the CJEU seems to give great weight to the fact that the contracting authority had determined that, for there to be effective competition in that specific tender, 'there should be at least four candidates in order to ensure such competition' (para 42). This is troubling both because the establishment of a bracket of four to six candidates is an arbitrary decision and it is hard to accept that having three offers is insufficient in the specific tender while the contracting authority decided to have a round of final and best offers precisely with three tenderers only.
Thus, from a material point of view, the way the CJEU conceptualises the relevant competitive framework (as intra-tender, and subject to the minimum participation of four candidates) is very artificial. Nonetheless, these issues do not seem to weigh too heavily in the actual reasoning of the CJEU, which imposes a flexible approach to the rules on modification of bidding consortia, subject to respect for the qualitative selection requirements imposed by the contracting authority (ie, no selective/preferential waivers), as well as the absence of competitive advantage.
changes in the composition of bidding consortia prior to award,
even when they are only a duo
In abstract and general terms, the approach taken by the CJEU should be welcome because it focuses on the creation of the maximum possible flexibility so as to preserve (intra-tender) competitive pressure. This is something I had broadly advocated for:
Member States should depart from formal criteria based on rigid interpretations of the principle of equal treatment in designing their domestic provisions on bidding consortia—such as rules regulating their composition, their modification, etc. Rules on bidding consortia should adopt a pro-competitive orientation and, consequently, should foster participation of consortia to the maximum possible extent permitted by competition law. In this regard, the general criterion should be to allow the most flexible solutions unless their implementation could be materially negative for the development of the tender process. Along these lines, in relation with, for example, modifications of a group of contractors—such as the inclusion of new members, exclusion or substitution of previous members, re-allocation of shares to the consortium, or of responsibilities and tasks, etc—these should be allowed under national public procurement rules if they are not material, in the sense that the modified composition or internal rules of the consortium have not altered the contracting authority's decision to qualify the group or to allow it to proceed to any of the stages of the procurement process already conducted. It is submitted that this flexibility should go as far as to allow for the substitution of a consortium with one of its (leading) members, as long as it can prove that it still fulfils all the relevant requirements set by the tender specifications and documents (for instance, by subcontracting to the former members of the consortium or with equally acceptable or equivalent third companies)—since, at least functionally, the group of undertakings involved in the tender would not be materially altered, even though the distribution of risks, responsibilities and benefits amongst them might have significantly changed. Such flexibility is required by the need to favour the continued participation of consortia (or, at least, their core members) in the tender process, since it increases competition and enhances the chances of the public buyer obtaining value for money [A Sanchez-Graells, Public procurement and the EU competition rules, 2nd edn (Oxford, Hart, 2015) 339, footnotes omitted].
However, the issue here is that, in the specific case, it is unclear how Aarsleff could simultaneously have been qualified without resort to Pihl's specialist technical capabilities (particularly, in terms of human resources), and at the same time the fact that it took over the contracts of 50 of Pihl's employees is relevant in terms of ensuring that the changes to the consortium are not material for the purposes of allowing it to proceed as a solo tenderer. Without more details on the case, this is difficult to assess this issue, but it would seem that for Aarsleff's to meet the qualitative selection criteria on its own, it should have demonstrated to have capacity to carry out the specialist bits of the project independently. If this is true, then it would seem that Aarsleff and Pihl's consortium should not have been allowed at all, due to the uncompensated restriction of competition implicit in such type of teaming arrangement (see below).
However, if Aarsleff had not demonstrated specialist capabilities at qualitative selection stage (because it was not a qualitative selection requirement) and this is only assessed at award stage, it seems that allowing it to rely on the fact that it took over employees from Pihl is a borderline case of conflation of selection and award criteria (not allowed under the rules of Dir 2004/17, but now allowed under the 2014 public procurement package). This can be problematic on its own, but the case does not provide enough information to assess it. At any rate, though, what seems very clear is that the contracting authority seemed to take a "dynamic approach" to the assessment of the technical capabilities of Aarsleff (first as part of the consortium and then on its own, but having taken over part of Pihl's workforce), which seems to create a competitive advantage per se [or, at least, to warrant a very close scrutiny, as stressed by AG Mengozzi in his Opinion (EU:C:2015:774, paras 80-82, not available in English)].
By not establishing this in clear terms and including this concern only as a caveat of the main test created in the MT Højgaard and Züblin Judgment, the CJEU leaves the assessment open to the consideration of the referring Danish complaints board. In that regard, it is important to stress that, in the latter's view,
[the contracting authority] laid down minimum conditions as to quality with respect to the technical capacities of the tenderers and was to undertake a qualitative assessment of the applications only if their number was greater than six. Aarsleff could therefore have been pre-selected in its own name, without being part of the Aarsleff and Pihl group. The fact that Aarsleff took the place of that group had, moreover, no effect on the situation of tenderers, in so far as none of the candidates was excluded in the pre-selection phase and none would have been rejected if Aarsleff itself had applied for an invitation to take part (C-396/14, para 19).
This may well lead the Danish complaints board to conclude that Aarsleff did not gain any competitive advantage over the other candidates participating in the tender. If nothing else, from the beginning, they knew that the capacities of Aarsleff and Pihl would be combined to submit a competing tender. The fact that Aarleff did that under its own name rather than in the name of the group could be seen as a formality without any practical relevance.
However, the broader point is that, once more, this type of reasoning can be affected by the trap of tender-specific reasoning. If it had been foreseeable for undertakings that decided not to participate in the tender that they would only need to demonstrate specialist technical capacity at tender award stage, then this is correct. However, if it would have been the reasonable interpretation that interested economic operators had to demonstrate such specialist capacity at qualitative selection stage, then the analysis would be wrong by failing to identify the discrimination/ disadvantage/ unequal treatment of potentially interested candidates that decided not to participate in the tender.
Thus, it would seem legally sounder to decide the case on the basis of whether the possibility to demonstrate that capacity at tender-specific level (ie award stage) was foreseeable ex ante (and legal, which seems difficult to justify on the basis of Dir 2004/17 and the Lianakis line of case law that controlled its interpretation), rather than whether it is discriminatory ex post. In any case, however, there is the broader issue that the CJEU does not tackle head on, and this is whether the Aarsleff and Pihl's consortium should not have been allowed at all due to its potential incompatibiity with competition law, which requires some attention.
the desirability of bidding consortia more broadly; did the CJEU miss it?
Overall, and from a logical perspective, the discussion on the rules applicable to changes in the composition of bidding consortia and their permissibility necessarily comes second to the broader question of the desirability of bidding consortia in themselves. In my view, this should be assessed under the following framework:
public procurement rules on teaming and joint bidding should be in perfect compliance with article 101 TFEU on agreements between undertakings and its case law—since public procurement rules cannot establish derogations or carve-outs to this fundamental provision of primary EU law ... In this regard, teaming and joint bidding must be seen as instances of collaboration between undertakings and, consequently, should be prohibited if they have as their object or effect the prevention, restriction or distortion of competition (ex art 101(1) TFEU), unless (i) they meet the requirements for the legal exemption of article 101(3) TFEU, (ii) they can be considered de minimis, or (iii) they are otherwise exempted from the general prohibition. Of particular relevance here will be the interpretation that should be given to article 101(3) TFEU in the field of public procurement—ie, what requirements should be met by efficient teaming and joint bidding agreements to benefit from the legal exemption. In this regard, it should be noted that—provided the conditions regarding the indispensability of the restrictions derived from the agreement, and regarding the preservation (rectius, non-elimination) of competition in the market are complied with, so that teaming and joint bidding agreements do not distort competition in the market—otherwise restrictive consortia agreements are desirable if they expand the number of candidates or tenderers (ie, if they are concluded between firms that do not have the economic capabilities to undertake the procured contract individually) and/or if they intensify the competition between existing candidates or tenderers (ie, if they improve upon the participants' efficiency to the benefit of the public buyer). Therefore, the relevant criteria from a competition law perspective seem to be that teaming and joint bidding must contribute to intensifying competition within the tender while not generating significant competitive distortions in the market—eg, not generating significant exclusionary effects or otherwise imposing unnecessary restrictions on the market behaviour of the parties to the consortium agreement [Sanchez-Graells, Public procurement and the EU competition rules (2015) 338-339, footnotes omitted and emphasis added].
In this specific case, and on the basis of the limited information available in the MT Højgaard and Züblin Judgment, there seems to be a prima facie case to consider that Aarsleff could have participated in the tender on its own and, consequently, there was no justification for it to team up with Pihl if it was a potential competitor, or to prevent the creation of valuable subcontracting relationships between Pihl and third parties. At the very least, Aarsleff should be required to demonstrate and justify the advantages that it intended to achieve with its collaboration with Pihl and how these would have (or indeed have) been passed on to the contracting authority.Thus, a more detailed assessment would be necessary to determine whether the formation of the Aarsleff and Pihl group was in itself restrictive of competition--eg by allowing Aarsleff to 'grab' the specialist technical capabilities of Pihl in order to prevent it from teaming up with a potential competitor or to compete for the contract on its (if it had the necessary capacities)--or not. This is something only the Danish complaints board can do at this stage, if at all.
Final Comments
Overall, it can well be that all the issues discussed here are simply apparent problems derived from the very stylised version of the facts available in the MT Højgaard and Züblin CJEU Judgment. However, in my view, they serve as a cautionary tale against the adoption of seemingly competition-friendly solutions to deal with specific public procurement issues, without previously checking that the competitive situation is not conceived in an artificial manner (ie the need to avoid the trap of tender-specific reasoning) and that the more general compatibility between EU public procurement and competition law is ensured.


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BC: Thanks for reading :)
FC: Similes & Metaphores with Justin! | By: Angel Lynn Redkey
1: A smilie is a figure of speech that expresses a resemblance between things of different kinds | A metaphor is a figure of speech in which an expression is used to refer to something that it does not literally denote in order to suggest a similarity
3: He was like the Statue of liberty! | He was as tall as the Statue of Liberty
5: His eyes are like stars in the moon light! | His eyes made the stars look like they aren't shining
7: He is like a bee, ALWAYS busy | He is as busy as a bee


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The following is a summary of the breakout session "Next Steps for Women's Leadership in Japan" at the 2015 U.S.-Japan Council Annual Conference in November 2015.
(L-R) Hon. Kelly R. Welsh; Ms. Margot Carrington; Mr. Yukihiro Otsuka; Ms. Merle Aiko Okawara; Mr. Takayuki Kawashima; Ms. Susan Morita and Mr. Yuta Hasumi
Following an introduction by Mr. Yuta Hasumi, Head of Diversity & Inclusion, Japan, AIG Japan Holdings, Ms. Margot Carrington, Minister-Counselor for Public Affairs, U.S. Embassy Tokyo, spoke about the great momentum and enthusiasm for working women that has recently appeared in Japan. She also commented on the widespread recognition of the concept of Womenomics.
Ms. Carrington then described her proposal to the State Department on why women do not succeed enough in senior positions, which was fueled by her experiences in Japan. She looked at best practices across the United States and one of the key findings was that even if more women are brought into organizations, they still do not advance to the highest positions. She made specific suggestions for this in terms of training and mentoring, work-life policies, and career options. She also noted the importance of benchmarking against other organizations.
Mr. Yukihiro Otsuka, Deputy Director-General for Gender Equality Policy, Cabinet Office, Japan, outlined the developments in Japan for women's empowerment. He showed a graph that displayed the discrepancy between women who want to work and the number in the work force. About 3 million women who wish to work are not able to. There are many reasons for this, but often the reason is that women feel compelled to give up their jobs for childcare. Mr. Otsuka said that the figure of three million shows a waste of the talent of women.
Mr. Otsuka then outlined the Equal Employment Opportunity Law in Japan, but noted that there are still numerous challenges. In the past, the Government of Japan was not able to regulate the private sector, but now it will make concrete requirements for companies for recruiting and promoting women employees. This information must be disclosed and companies that fall short will be required to step up their efforts. The guidelines will be published in the near future, and support will be given to companies that create their own private plans.
Ms. Merle Aiko Okawara, Chairman, JC Comsa Corp., said that she struggled for years after establishing her company. In the days when Japan was flourishing, gender issues and the difficulties faced by women, minorities, and foreign people in starting businesses were generally ignored. Ms. Okawara then outlined specific efforts in her own company to advance women. When she first examined her company, she found that 12% of employees were women, with 3% in middle management. She realized that it was her job as the company's leader to make a change, so she implemented monthly reports on the status of women and made sure departments were held accountable for the results. She also described her company's positive work conditions, including the fact that employees do not have to work long hours, women are not required to leave after having children and are allowed to come back to their former posts, and there are no differences between full-time and part-time employees.
The Hon. Kelly R. Welsh, General Counsel, U.S. Department of Commerce emphasized that productivity in Japan would flourish with more women in the workforce and in leadership positions. He stated that diversity leads to better outcomes for businesses, and noted that this is a challenge not only in Japan but also in the United States.
Mr. Welsh emphasized the importance of policies in this area. In European countries, leave and daycare policies are more generous and in turn women participate in the workforce and in senior roles to a greater degree. Following the implementation of better policies, Google also saw an increase in women who stayed after becoming pregnant. Mr. Welsh also emphasized the importance of transparency, and cited Silicon Valley companies that are now disclosing hiring information on women. His final point was on practicality, and he noted that hiring processes should include at least one diverse candidate for senior management positions.
Ms. Susan Morita, Partner, Arnold & Porter LLP, stated that she has been involved in diversity efforts for many years. The first stage of efforts was getting representation, and there was also focus on retention and promotion. Currently, the word diversity is going out of style, and the focus is now on equity and inclusion. There is an important distinction between equity and equality, and recently discussions in the United States have centered on microaggression and microinsults. Ms. Morita noted the importance of challenging stereotypes and unconscious bias that disadvantage women in the workplace, and emphasized that leaders must be the ones to drive the participation and promotion of women.
Mr. Takayuki Kawashima, Board Member, Fathering Japan (NPO) & President, Mitsui & Co., Logistics Partners Ltd., said that men must be active in supporting women as they juggle work and childcare. He mentioned "ikumen" who are active in childcare, and said that male bosses must change their management style to support such men. He called for "ikubosses" who value work-life balance and care about families and their communities. Problems in Japan include meetings that are much too long and frequent, and "nomunication," the culture of creating work and business ties while drinking alcohol. However, Mr. Kawashima has observed marked improvements in policies for work-life balance, like having employees leave at 6 pm and use all their holidays.
Ms. Carrington said that her research showed that such measures have very positive effects, including increased employee motivation and business results. She then observed that some "ikubosses" can go too far when trying to help women, and can end up harming their careers by giving them smaller projects. She encouraged such bosses to consider the situation of each of their employees and to make proper judgments. Mr. Welsh agreed with Ms. Carrington, noting that sometimes women are given less difficult assignments because of mistaken beliefs held by managers that they have less capacity or time.
Ms. Morita then noted the need for objective, up-front criteria for resume consideration, which lessens unconscious bias. She also said that many Japanese companies are doing good work in supporting women, and called for more partnerships between U.S. and Japanese companies.
Mrs. Okawara then commented on a problem with the new law in Japan, noting that the great majority of Japanese companies have fewer than 300 employees and are thus not subject to disclosure requirements on women's participation and leadership. She also suggested that talented women become entrepreneurs, and called for more financial support from the government to support these women and small businesses that are spearheaded by women. Mr. Otsuka said that the small companies are not being ignored, and that different measures will be created for them. With regards to financial support for businesses, he noted the limited budget of the Government but said efforts will still be undertaken.
In response to Ms. Carrington's question about workplace culture, Mr. Otsuka said that leadership, men's mindsets, and concepts about families must change. He noted the importance of top leaders for effecting change, and also said that the Government of Japan will encourage men to take on more housework. Ms. Carrington noted that traditionally men are seen as the breadwinners and women as homemakers, and that a societal change must occur beyond a change in men's mindsets. Mr. Kawashima said that men must learn to think beyond their work lives, and consider whether they are happy simply working all day and then going out to drink with colleagues.
Ms. Carrington then mentioned the Governor of Hiroshima, who is well-known for taking paternity leave in Japan. She said that men who take paternity leave in the United States understand how difficult it is to take care of a baby and also show a greater interest in doing more for childcare and in the home.
A member of the audience commented on the wider cultural context that does not change with government policies. She asked about steps outside of institutionalized government policy to create better work environments and enhanced work-life balance for both men and women. Ms. Morita agreed that this is a challenge and said that it should start with individual people, especially senior management. She said that many U.S. corporations do not believe that such issues affect their bottom line and thus do not address them. Mr. Welsh emphasized the importance of transparency. Ms. Carrington said that during her research, she saw a list of the best companies for working mothers. Many companies desperately want to be on this list, and this shows the power of incentives to effect change.
A member of the audience described an initiative from Volvo, in which male employees gather for men-only training to discuss their fears concerning peer pressure from other men. They then receive mentorship from a woman employee. Mr. Kawashima mentioned that his organization hosts gatherings for men to discuss raising children.
A member of the audience said that when she came to Japan from Bolivia, she was shocked at the attitude toward women. She said that it is a society-wide problem, and that Japan does not allow women to challenge themselves and does not provide proper support in areas such as childcare. Ms. Okawara said that Prime Minister Abe is addressing these problems, including the opening of new nurseries.
Ms. Okawara then suggested focusing on the positive, and said that Prime Minister Abe's work has led male leaders to agree to address gender issues. She noted that she has been working on a list of women who are on the boards of companies. Although this was originally opposed by the Keidanren, now more information is being disclosed. The information shows that 1% more women are on boards than two and half years ago. Mr. Otsuka added that the Government of Japan considers all women, not just the women at the top, in its commitment to make a society in which women shine.
A member of the audience commented that the investment banking industry is very macho, but that he believes that women are better investors than men. It is very difficult for men to admit if they are wrong compared to women, which hinders their ability to handle their mistakes and cut losses. He said that it is helpful for investors if there is a stewardship goal for government organizations to show how much pressure they are putting on companies to change their policies.
Mr. Otsuka said that company plans must be disclosed, and that the Government of Japan will show the information so that companies can compare themselves with others. Companies that are not doing well will stand out and feel the need to do more. Mr. Welsh agreed that transparency about statistics on hiring and diversity factor into the decisions of investors. This can lead to consequences for companies that have bad track records, such as other companies deciding not to do business with them.
A member of the audience said she was impressed by a company where the percentage of women increased when looking at employees by seniority level. She asked about other such role models with more women then men on their boards. The panelists could not name any companies with 50-50 representation of women on boards. Mr. Okawara said that the average percentage of women in management in Japan is 10%, and that Abenomics aims to bring the percentage to 20%. Ms. Carrington said that the audience member's story would end the session on a bright note. She closed by stating that the U.S.-Japan Council is an excellent facilitator for two-way flows of information on issues concerning women.


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Using Your Time Effectively – Clearing the Clutter in Your Business
Does your desk look like an annex of the city dump?
Let's confront the clutter created by working with inefficient systems or no systems at all. You may like the idea of doing what you want to do when you want to do it and the way you want to do it, but your productivity, your sanity, and your bottom line may be suffering.
Some simple changes may radically improve all those aspects of your life.
Prioritize your tasks
Some people say that it is best to get your hardest task out of the way at the beginning of the workday when you're feeling fresh. That's the time when you have the most energy to complete the task, and you feel like you've accomplished something big so you will be less stressed as the day goes on. Other people like to finish a lot of small jobs first and build momentum as the day goes on. The more they cross off their to do list, the more productive and confident they feel. You should try out both ways to see which one motivates you. The one that works for you is the one you should stick with.
Use calendars or daily planners
You've probably seen a wide variety of calendars and planners available in any office supply store or department store. It would be a good idea to spend a little time looking at them to find out which one will work best for you.
First decide what type of system you're going to use and then find a calendar or planner that matches that system. You can use traditional paper and pen, or you could use an electronic PDA, or web-based application (Plan Plus Online by Franklin Covey is a very good application). Remember, though, calendars and planners only work if you use them; take them seriously and remember to schedule everything. Then check your planner before you make new appointments because your memory could be faulty.
It won't take long at all until using a planner becomes second nature. After a while you'll be happy you have it. It gives you fewer things to remember.
Limit your distractions
You are probably painfully aware of all the distractions we are constantly bombarded with. We all are aware of Facebook, Twitter, instant messaging, email, and even computer solitaire or other computer games.
This is where you have to rely on your own self-discipline to limit those things so that you can get your important tasks completed. Some people work well with music; if you're one of them, there is no reason to turn the music off. Most people don't work well with constant distractions whether they come in the form of people, email, or a ringing phone. You need to find a system to deal with these.
One thing you could try if you really enjoy these distractions is rewarding yourself with them after you've completed important tasks. A test you could perform would be to see how much work you accomplish when you turn off all the distractions, compared to how much you accomplish when distractions are going on. The results might surprise you.
Set a specific time to work on less important tasks
Just because less important tasks can be distractions, it doesn't mean they don't need to be taken care of. How you handle them depends on your nature. If you have a lot of discipline, you can intersperse things like e-mail or phone calls throughout your day for brief periods of time. But if you tend to stay on the phone for long periods of time because you enjoy it and not for productive reasons, then you may need to appropriate phone calls to certain times of the day after important jobs are finished and to time yourself while you're on the phone.
If you find it almost impossible to hit the delete key when you're going through your email, then you probably don't want to start your day with that. Email can act like a bright shiny object and make you afraid that you're missing something if you don't open every one. It's not exaggerating to say that email can eat up your entire day every day if you let it. If that's a weak area for you, only allow yourself to take care of it for certain amount of time every day. You could even set a timer and force yourself to complete your email within a certain number of minutes. This might be difficult at first, but it's something you'll probably catch onto pretty quickly.
If you work at home, another boundary you might need to set is letting your clients know when they can and can't call, such as during family time or evening meals.
Automate your tasks
Your time is valuable, and one of the easiest ways to gain more time is to automate routine tasks. Technology is great when it frees up our time for more important things, so there's no reason not to make the most of it. If you're a writer, you might really like dictating your articles into voice recognition software (Dragon Naturally Speaking is a great piece of software.) Another great timesaver is to automate emails that you send again and again through the use of templates. Think about tasks that you do frequently and investigate the software that might help you with them. There's a list of the software later in this e-book. It's free or inexpensive and can save you hours each day.
Organize your desk files and your computer files
Both of these tasks might seem daunting depending on the condition of your files, but they are well worth the investment in time. You will save countless frustrating hours once your files are properly labeled. This is probably even more true for the files in your computer than it is for the files on your desk. If it seems like a huge task to tackle, work on one part at a time or work for 15 minutes at a time each day until all your files are in order.
Use headphones to block out noise
This might seem trivial, but if you're working around a lot of noise your concentration can suffer. Noise canceling headphones or even earplugs can make a big difference.
Get a comfortable chair and some good lighting
Take a minute to ask yourself if you really comfortable with your office chair and your lighting. Again, something that might seem trivial like these two things can have a huge impact on your productivity. It makes a difference in how you think, feel, and perform. You might have been uncomfortable for so long that you don't even realize it. You owe it to yourself to be as comfortable as possible.
Clean up your workspace
Again, we're talking about the obvious. But the truth is it's much easier to stay focused when your workspace is clean and organized. Just looking at piles of junk can make you tense, and wading through stacks of paper to find what you need is frustrating. Set up a method to store things with similar things together and put things in their proper places each time you put them away. That way, you only have to go through the organizational process once.
Throw things out!
For some of us, throwing things out is almost impossible, but look at how much it costs you to hang on to those outdated, worn-out, useless things. If you can see them as getting in the way of your productivity, it will be easier to let them go. If they have any usefulness left, you could sell them on eBay or Craigslist or you could donate them.
About the Author
Bonnie Sainsbury
Web trailblazer. Award winning social media influencer. I demystify technology to help you attract a steady stream of qualified leads


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Leading PostsMarch April 2007
Victims of Holocaust Denial: Jews, Muslims – and Human Dignity
Dr. Munawar A. Anees
The Islamic Republic of Iran under President Mahmoud Ahmadinejad recently hosted a conference of historical revisionists dubbed as "Review of the Holocaust: Global Vision."
It was neither global nor visionary. That it coincided with the commemoration of the international Human Rights Day betrayed the sarcastic intent of its organizers.
The conference was yet another attempt by Ahmadinejad to portray himself as a strong challenger to the State of Israel calling for its destruction. He has characterized the Holocaust as a "myth." He is quoted to have said that, "Israel must be wiped off the map…Anyone who signs a treaty which recognises the entity of Israel means he has signed the surrender of the Muslim world." (October 2005) Again, in December 2005, he said, "They have fabricated a legend under the name 'Massacre of the Jews', and they hold it higher than God himself, religion itself and the prophets themselves."
Earlier, Iran's largest daily, Hamshahri, sponsored a widely publicized cartoon contest making a mockery of the Holocaust. This was a rebuttal allegedly to the right-wing Danish newspaper, Jyllands-Posten, caricaturing the Prophet Muhammad while reminiscent of the anti-Semitism once prevalent in Europe.
What went largely unnoticed was the courtly reaction to the cartoons by a paraplegic painter, Hossein Nouri, who painted, amidst flag-burnings and noisy protests, a portrait of the Virgin Mary in front of the Danish Embassy in Tehran; marking the respect Islam accords to the mother of Prophet Jesus.
Tehran ostensibly offered "scientists" from around the world an opportunity to discuss the Holocaust without taboos. This, however, stood in sharp contrast to the increased censorship of the Internet and denial of access to the websites critical of the Iranian government.
Another evidence of duplicity towards free expression came to light when a Palestinian lawyer, and one of the invited speakers, Khaled Kasab Mahameed, was refused entry visa by Iran. Mahameed runs, the Arab world's first, Institute for Holocaust Research and Education, in Nazareth. He was prevented from telling the audience that "It's not enough to curse these Holocaust deniers as foolish. We have to convince them the Holocaust did happen." While hopeful of meeting with the Iranian President, he wanted to convince him that denial or questioning of "such huge, monstrous horror" harmed the Palestinian cause.
The event in Tehran, nevertheless, was attended by some 67 participants from 30 countries including the former Ku Klux Klan leader David Duke and other Holocaust deniers who have undergone prosecution in Germany, France, and Austria for their reluctance to believe whether six million Jews were slaughtered under the Nazi regime before and during the Second World War.
Two Rabbis, and four representatives of the group Jews United Against Zionism, who reject the establishment of Israel on Jewish religious grounds, did make an appearance declaring their opposition to those who denied that Jews were subjected to Nazi persecution, forced labor camps, Gestapo prisons, and ultimately the Shoah. Ironically, the taunting statement went unheeded in Tehran.
It is against this backdrop that the initiative by a small group of Washington-area Muslims to visit the U.S. Holocaust Memorial Museum came as a positive contribution to human struggle against hate. They called "for remembrance of the victims of the horrific Holocaust and commemoration of the struggles endured by the brave survivors."
In case the Holocaust deniers did not know, the U.S. Holocaust Memorial Museum, established in 1993, maintains an exhaustive record of one of the most well documented crimes in human history. Its collection has more than "37 million pages of archival material, 74,000 historic photographs and images, more than 12,000 artifacts, and almost 1,000 hours of film and video documentation. The overwhelming majority of this material comes from perpetrators and official records, as well as eyewitness testimony not only from victims and survivors but also from liberators, perpetrators and bystanders."
The Museum's mission against hate will soon receive a fresh boost as it gains access to millions of documents archived at the International Tracing Service, a division of the International Committee of the Red Cross, in the German town of Bad Arolsen.
While we admire Steven Spielberg's 1993 movie, Shindler's List, on Oskar Schindler saving the lives of the Polish Jews, new stories of human courage and dignity were narrated when Johanna Neumann, a Holocaust survivor, recounted to the Muslim visitors to the Museum how she and her parents were saved by Albanian Muslims: "They saved us and these were good human beings, and as I said before, the majority of them were Muslims, and we have nothing but the highest respect for these people." The names of these Muslims from Albania, Njazi and Liza Pilku, are inscribed at the Holocaust museum and Yad Vashem among the "Righteous Among the Nations."
Yet another brilliant example of moral reciprocity comes from Pervez Musharraf, President of the Islamic Republic of Pakistan. In September 2005, while addressing the American Jewish Congress, he stated, "Jews suffered their greatest tragedy – the Holocaust – whose commemoration will be on the agenda of this year's session of the United Nations General Assembly…And, we have witnessed such compassion from the Jewish community. It was Jewish groups in the US who were in the forefront in opposing the ethnic cleansing of Muslims in Bosnia. I am told that the largest contributor to the Bosnian cause was the Jewish-American businessman and philanthropist – George Soros. More recently, in the backlash against Muslims, including Pakistani immigrants, after 9/11, they received legal and other assistance from several Jewish groups. I wish to acknowledge and appreciate this."
Looking beyond Tehran, one finds both Palestinians and Jewish voices opposing both anti-Semitism and anti-Palestinian actions. For instance, Israel Shahak, a Holocaust survivor, Amira Hass, the daughter of two Holocaust survivors, Ilan Pappé, Uri Davis, and Jeff Halper are but some of the Jewish intellectuals who favor the right of the Palestinian people to self-determination.
Similarly, when in 2001 there was an attempt to hold a Holocaust denial conference in Beirut, it was strongly opposed by several leading Arab intellectuals, including Edward Said, Adonis, and the Palestinian Mahmoud Darwish. Consequently, the event was cancelled.
More insights into reciprocal human goodness were offered at home after a controversy surrounding the conservative radio host Dennis Prager. Prager was appointed to the Council of the U.S. Holocaust Memorial Museum in September 2006. Following the election of Keith Ellison to become the first Muslim in the U.S. Congress, Prager demanded in his November 28 column that he "should not be allowed" to "take his oath of office … on the bible of Islam, the Koran." He compared Ellison's choice of the Quran to "Hitler's Mein Kampf, the Nazis' bible, for his oath." He wrote that allowing congressional oaths on a Quran "undermines American civilization. "If you are incapable of taking an oath on (the Bible), don't serve in Congress."
Prager's piece prompted protests from across the political spectrum. A large number of Jewish leaders quickly condemned his comments; headed by the former New York Mayor Ed Koch who demanded that Prager quit the Museum Council. "I believe it is the duty of members of the board to spread the message that attacks on people as a result of their religion, ethnicity, race, are all to be condemned wherever we have an opportunity to raise our voices," he said. Koch said Prager is doing just the opposite by "creating such an attack on a Muslim."
The victory of moral reciprocity over Tehran's attempt to belittle human suffering is sterling. From Albanian Muslims protecting Jews during the Holocaust, Jews saving Muslims from genocide in Bosnia, Arab intellectuals fighting Holocaust denial, to the Jewish mayor of New York defending the first Muslim member of the U.S. Congress, it is a triumph for human dignity and a defeat of racism, hate, and bigotry.
The Holocaust-denying regime in Tehran should learn that both "Muslim anti-Semitism" and "Jewish Islamophobia" are just two oxymorons. No purpose is served by minimizing or denying hate-prompted human misery, be it Jewish or Arab.
Compared to the religiously inspired systematic, persistent, and state-sponsored persecution of Jews through history there is little or no equivalent in the Muslim world. On the contrary, Jewish and Muslim history is an enviable narrative on tolerance and harmony that blossomed into the legendary Convivencia in medieval Muslim Spain. Let the spirit of reciprocity in upholding human dignity rekindle the flame of Convivencia.


text: Green Day is an American rock band formed in 1986. Green Day's members include Billie Joe Armstrong, Mike Dirnt and Tré Cool. Green Day was originally part of the punk scene at the DIY 924 Gilman Street club in Berkeley, California. Green Day has sold more than 85 million records worldwide. The band was inducted into the Rock and Roll Hall of Fame in 2015, their first year of eligibility. ... more on Wikipedia


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Info: iXtreme LT+ 3.0 för BENQ och LITEON på äldre 360 modellen släpptes runt julafton. EDIT 2012-01-15 Nu även släppt till alla SLIM lite-on förutom modell 1175 som vi fortfarande inte kan flasha.
c4eva Spoke! (2011-12-21 [team channel])
Posted on 2011-12-21 by admin | Translate
[2011-12-21 04:33AM UTC] <c4eva> hello
[2011-12-21 04:42AM UTC] <c4eva> benq and phat liteon final complete
[2011-12-21 04:42AM UTC] <c4eva> get ready for xmas eve release
With the final testing stage of BenQ and phat Lite-On underway in preparation for the scheduled Christmas Eve release of c4evas iXtreme LT+ v3.0, we thought wed drop some additional bits of info into your Stockings in the form of answers to some recent questions.
Version 3.0 of iXtreme LT+ for BenQ and Lite-On (both phat and slim) does in fact retain support for truncated backups, although it is strongly recommended to use full burns made with a compatible Lite-On iHAS drive flashed with the iXtreme Burner MAX fw. Support for truncated backups, however, remains excluded from Hitachi in its forthcoming 3.0 version.
While abgx360 v1.0.6 remains in progress, the new version of Xbox Backup Creator can be used temporarily as an alternative for injecting the necessary new AP25 topology data files into existing backup ISOs. XBC doesnt perform the same degree of validation of topology data files, and provides no means to verify their authenticity or correctness, so be very cautious if using files from unknown sources until abgx360 is released. In addition to extracting/injecting AP25 topology data files, the new XBC also works with the existing 0800 v3.0 ripping firmware to dump backup ISOs that include proper topology data from original game discs. At the time of writing, it has yet to be definitively determined whether the new XBC will be released alongside LT v3.0, or if it will be released later. The new abgx360 is still under heavy development, and will release in due time.
Recently, there have been some rumors and bogus info spread by a sad individual that is attempting to trick and confuse people with fake release dates, false info, bogus IRC channels and Facebook accounts (note: we dont post on Facebook, only Twitter), and mislabeling things as official when they are in fact not. Wed like to remind users that the only official sources for news and info from c4eva and the team are here at c4evaSpeaks.com, the #c4e channel on EFNet IRC, the Team-Xecuter, JungleFlasher, and abgx360 websites, as well as reliable news outlets such as Xbox-Scene. Be wary of news or information from other outlets that dont cite the official #c4e IRC channel or one of the aforementioned sites as the original source.


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Premiering in cinemas on Thursday August 31st, the movie Harvie is expected to be an autumn hit, and not only with younger moviegoers. The full 3D animation of one of the Czech Republic's most beloved characters, spanning many generations, posed many challenges on both a production and technical level. Some members of the PFX team worked on the film for over two years and helped the movie see the light of the day. A big thanks to Martin Kotík, the producer and director, who invited us to collaborate on the biggest 3D animation film in Czech history.
Jan Rybář – Lead Visual Supervisor of the Harvie movie
We collaborated on this movie with two other studios – Grid from Belgium and KinoAtis from Russia. PFX, in addition to serving as the main HUB for whole CG production period, ended up finishing fifty percent of the movie. We worked on six hundred shots, i.e. exactly half of the movie's running time. We did the lighting, visual effects, rendering and compositing.
In addition to the production aspect, where we combined four different main 3D programs from Maya to Houdini, it was an interesting project from a planning perspective. We had to be extremely efficient, which we managed primarily thanks to our production manager Klara Petrsova, who was in charge of the whole project on our end and at the same time she oversaw production at KinoAtis and Grid as well.
From a technical point of view, we had to solve interesting challenges such as rendering in the cloud, which we can now offer to our clients. We learned new things on a daily basis. We completely changed the way we operate. The PFX team kept getting better and better and we discovered new team leads among our group. This gave us a real leg up for our future as we started to work with the hierarchical structure of big studios. We discovered amazing potential in our team and I was surprised even more than usual with what talent we had amongst us.
We also vastly extended our pipeline with the help of our programmers and team leads. They created a custom-made system for 3D, compositing and animation, which helped immensely in making movie production as efficient as possible. This pipeline and smart, straightforward thinking, which I value highly in our everyday work approach, allowed us to do work which would normally take other studios much longer to do if at all, given the time frame constraints.
I am extremely happy with the people who worked on the project. I am not afraid to say that the movie's visuals are comparable to the highest standard of current computer animation. This was only possible thanks to the approach and attitude of all of the members of our team. Without them, the movie would not exist.
Executive Producer / Partner
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Film/TV Department
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Advertising, FILM/TV Department
Production Manager
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Production Manager
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Film/TV Department
Production Manager
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Film/TV Department
Production Manager
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Production Manager
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Production Manager, International Projects
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Office Manager / Studio Korunni
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Office Manager / Studio Barrandov
+420 267 073 900


text: Angel Eyes #1 Posted January 13 Looking at AGOT, Lord Commander Mormont didn't want to give command to Waymar Royce because of his inexperience, but caved because he didn't want to offend Bronze Yohn Royce. Why did Mormont cave so easily to Lord Royce? What could Royce do to him if Waymar wasn't given command? Share this post Link to post Share on other sites


text: What To Buy In August Summer is winding down already 🙁 How has your summer been? Here is the next month of our Buying Guide Series. We have a buying guide for you: What To Buy In August IMPORTANT Note: Shop Your Way is one of my favorite money saving programs! You earn ShopYourWayReward points to [Read more…]


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Consultation on Extended Hours
Category : GP services , Local health system , News
The Government will expect Primary Care Services to provide extended hours of service from March 2018. This may result in routine appointments being available from 8am-8pm, 7 days per week.
We are currently asking patients visiting the surgery to complete a short questionnaire on whether there is a desire from our patients to consult during these hours (for routine healthcare). Thank you for your feedback on this.


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Dia de los Muertos/
Today, on November 2nd, as I opened Google I was greeted by a purple "papel picado" or Mexican lacey paper flag. In San Miguel de Allende, Halloween or el Dia de los Muertos has become a big deal. Here, the ex-pat community has contributed alot of imagination and creativity into what has been an ancient tradition stemming from a blend of Christianity and paganism.


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Tassie Trout Season Opens on Saturday August 5, and all signs point to a record haul — in condition and quantity. Here's one of last season's late releases, and they should be bigger this coming season!
Another late stream take.
Flooded river back waters often encourage foraging big browns …
… like this one!
… and on the lake margins at Currawong Lakes big rainbows like this!
After the top season last year, the quality of the fish, and the action in Autumn '17 we are expecting a better season this time round and arguably the best season for many years.
Book early, check out the 'Calendar' for availability and come on down!


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Hip Hop 10 Inch Segway Hoverboard Self Balancing Scooter With APP, Auto Balance and Bluetooth Speaker.
- UL 2272, CE, FC Certified Fireproof battery, internal parts and shell.
- The Ultimate built to last safest Segway Hoverboard
- Advance Smart APP For Full Control and Information
- Auto Self Balance
- Built-in Bluetooth Speaker
- Safe UL Certified Main Charger
- Suitable for Children from 9+ and Adult
- 100% Original Manufactured by Patent Licence Holder
UL 2272 Certified 100% Fireproof Machine EXCLUSIVELY Presented by NEXGBOARD in U.K
The NEXGBOARD Z16-PRO is built to be the biggest Hoverboard on the market, the heavy duty rugged off road machine which is The safest Hoverboard with highest safety standard in the world which come with UL 2272 holographic seal.
The Hip Hop 10 Inch Segway Hoverboard is the biggest size 10″ Segway Hoverboard in the NEXGBOARD collection.
Now equipped with built-in application which connect to android and apple mobile for full control over speed, sensitivity, learning mode and much more, another great improvement is the auto balance feature which will make the Nexgboard hoverboard balance itself on power on so you can step on safely, with high quality powerful 400 Watts motors and the latest gyroscopic technology which provides the users exact precision in every move that is made so that the user is in control always.
This Latest Hip Hop 10 Inch Segway Hoverboard has everything you need, it is:
- Bigger
- Better
- Tougher
- Has 10″ Wheels
- Built-in Bluetooth Speaker
- Smartphone APP Control
- Auto Self Balance
- UL Certified Fireproof Long Life Battery
- UL Certified Fireproof Main Charger
- UL 2272 Certified Fireproof Body Shell and Internal Parts
Very straight-forward to maneuver, and with its sophisticated and streamlined look, the future of mobility the Nexgboard Segway hoverboard gives the user a unique experience, making it a great leisure activity.
Technical Specification:
- Model: Z16-PRO
- Size: 10″
- Max Speed: 15kph | Max weight: 120kg
- Colour: Hip Hop
- Power: 800 Watts (400 Watts x 2)
- Up to 15 miles distance, depends on usage.
- Charging time 2 hours, 8 hours battery life.
- Tested & Approved CE BS UL British Standard UK Plug Charger: BSI 1363
- Just 13 kg, making it easily portable.
Warranty: 12 Months Cover Manufacturer Fault
Package Content:
- 10″ Hoverboard UL 2272
- CE UL Approved Charger
- UK BS1363 Power Cord with UK Plug
- English Manual
- Carry Bag
Why buy From Us?
- We promise top quality customer service
- Our Hoverboard has been tested and approved by UK Test House
- We are 100% British company based in Birmingham
- We are Hoverboard specialist and selling Hoverboard since they born.
- No.1 trusted Hoverboard brand NEXGBOARD
- We offer 30 days return policy*
- 12 Months warranty on all products*
- Service & Repair center in Birmingham
- Next working day delivery to U.K Mainland
Nex G Mobility is a British established company selling Hoverboard segway since 2015 when the Hoverboard were not such popular as today, in late 2015 all our imported Hoverboard were brutally scrutinised and vetted by UK Agencies to make sure our products meet strict U.K and EU safety regulation, all our Hoverboard were fully compliant with relevant law and they were happy with all our NEXGBOARD Hoverboard standard.