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The child in the child is somehow faded. She is eight years old but there is nothing in her manner to say she isn't nineteen, with a house full of screaming babies and a high school sweetheart who doesn't always come home at night anymore.
She walks the front yard like walking is already a chore, collecting the mongrel puppies. There are nine of them and her fingers disappear into the long coats as she picks them up, then puts them in a cardboard box next to the front door.
The house is a shack, about a block from the abandoned half-mile dirt track where LeeRoy Yarbrough, the most famous man ever to come out of west Jacksonville, Florida, got his start racing automobiles. About three blocks from the place where, a month before, cold sober, he tried to strangle his own mother.
"He live right up that road there," she says, pointing a puppy. "Him and Miz Yarbrough, but they ain't there now. Everybody knows LeeRoy, sometime he come by and sit on the steps, but now he wrung Miz Yarbrough's neck, he ain't home no more."
The screen door opens and a woman in white socks steps halfway out the door. Missing teeth and a face as narrow as the phone book. "You git them puppies up yet? You know what your daddy tol' you."
The door slams shut, but the woman stays there, behind it in the shadows. In west Jacksonville it always feels like there's somebody watching behind the screen door.
"We got to take the puppies down to the lake," the girl says. "Daddy got back from the country [farm] and says so. He goin' take them out to the lake with him tonight."
I ask her why she just didn't give the puppies away. She shakes her head. "I tol' you," she says. "Daddy got back from the country."
I'm going to tell you right here that I don't know what picked LeeRoy Yarbrough off the top of his world in 1969 and delivered him, eleven years later, to the night when he would get up off a living room chair and tell his mother, "I hate to do this to you," and then try to kill her. I can tell you some of how it happened, I can tell you what the doctors said, what his people said. But I don't know why.
It has business with that little girl and her puppies, though. With not looking at what you don't want to see, putting it off until you are face-to-face with something unspeakable.
And tonight those nine puppies go to the bottom of the lake.
A Short History
"They ain't ever been no fits on neither side of the family. That's how the doctors knowed it was them licks on the head that made LeeRoy how he is." Minnie Yarbrough is LeeRoy's mother. She is seventy-six years old, and she's sitting on the couch in her living room, as far away from the yellow chair in the corner as she can get. That is where it happened.
It's an old house on Plymouth Street, in west Jacksonville, brown shingles, a bad roof, the porch gives when you step on it. An empty trailer sits rusting in the backyard. Inside it's dark. The windows are closed off and Minnie Yarbrough keeps the door to her room locked any time she isn't in it.
"I was born and partial raised in Clay County, Florida. Mr. Yarbrough was partial raised in Baker County. Both of us come from Florida families, Baptists, and there was never no fits on either side. Mr. Yarbrough died in 1974, but he'd of mentioned it if it was. We was together forty-three years…"
Lonnie LeeRoy Yarbrough was one of six children. He was the first son, born September 17, 1938, and named after his father, who ran a roadside vegetable stand.
Lonnie Yarbrough hauled the vegetables in an old truck and played penny poker with his friends to pass the time.
LeeRoy passed his time at Moon's Garage. He put his first car together when he was twelve—dropping a Chrysler engine into a 1934 Ford coupe—and wore the police out stopping him along the back roads of west Jacksonville. He quit Paxon High School after the tenth grade, and he won the first race he was ever in at Jacksonville Speedway when he was sixteen.
Even now, sitting in the Duval County Jail, waiting to be processed out to a state hospital, he can tell you exactly what he was running that day. A 1940 flat-head Ford, bored out 81/1,000ths of an inch, with high-compression heads.
He can tell you that, but he can't tell you who is president.
In 1956 LeeRoy married Gloria Sapp, who was sixteen, and became friendly with Julian Klein, who would later own the Jacksonville Speedway. "I been knowin' LeeRoy pract'ly all his life," Klein says. "He come right out on top in the old modified days, had it all in the bag right from the beginnin'. His impulses was sharp as a tack, but it got to his attitude. Sometimes he was cocky, sometimes he wouldn't say nothin'. He had a temper, but not too much for a dirt-track driver.
In west Jacksonville it always feels like there's somebody watching behind the screen door.
"I carried him to Daytona with his first car. It was obsolete, and we was too ignorant to know it, but he come in thirteenth anyway. After that we won about every race we went to. But he was gettin' too big too fast, tryin' to race too many races, and his wife was already out in the bars on him. Got to where he wouldn't even be on time.
"We was comin' back from South Carolina one Sunday, stop at this place in Jesup, Georgia, called The Pig—that's where we'd settle up—and I looked at him and made up my mind to change drivers. I'm sixty-six, been around racin' all my life, and in his day I haven't seen nobody any better. But it was time. I didn't tell him right out. Knowin' LeeRoy, I thought I'd space it out. I didn't get through sayin' it till we was back in Jacksonville. He didn't seem to mind, like it didn't matter.
"He never come back out to the track after he got big. He went on fishin' trips. He didn't care, but it didn't make you feel better seein' him these last years, walkin' up the street in a daze, pickin' up soda bottles to turn in for a quart of beer down to the store.
"Nobody who was ever LeeRoy Yarbrough oughtn' to end up like that."
LeeRoy Yarbrough entered his first Grand National race in 1960, won his first one in 1964. It was two more years before he won on a super speedway, the Nationals 500 at Charlotte.
Three years after that, driving for Ford in Junior Johnson cars, he had the greatest year that any stock-car driver has ever had.
He won seven NASCAR Grand Nationals, all on super speedways. His winnings were almost $200,000. He kept about half of that, along with a regular salary from Ford and fees for tire and engine tests. He bought a seventeen-room house on Lake Murray near Columbia, South Carolina, an airplane, a boat, cars. When a reporter asked that year about his early days, he said he'd been a juvenile delinquent. "I don't let myself think about some of what I did," he said.
For half a year, every other banquet south of Indiana named him man of the year. The papers were full of pictures of LeeRoy in the winner's circle, sometimes holding a trophy, sometimes his son LeRoi, getting kissed on the cheek by Gloria.
And by that time Gloria was called "Sweet Thing" in big racing towns all over the South.
Even though he was its top driver in 1969, Ford never used LeeRoy much for personal appearances. He stayed to himself, and Ford let him. He was quiet, but every now and then he'd hit somebody, usually without much warning. He would brag to the newspaper writers, or not talk to them at all. Or tell them he was sick. Nineteen sixty-nine was the year LeeRoy Yarbrough began to get sick.
Paul Pruss, who handled public relations for Ford racing, said, "I suppose you could say he was respected. He didn't wrestle bears or anything."
The year after that, in April 1970, LeeRoy crashed at College Station, Texas, during a Goodyear tire test at the Texas International Speedway. He came out of it unconscious. Later he wouldn't remember the flight home, or Cale Yarborough (who is not related) picking him up at the airport and driving him to the next race in Martinsville, Virginia.
That whole year LeeRoy won only one major race, the Charlotte 500, and at the end of the year Ford pulled out of racing. LeeRoy and Junior Johnson split up.
In May 1971, driving a Dan Gurney car, LeeRoy went into the wall during practice for the Indianapolis 500. His hands and neck were burned, and he took another serious crack on the head. It was the sixth or seventh major accident in his career, and probably the worst.
Cale Yarborough was the first person after the doctors to see him in the infield hospital. "His color wasn't good, like he'd seen … I don't know what. It was a bad crash, a terrible one. He was frightened, and he should have been."
LeeRoy spent the rest of the year in the minor leagues, winning thirty-seven late-model sportsman-class races, mostly in the Carolinas, because he couldn't find a car to drive on the Grand National circuit.
He was in and out of hospitals from June to November, and toward the end of the year he began telling people that the doctors had traced his troubles to a case of Rocky Mountain spotted fever.
The year after that he was back on the Grand National circuit, driving a Bill Seifert Ford. His best finish was a third at Dover, Delaware, but he was fourth twice, fifth at Charlotte and Atlanta, sixth in the Firecracker 400. Respectable.
And then he was gone. Gone from racing, gone from the house on the lake in Columbia. He took his family back to Jacksonville and disappeared.
He lost his money in a business deal with his uncle, Willie Lee Yarbrough, lost his children—LeRoi and Dawn Nichole—in the divorce settlement in 1976, the court placing the children with Willie Lee and his wife, Ernestine, setting conditions that neither LeeRoy nor Gloria was allowed to visit the children "within a period of 12 hours of either party consuming alcoholic beverages."
He went back to live with his mother in the brown-shingled house on Plymouth Street. LeeRoy and his mother and a house full of racing trophies that never got polished.
"All his life, he was a momma's boy," Minnie Yarbrough says. "When somethin' got to eatin' on him bad enough, he always come to me for what he needed."
Sweet Thing and a Two-Dollar Part
Junior Johnson is sitting on a tractor in fresh overalls and a starched T-shirt, arms big enough to lift an engine block and there's not a hair on his head out of place.
The tractor is sitting nose up on the bottom of the creek that runs through twenty-six acres of land that Junior owns at the foot of Engle Holler in Rhonda, North Carolina.
Besides the twenty-six acres, Junior has seventeen fulltime employees, fifteen coon hounds, thirty-nine cows, 92,000 automatically fed, climate-controlled chickens, and three or four businesses connected one way or the other to his racing cars.
All that and a tractor stuck in the creek bottom. On the bank above him, two of his employees, eleven of the cows, and a dog named Red watch him try to get out. He kills the tractor engine twice, shakes his head, and whistles.
As soon as Junior does that, one of the men scrambles to help him up the bank, the other one goes for the jeep. The cows change positions, and in the distance, a fight starts in the dog pen. Junior just waits for the jeep, and when it gets there he climbs in to be the one to pull the tractor out.
Junior Johnson runs things personally.
You get the feeling that it must half kill him when he sends somebody else out to drive the cars he puts together.
The tractor comes out on the second try. Junior leaves the cleaning up to the help and walks across the road toward his office, scraping at the mud on his boots. A man meets him at the door with his lunch.
In the office he unwraps a hamburger, folds the paper before he puts it in the wastebasket. "LeeRoy," he says. He thinks it over, nods. If you believe Junior Johnson's reputation, this is already a long conversation.
"I liked LeeRoy," he says finally. "Didn't talk much, he was a great driver—good as Cale or Donnie [Allison]—best I ever had at goin' from one kind of car to the next. He was universal that way, like A.J. Foyt is. I like him, but I don't make a family association with drivers.
"By LeeRoy's time, they wasn't a lot of hard drinkin' and partyin' goin' on anymore. If you done that you got caught up with. Oh, they went to dinners and parties and such—a lot of them boys even had airplanes. I never cared too much for parties or airplanes myself. I know too much about mechanical malfunctions…"
Three days before, at Atlanta, Johnson's Chevrolet—with Cale Yarborough driving—had problems with a bad rotary button twenty laps from the finish. That is a two-dollar part in the distributor, and the way the race was going Junior figures it cost him forty thousand dollars.
"Chickens," he says, "now that's a reliable thing. Controlled conditions. But racin'—any little thing can happen and throw it all out the door.
"When I heard what happened to LeeRoy, it surprised me, but maybe not so much as others. When Ford pulled outta racin', I couldn't afford to keep on at the same level. Me and him never had a formal split-up or nothin', we just went our ways. But the last time I saw him, I seen trouble comin'. You could sort of tell he was changin', his appearance weakened.
"No, I got no idea what caused it. The doctors says it was mental damage. I'll believe that. LeeRoy, he stayed to hisself, except for his family. That's what he had. You take somethin' complicated, say like a race engine, push it to its stress limits, sometimes a two-dollar part is goin' bust and take you out the race…"
They called her Sweet Thing.
She was married to LeeRoy Yarbrough twenty years, a little blond girl who drank at the races and put her hands on the men when she laughed.
"It was the booze that put the pressure on his brain," she says. "It had to be somethin' more than a lot of licks on the head. I can't believe in my mind seven or eight years had to pass before any of this would of showed up. I wisht I could of helped him. I wisht I could help him even now, but I got a life of my own to live.
"Up until 1970, I never saw LeeRoy drunk but on Christmas. Along about that time he took to drinkin' Monday to Thursday, be he was proud, you know, didn't want nobody to know it. So he'd say he was sick. That was his way of coverin' it up, sometimes he'd go to the hospital.
"That's how that story about Rocky Mountain tick fever got started. He was in the hospital with alcoholic seizures—he'd grit his teeth and shake all over—and the man settin' in the next bed says, 'LeeRoy, maybe you got Rocky Mountain tick fever,' so he come out and that's what he told everybody." (The Medical University of South Carolina refuses to release the medical records.)
"For LeeRoy's whole life," Gloria says, "when he done somethin' bad, he'd always say he didn't remember it. He thought people didn't know if he didn't know. He'd get drunk and bad-dispositioned, but people'd want him around anyway. He is a private person who was never allowed no privacy.
"When we lived out to the lake in Columbia, he'd go off on the boat sometimes in the mornin' and wouldn't come back till after dark. Just take him some half-pints out and sit in the middle of the lake all day. He always bought booze in half-pints. I ast you, what could you be doin' sittin' in the middle of a lake when you got a family and a beautiful home?
"Either that or it'd rain and he'd lock himself in the office upstairs. He had an office filled with them hot-rod books. He'd go up there all day and read them. Later on, back in Jacksonville, he'd buy him a quart of beer at the Majik Market and just go out in the woods and sit in a tree.
"When we left Columbia, we had $200,000 in cash. Miz Yarbrough never liked me, and she and Willie Lee always tried to get me and LeeRoy apart. What for? You figure that out. The only thing I brung out of that divorce was fifteen hundred dollars, and nine hundred of that went for the lawyer.
"After we split up, sometime he'd call up on the phone and wouldn't say nothin'. I always knew it was him, and one time little LeRoi answered and I took the phone and said, 'I know it's you, LeeRoy.' He started cryin', said his momma was gone, and he was lonely. A grown man.
"Look, I'd like to help, but I got a new husband and a new life…"
Ask a little about the old life, and she won't talk about her problems, says there weren't any problems with the law. "I thought this was s'posed to be onto LeeRoy," she says. "I think the less said about me the better."
Dan H. Stubbs, Jr., has been the Yarbrough family attorney for thirty years, and some of the sorrows and failures of those years are collected in his files. One of those folders is for Gloria.
He shuffles through it now. "The last time I kep' her out of jail was 1976. Charge of disorderly intoxication. On a Monday." The police report says Gloria Yarbrough was drunk and belligerent and abusive to the staff at the hospital detoxification center. It also says Gloria is five feet, three inches tall and weighs 188 pounds.
A year and a half before that was drunk driving on a suspended license, and she only weighed 142.
He goes through more papers. "She remarried," he says. "I guess she's got the kids now." He shrugs, closes the folder.
Sweet Thing is about to turn forty years old and has a new life, a new husband, and a job at the electric company. "I only wisht I could of done somethin' to help," she says.
By February of 1980, LeeRoy Yarbrough had lost contact with his wife, saw his children only at Christmas. Of his four sisters, three of them—Libby, Lillian Sweat, and Evelyn Motel—still lived in the area, and he'd see them once in a while when they came to visit Minnie. There were no old friends from the racing days—there weren't really any of them even then. And there was his brother Eldon, a dirt-track driver who never made it beyond that.
"People ought to know better but they don't. When LeeRoy drinks he just gets…radical. This hurts me so bad. If nobody's around him, he's all right, but you got to leave him his distance."
"Eldon, he don't think about LeeRoy." Terry Sweat is LeeRoy's nephew and lived in the house with him and Minnie Yarbrough. He is seventeen, and it was up to him to stop LeeRoy from killing his grandmother. He is in the house now, waiting for her to come home from the store. A radio is on too loud in the kitchen. "Eldon," he says, "is only interested in his cars.
"Here, let me turn off that nigger music so we can hear…" He gets up and walks into the kitchen, the music stops. "My daddy done more for LeeRoy than Eldon ever did. Whenever LeeRoy was beat up, laying in a ditch, it was Daddy who went with Grandmother to get him. When the police had him and called, it was always my father who went with her down there to the station.
"All the kids around liked him. They'd holler, 'LeeRoy, LeeRoy,' and he'd go over if he was sober, play with them half the afternoon. The neighbors liked him too, he was famous. A lot of them, though, they'd give him liquor.
"One neighbor lady, she saw LeeRoy walkin' back from the Majik Market with a quart of beer one day and she ast him would he like a drink. He says yes, and she says what would you like?
"She had three different kinds of liquor, and he took every one and poured it into the quart, and right there in the yard he drunk it down. He says, 'Thank you,' and goes on his way, gets on my motorcycle and runs it into a ditch.
"People ought to know better but they don't. When LeeRoy drinks he just gets…radical. This hurts me so bad. If nobody's around him, he's all right, but you got to leave him his distance."
By February of 1980, LeeRoy Yarbrough only had one person left. That doesn't mean there weren't others who cared about him. And whatever else there is to say about it, the night LeeRoy tried to kill his mother he was strangling the last person he had left in the world.
Minnie Yarbrough is a long time coming home. She says the Winn-Dixie was crowded. "Some day I maybe can live this out," she says, "but it hurt deep. If he'd had al-kee-haul was what caused it, I could understand. But he hadn't had nothin'." She stops, confused. "I can't talk on it no more right now.
"There was nobody ever really knowed LeeRoy's background," she says. "Maybe even me. But I know this: a woman can make a man or she can break him, and Gloria put LeeRoy to the dogs.
"Onct she called me up to South Carolina, she says I got to come and sober LeeRoy up. So I got in the car and drove up to their place on the lake and throwed all the liquor out the house. I walked right over and took them out. The house was disgraceful messy. LeeRoy was out settin' in the boat. I said, 'Gloria, this here is a ruin-nation.'
"And I got right back in the car and drove home. After they'd broke up I tol' her, 'When I was tryin' to show you your points, nobody could tell you nothin'.' She said that she resented me, and she jus' wisht she could live it over, it'd be different. I tol' her, 'No it wouldn't, but that's water done run under the bridge.'"
After LeeRoy came back to Jacksonville, he went into business with Willie Lee and Ernestine.
LeeRoy put up the money. Nobody is sure now what happened to it. Some lots were bought, but they are gone. So is Willie Lee. Ernestine is dead, and LeeRoy thinks his Social Security check comes from tenants in his houses.
His mother says, "LeeRoy and me, onct he come home here we never had no argument, no hard feelin's. If he saw that red sign board outside that says STOP, if he says it was black, I'd say it was black too. If you know somebody's disposition was set, it don't do no good to argue.
"We lived here together. I knowed I couldn't comfort him like a wife could. I tol' him, 'I can cook for you and be kind to you and keep your shirts clean, but that's all a mother can do.' I tol' him, why didn't he go git hisself a girlfriend. He'd just laugh, ast me how come I didn't go get me a boyfriend, me livin' forty-three years with one man.
"I don't know what got into him," she says, "but I know when his mind collapsed. It was early 1977, I can't give you no date but it was a Monday morning. He was stayin' with Willie Lee, and his sister and me had been by the day before, he was jus' fine as anything.
"The next day Ernestine called, said LeeRoy'd been sick all night with headache. I went over and by then his head hurt so bad he couldn't get his socks on, so I did it. I said, 'We is goin' to the hospital,' and when he didn't make me no answer, I looked at his face, and it was all changed. It was like he was lookin' at the devil.
"Then his body drawed to the left. I got him out to the car and blowed the horn for Ernestine to hurry—Ernestine was always slow as Christmas—and when she got in I didn't know if I could drive. She says it was better than sittin' in the backseat and lookin' at LeeRoy like he was.
"So I went to blowin' the horn and flashin' the lights and I never got my foot out the carburetor the whole way to the firehouse. They looked at him there and give us one of them paddles to keep you from chewin' your tongue, and I drove on to the hospital. By the time we got there, LeeRoy was drawed up into a knot—like his face was tryin' to meet with his knees.
"Next mornin' we come in and he didn't know nothin'. We couldn't even tell him he wasn't in jail. And he was wicky-wacky from then on. The doctors said it was them licks on the head and the liquor. They said it was that if it didn't run in the family, so it must of been, but you don't know.
"I can't sleep no more, worryin' on it. I don't know why it happened, maybe God never intended us to know such. I know they is things God didn't intend us to see."
LeeRoy Yarbrough has been examined twice in the last three years at the psychiatric center at University Medical Complex in Jacksonville, both times at the request of his attorney, Dan Stubbs.
The first examination was in March of 1977, after LeeRoy had been sentenced to 120 days at the county farm for two different assaults on the Jacksonville Police Department.
"A lot of times the police would see LeeRoy out walkin' around in a daze and take him home," Stubbs said. "The older ones, they knew how to handle LeeRoy. The younger ones, they got him stirred up. And you stir LeeRoy up, you got your hands full."
LeeRoy got six weeks for kicking a police officer two weeks before Christmas, and another six weeks for tearing up the insides of a police car six days later.
Stubbs said, "All this time LeeRoy thought he had a lot of money in the bank, but he couldn't remember where. He said he owned three or four houses and an airplane and kept a hundred thousand dollars in his driving helmet. And if you'd tell him to go to the store he was likely to end up in South Carolina."
On March 25, while LeeRoy was still in the county farm (eventually he was released after serving six weeks), Judge John Cox, on the basis of the psychiatric report, ruled him incompetent to handle his own affairs. By that time there were almost no affairs left to handle.
No guardian was ever appointed. "His people were afraid of him," Stubbs said. "His mother felt she was too old, so it just sort of never got done."
After LeeRoy attacked his mother in February, he was examined again. While that was going on, Stubbs allowed the charges against him to be increased from aggravated battery to attempted murder. (There was also a charge for punching Officer W.T. Weaver in the nose.)
"The bond on the first ones came to a little over twenty-three hundred dollars," Stubbs said. "That means he could get out for two hundred and thirty, and I knew damn well what he'd do."
The doctors sent the court a two-page report saying LeeRoy was insane at the time of the attack. They put the condition down to brain damage.
They called it "organic brain syndrome, non-psychotic, secondary to cranio-cerebral trauma." Too many times into the wall. The report also noted that in cases of brain damage, alcohol can "precipitate violence and other types of distressed behavior."
The report said something else too. That LeeRoy probably wasn't going to get any better. "[It is doubtful] hospitalization would accrue any substantial change," it said, and recommended a nursing home where LeeRoy could be under constant and close supervision.
On the basis of that report, LeeRoy was judged incompetent to stand trial and eventually will be handed over to the state's Department of Health and Rehabilitative Services.
They bring LeeRoy Yarbrough down from the third floor in slippers and checkered pants. It takes a minute for it to register that it's the same man in all those pictures holding trophies with Gloria mashing in his cheek. He could be fifty-five years old.
"I don't like bein' touched," he says. "Basically, I don't know 'xactly what's goin' on, but one of them police and me fell onto a little bit of an argument, I know that."
He looks himself over, a swollen stomach, arms that have lost their tone. He flexes his hands. The outline of bone-thin legs show in the wave of his trousers.
The guards at the Duval County Jail all know LeeRoy, some of them grew up wanting to be drivers too. They find a room where he can sit down to talk and get him a paper cup of cherry Kool-Aid.
"I could still drive," he says. "Just clear up whatever this is all about first."
Before he shuts the door, the captain says, "He's lookin' much better now." As soon as the door is shut the room gets close, you feel the walls.
LeeRoy leans back in his chair and smiles. "I can't basically tell you what's goin' on," he says. "Basically, I don't know about that." He looks around the room. "Don't nothin' worry me about here. Nobody says much to me, and I got very little to say to them. We watch television…"
Outside somebody slams a steel door, LeeRoy smiles. "Jail is noisy, ain't it? I always like it quiet, out on the lake." He shrugs. "Ain't no sense braggin' about it, but I can get out any time I want. I been here about five or six days, you know."
It is March 15, and LeeRoy has been inside since the middle of February. He doesn't know how old he is, how long he has been divorced, who is president. He pulls the hair up off the back of his neck and bends forward to show a patch of skin about the color of a coated tongue.
"I got myself on fire at Indy," he says. "Gordon Cooper and Gus Grissom owned the car. [Grissom and Cooper owned a car LeeRoy drove in trials at Indianapolis five years before his accident there.] We all got along jus' fine. I didn't talk about what I did, and they didn't talk about what they did. I know they made a dollar a mile goin' to the moon, though."
Leeroy sips at his Kool-Aid. "The first I knew I had somethin' out the ordinary was when I was fifteen. I was the biggest hot-rodder in west Jacksonville. Won my first race in a 1940 flat-head Ford, bored out 81/1,00ths, with high compression heads…" He taps the back of his head. "That's somethin' that stays with you," he says.
"After that I basically married a real stinker. I kept the children, but then me and my uncle … well, sometimes things don't work out. But I still got my houses and my airplane."
He looks across the table and suddenly everything in the face changes. "Is the plane in some kind of trouble? If somebody's got my plane I don't 'preciate that, hear? When you got somethin' of your own it's always different from usin' somebody else's. If I was up there, I'd just walk in and tell him to give me the keys to the plane, and if you didn't I just come over the desk and git them from you." He is coming up, more on the table than his chair, when suddenly his face changes again.
"It's somethin' goin' on," he says and sits back. "I jus' don't basically know what it's about, but it'll come back. I know me too good." He is quiet a minute, looking into his cup. "I bet my mother's worried. I bet she's real upset not knowin' where I am."
LeeRoy pulls the hair away from his neck and shows the scar there again. He talks about the crash at Indianapolis, suddenly stops. "Basically, I had a beautiful life. I married a stinker, but I kept the children. Racin', it don't scare you. At Indy I got on fire, and it damn sure hurts, but it don't scare you or you wouldn't of got there. What it is, if we know one of us is gonna be dead when we come out this room, you try to fix things on the outside first, before you come in."
He stops and thinks again. "I could still drive," he says. "Just clear up whatever this is all about first."
February 13
Terry Sweat started sweetening up about five in the afternoon. "When I'm goin' to a party I get sweetened up all the way," he says. "Sometimes it takes me two hours."
When he came out of the bathroom, it was after six-thirty. His grandmother was sitting on the couch, LeeRoy was in the chair near the door. "They was just watchin' television," he says, "and my grandmother ast me to go down to the store to get her a pack of cigarettes."
According to what Minnie Yarbrough told police, Terry was gone about five minutes when LeeRoy stood up, went into another room, then came back and locked the front door. He said, "Mother, I hate to do this to you," and threw her into the yellow chair in the corner and began to strangle her.
"I heard her screamin' my name clear out to the street when I come back," Terry says. "I run up to the front door. It was locked, but I could see in through the little window up on the top. What I seen was LeeRoy bendin' over the chair. All I seen of grandmother was her leg.
"She was screamin' for me, and he was yellin' too. He said, 'That little sumbitch ain't getting' in.' Well, a lot of people don't understand how close me and my grandmother is. I ran around to the back door, and he'd forgot about that. I come flyin' through there like a bullet and tried to knock him off. He was like a brick wall. He was screamin', 'Leave us alone, goddamnit.'
"I tried to git him off, but I couldn't. So I did what I could. I got a jelly jar out of the kitchen and hit him over the head. That hurt me so bad to do it. It stunned him—it never knocked him down—but it was long enough that I got my grandmother out of there. I took her next door to Libby's, and they'd already called the police.
"When the first cop got there, LeeRoy about knocked him over the fence."
Patrolman W.T. Weaver already knew LeeRoy Yarbrough. He'd picked him up the week before and taken him home. "I found him sittin' on a porch, lookin' lost, so I talked to him. I got him in the car and all of a sudden he grabbed my microphone, took five minutes to wrestle it away. Anybody else, I probably would of taken him in, but he seemed so frustrated, you know? I felt sorry for him."
Weaver was the first cop to get to the house on Plymouth Street. He was followed by a backup car and the fire rescue squad. Minnie Yarbrough and her grandson stood in the next yard and watched. LeeRoy came out of the house with a glass in his hand.
"He walked to the edge of the street, and I grabbed the glass," Weaver says. "I got that away, and he hit me in the nose."
It took a while, but a little at a time Weaver and the other cop and four or five firemen wrestled LeeRoy down and got handcuffs on him.
Terry says, "They took him away and my grandmother just stood there in the grass, holdin' her neck, until he was gone up the street."
Minnie Yarbrough can't talk about that night yet. She still feels what happened when she walks into her house, she won't stay there alone. "They is things God didn't intend us to see," she says.
And LeeRoy sits downtown in the Duval County Jail, shut off from what he has done, all that he has lost. And shut off from whatever it is you see going into a wall at 170 miles an hour, or at the moment you have to kill your mother.
Time slides by unnoticed, like a day on the lake. Somewhere under the surface, though, it's all there waiting for him.
"It's somethin' goin' on, I don't know basically what it is," he says. "I'm just layin' up, rollin' with the punches, and it'll come back to me. I know myself too good." He sits up suddenly, his eyes narrow.
"It ain't my plane in trouble, is it?"
[Photo Credit: Peter Richmond]


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Kohler India cross 15Million Video Views through Colours by Kohler India Campaign, Why should bathrooms look the same?
KOHLER, the global lifestyle brand, enters the third year ofthe Colours by KOHLER campaign, through a campaign featuring brand ambassador Twinkle Khanna.
With homes becoming the new sanctuary, bathrooms are relevant than ever before. For decades, white and chrome have been synonymous with bathrooms, but that doesn't have to be the case anymore. Colours by Kohler, this year will inspire you to rediscover the designer in you and help you introduce Coloursto your mundane bath spaces to create a peaceful, lively experience zone within your personal sanctuary for the muchneeded escapism, amidst the epidemic.
With the festive and weddingseason just around the corner, several architects and designers have suggested that their clients are looking for solutions which add colour to their bathrooms and lifeand are looking for bathroom designs which reflect their true personality.Each colour of the Colours by Kohler range has an idiosyncratic personality and it enables you to express it through different colour schemes. Whether you like bold and vibrant colour themes such as peacock, warm and soft tones as Truffle or an ageless and serene colour like Thunder Grey, the colours by Kohler range enable you to personalize bath spaces and reflect a unique style. What makes the range unique from a designer's perspective is that these colours fit perfectly with any traditional, contemporary and transformational design style.
Delighted to present the third edition of Colours by Kohler, Twinkle Khanna, Brand Twinkle Khanna, Brand Ambassador at Kohler said, "Colours play a very important role in our everyday life, especially when it comes to home décor such as your bath space. Shades of colours are a quick and easy way to enhance the space and keeping it warm and inviting. It is only now that we are realising how important a bathroom is, it is almost like a sacred space because it is the only place you are alone. With this exquisite range of colours infusing new character to bath spaces, bathrooms will never be white or boring again. Colours by Kohler India Palette has mesmerising hues from the collection that ranges from Peacock, Thunder Grey, Truffleand is a bright and optimistic addition to escape in your personal reserve."
Talking about the Colours by Kohler range, Arch. Rajesh Sheth – Designer's Circle added, "I love the concept of colours in bathrooms because they add vibrancy and flair to your washroom. Set the mood of your bathspace as colours are here to dominate"
a. Peacock– If you are someone who likes to play it bold and want to make an instant statement, then peacock is the colour for you. The peacock vessel brings forth the drama and delight through the hues inspired by our national bird. The peacock vessel paired with rose gold faucets, porcelain tiles in bright vibrant colours and shapes can make your dull bathroom a dream bathroom.
b. Truffle is like the Golden Oasis that warms your mood and adds serenity and calmness to your bathroom. Inspired by the desert and its luxurious dunes, Truffle exudes a soft, silken, and calm look. It compliments grey and wood undertones and when paired with brushed bronze faucets with natural material tiles using rattan, bamboo, cane motifs etc, it can transform your bathroom into your own personal retreat.
c. Thunder Grey is an ageless colour tone from Colours by Kohler. It is a perfect balance between modern and classic. Thunder grey vessel with french gold faucet set against a concrete wall accentuates the bathroom with its sheer elegance and adds a touch of unique personality.

subset: commoncrawl


text:
10 Ways to Carve Your Pumpkin This Halloween
The best part about Halloween is the pumpkin. On a nice fall day you head on over to the local pumpkin patch and pick out the perfect specimen. Then you and your friends or family get together to carve your masterpiece and cook some delicious pumpkin seeds.
Choosing the perfect method to carve your pumpkin is key, so we came up with 10 ideas you may not have thought of for how to carve your pumpkin this Halloween:
1. With a blowtorch
2. Carrot Top's face
3. "Tan Mom" Patricia Krencil
4. "Y U NO" Guy
5. Your mom
6. Use your mouth
7. Carve "No Candy Here"
9. The Cast of 'Jersey Shore'
10. Romney vs. Obama in a wrestling match


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The Fisher King
"Did he tell you about the fish pond yet?" asks Rich Heller, leaning forward on the table, nervously tapping his finger on its surface.
It's April, just a few days after Legal Sea Foods has opened its new Harborside location, and Heller, the restaurant chain's general counsel, is sitting up against a window in a far corner of the cavernous, industrial-chic restaurant.
Heller has known Legal's president and CEO, Roger Berkowitz — his boss — since they were in elementary school. Back in fifth grade, he remembers Berkowitz launching massive food fights in the school cafeteria. Today, Berkowitz is creating a less literal version of a food fight — a 30-inch-deep fish pond in the restaurant's foyer, a pond from which children will catch and release live trout. "There wasn't one person in the room who thought it was a good idea," Heller says of the meeting when Berkowitz announced his plan for the pond. Berkowitz envisions a fun activity that will teach children to appreciate where their food comes from, all while creating a new generation of customers. But Heller, the company lawyer, envisions children — traumatized by their first encounter with wet, slippery fish — screaming in horror for rescue by their parents. He sees hooks. He can hear animal rights activists picketing on the sidewalk, protesting the brutality of the catch-and-release system. He can see the frisky trout, doing what they do, jumping out of the water and attacking the fashionably dressed diners heading up the staircase to Legal's first-ever white-tablecloth dining room on the second floor. (The trout won't actually be attacking the guests, but it will sound that way in lawsuits.) It is, Heller fears, a train wreck in the making. "We're trying to mitigate all the risks, " he says, rapping his finger on the table.
Heller and others have tried repeatedly to talk Berkowitz out of this particular vision for the past two years, but a pond is what the CEO wants. He's the idea guy (who also pays all their salaries); the details are for his team to sort out. The only thing that will kill the fish pond, Heller knows, is if Berkowitz eventually decides it's not fun.
"I have a vivid imagination, I suppose," Berkowitz says later. He's sitting in his office at the eight-year-old, $15 million Legal Sea Foods processing facility and quality-control center in South Boston, just down the street from his new restaurant in the heart of the city's commercial fishing area. The office has an expansive view of Boston Harbor and Logan Airport and is filled with the requisite photos of Berkowitz with various celebrities and family members. The shelves are brimming with business books, including The Oz Principle, which offers management lessons somehow gleaned from The Wizard of Oz. The wall-to-wall blue carpeting is covered with an orange fish pattern. Nontraditional choices, perhaps, but as Berkowitz says, "I like challenging the status quo."
Those who have worked for Berkowitz say this tendency sometimes creates an environment where unless you "speak Roger," you can never be sure you're doing it right — whatever "it" happens to be. For starters, Berkowitz has a nasty case of what Heller calls "men's room syndrome," which he explains thusly: "If you're coming out of the men's room and Roger's walking by and he's got an idea, he'll turn to you and say, 'Do it.'" Jeff Tenner, who, until departing on good terms last December, was Legal's executive director of culinary operations, concurs. "He was the kind of guy who didn't always give the clearest directions. A big piece [of the job] was learning to interpret his vision."
So yes, Roger Berkowitz can be challenging to work for. But after 40 years at the company his father started in 1950, and almost 20 as a CEO who now oversees 4,000 employees and 32 restaurants, Berkowitz seems to be doing just fine at Legal Sea Foods. The management and staff at each of Legal's restaurants are "very aware of his passions and beliefs," says Tenner. "He set a bar and a level of standard for folks to work toward. Whether you were in DC or in Florida, Roger's presence was always felt." This focus has allowed Berkowitz to produce staggering results: more than $200 million in sales and 8 million people served each year.
"We have a philosophy," says Berkowitz. "It's very simple. It's called ROG, Return of Guest. And everyone in every aspect of the operation has got to be doing something that translates into the guest wanting to return." As Berkowitz sees it, his role — his passion and purpose — is maintaining the integrity of the customer experience.
You'd think that the best way to promote customer loyalty and the company brand would be to keep a low-key public profile. Most CEOs in Berkowitz's position will avoid saying anything that might anger the customer base or negatively affect public opinion. They are highly trained by media experts, and seem to never actually say anything in public unless accompanied by a script and a PR watchdog.
Not Berkowitz. For him, challenging the status quo tends to manifest itself as shooting his mouth off in public, consequences be damned. He seems to relish conflict, especially when he's at the center of it — and even more so when he's created it.
Roger Berkowitz says he's fully committed to sustainability. He supports practices that foster a healthy fish population, because a fished-out ocean means the end of Legal. But, he insists, having cod and haddock on any list of fish to avoid is "the most asinine thing I've ever heard of." And what about catch quotas, which are ostensibly set to prevent overfishing? Poorly thought out, he says, because the complex government-imposed catch-share system for New England fishermen means there aren't even enough boats on the sea to hit the annual quota that's been set.
But that's just the beginning of the things that piss Berkowitz off. (Or, as he prefers, "things I'm passionate about.") He really doesn't like the Monterey Bay Aquarium Seafood Watch list — a widely accepted guide to endangered fish populations that consumers should avoid — because he believes it's based on faulty data.
Then there's the National Oceanographic and Atmospheric Administration, which is responsible for tracking the fish stock and setting catch limits. To do this, NOAA uses trawlers to drag nets through a section of the ocean for a period of time, then counts what comes up. Berkowitz insists that this is a ludicrous methodology for keeping track of species of fish that move around and may not be where the trawlers happen to be. So when Berkowitz was invited in 2009 to tour a marine laboratory in Nahant run by Northeastern University, he began chatting with a scientist who was doing low-frequency sonar research there for Homeland Security. He asked if the sonar she was using could pick up fish. "She answered, 'Oh, yeah. Because the sonar acts off the bladders of the fish, you can identify the species based on bladder resonance,'" Berkowitz recalls. The scientist said the sonar could also calculate biomass, or the total volume of fish in a given area. Berkowitz recognized that if this sonar could do what the scientist said, it might be the holy grail of fish-stock estimating — accurate, fast, and wide. So to generate support for it, he reached out to Ann-Margaret Ferrante, a state representative from Gloucester who has been fighting catch quotas and limits, as well as Attorney General Martha Coakley and Senator John Kerry. (The politicians are trying to bring the sonar technology to the attention of NOAA for some kind of commitment, but progress has been glacial.)
The issue came to a head last January, when the Culinary Guild of New England asked Berkowitz to host its upcoming dinner. Berkowitz — eager for an opportunity to prove just how stupid the seafood watch list is, and to talk about the new sonar technology — billed the event as a "blacklisted" fish dinner. The menu, he announced, would feature selections from the Monterey watch list.
The dinner, which wound up attracting about 60 attendees, set off a firestorm of controversy that pitted Berkowitz and the fishing industry upon which he relies against advocates of sustainable fishery management. The story was covered by the Globe, the Herald, Fast Company, Grub Street Boston, WBUR, and others. Berkowitz says he didn't expect news of the dinner to go viral, but it did — possibly because of the controversial statements he made to the press. In interviews with Richard Gaines, the former editor of the Boston Phoenix and now a writer at the Gloucester Times, Berkowitz denounced the "eco-labelers" who were "brainwashing" consumers. And in an interview with the blog Slashfood, Berkowitz was quoted as saying, "I always found it curious that chefs and restaurateurs were the last to get information about sustainable seafood. Oftentimes it was from Monterey [Bay Aquarium's Seafood Watch Program] that blacklisted everything, or a group like Chefs Collaborative — you get a group of people that work off a particular science, and I would argue that science isn't necessarily balanced."
Berkowitz's offhand comment about the Chefs Collaborative came as a surprise to the advocacy group, which provides chefs with tips on developing a sustainable menu, but doesn't give guidelines for specific species. "It caught our attention because we don't have a list," says Melissa Kogut, the collaborative's executive director (and a former Legal Sea Foods server). "We were a little taken aback when he implied that we were following faulty science. I don't think he understands what we're doing."
To Berkowitz, though, such objections are mere details obscuring the big vision: that sustainability is a fluid concept, and that there is new technology available with the potential to give the industry better data — technology he believes is being ignored.
The fishing industry lauded him as a champion after the dinner. "I thought it was awesome," says Stephen Welch, a Hanover-based commercial fisherman who lands in Gloucester and New Bedford and remembers delivering lobsters to Legal's Allston processing facility back in the 1980s. "We have the Monterey Bay Aquarium telling people not to eat cod because it's not sustainable, but it is sustainable, and we're following the rules. We don't need someone from California to tell us how to go fishing, and Roger was there trying to explain that to people."
"Everyone in Gloucester will say Roger is a hero," says Gaines, the Gloucester Times writer, who is a longtime advocate for local fishermen and has known Berkowitz for 30 years.
Others had an entirely different take on the dinner, though. "I don't think the evening was designed to pull people together to work together," says the Chefs Collaborative's Kogut. "The spirit of the evening was more about understanding how [Roger] was viewing things." And Kogut, unsurprisingly, found those views less than persuasive. When she asked Berkowitz how he knew that the tiger shrimp he buys from Vietnam are sustainable, for instance, she wasn't satisfied with his answer. (Neither was he, actually. A few weeks later, he traveled to the Mekong Delta in Vietnam to tour the farm where he gets the bulk of his tiger shrimp. He came back confident of their eco-friendliness.)
Blogger Richard Auffrey, who also attended the event, feels it was little more than a publicity stunt. "He said he didn't think it would be so controversial, but he knew it would be," says Auffrey. "But I do believe that he is concerned about sustainability and thinking about some things others aren't thinking about. He's truly seeking the best science."
Michael Leviton, chef-owner of the restaurant Lumière in Newton and a board chair of the Chefs Collaborative, did not attend the meeting, but says he has his doubts about Berkowitz's expertise. "If there really is some cutting-edge science that he is privy to that the rest of us are not, it would be awful nice to know about it," he stonily suggests.
The most lasting effect of the dinner may be that everyone who already loved Berkowitz loved him more, and everyone who already disliked him disliked him more. Berkowitz doesn't seem to care either way. "I wasn't thumbing my nose," he says. "I just needed to get another side of the story out there.
You have a responsibility to raise your hand if you don't see things going right."
It's an honorable sentiment, but Berkowitz does seem to delight in public rumbles. Take, for example, another scuffle in which he found himself playing a leading role: Legal's 2008 campaign that featured ads plastered onto T trolleys, with pictures of fish spouting off some very fresh lines, including the now-legendary "This conductor has a face like a halibut." The Boston Carmen's Union and its drivers were not amused. The union head complained bitterly and publicly, and Berkowitz's subsequent "apology" served only to further inflame the situation. The apology read, in part, "We should have never, ever said 'this conductor has a face like a halibut,' when the truth is, most conductors don't look anything at all like halibuts. Some look more like groupers or flounders.… And there's one conductor on the Green Line that looks remarkably like a hammerhead shark."
The union ended up calling for a boycott, which served mostly to generate a lot of attention for Berkowitz and his company. "The head of the Carmen's union was a moron," Berkowitz says. "I don't know if 'moron' is the proper word. I think he was unprofessional in his response. He was saying I was an elitist. It was an idiotic statement, in my opinion. I suppose I should thank them. I never would have gotten all that national exposure if they hadn't complained."
Roger Berkowitz and his brothers, Marc and Richard, were raised in Waltham and Lexington, but they grew up in a fish shop: Legal Cash Market in Inman Square. The store was a family business, run by Roger's grandfather Harry and father, George, and it functioned as young Roger's summer job, his afterschool activity, and his hobby.
But when it came time for college, Roger decided to study journalism. So off he went to Syracuse University, where he hosted his own radio news show. After graduating, Berkowitz returned home with the intention of working for a couple of years in the family's restaurant — which had grown out of the fish market — before embarking on a media career. Nearly 40 years later, he's still at Legal.
In 1992, George announced that he was passing the leadership of Legal Sea Foods to Roger, not Marc, who had also spent his life working for the company. The move set off an epic family battle (which was featured prominently in a 1997 article in this magazine) despite the years of preventative family therapy and professional transition counseling that led up to it. Marc eventually left the company and then sued for the portion of the restaurant chain he felt he was owed. The suit was settled out of court in 1998, and the rift these days has largely been repaired, though general counsel and family friend Rich Heller says, "Those relationships will never be the same." A nondisclosure agreement from the settlement has kept the Berkowitzes out of the media ever since — all except for Roger, that is.
Berkowitz has placed himself in Legal's radio and TV ads for decades — owing, perhaps, to his broadcasting experience — and made himself into the face of Legal Sea Foods. When he's not using that soapbox to frustrate T drivers or agitate the eco-community, Berkowitz uses it to enhance Legal's "fresh fish" reputation, which happens to be another of his personal obsessions.
"There were always buyers that weren't quite as particular as Roger," says James Kendall, who was a scalloper off New Bedford for 32 years and these days is a seafood-inspection consultant. He remembers Berkowitz as one of the only buyers who actually used to come to the docks to check out the catch before he bought. "Our product had to be handled really well, or else they wouldn't accept it," Kendall recalls. "Roger was the final handler of the fish. He wanted to know everything about its history." Which, Kendall acknowledges, earned Berkowitz a reputation as a mighty pain in the ass. Not that he cared. "Roger got noticed for being that way," Kendall says. "Once he raised the standards, everyone else had to follow."
Today, Berkowitz wields enormous power in the seafood industry. He's one of the largest buyers of seafood on the East Coast. Fishermen and suppliers go to extraordinary lengths to do business with his company, including in at least one instance paying for the privilege. In 2005, a former Legal vice president of seafood operation, Arthur M. Kloack, was found guilty of three counts of filing false tax returns for failing to pay taxes on hundreds of thousands of dollars in kickbacks he'd gotten from Legal suppliers in exchange for the company's business. Legal itself reported Kloack to the authorities when they learned through an internal audit what was happening, but the fact that the scheme went on for four years speaks to how reticent members of the fishing community were to do anything that might affect their relationships with the company — and just how valuable those relationships could be.
Seafood suppliers weren't much interested in going on the record for this story to discuss rumors that Legal buyers had been strong-arming suppliers into lowering prices even though they were already under contract. Berkowitz confirms that he's had a buyer problem but says he's tried to correct it. "If situations were brought to my attention, I would remediate that," he says. "I'm not going to say there weren't episodes like that in the past, but it's in the past."
While there's no indication that Berkowitz knew anything about such tactics, at least one insider says they were in response to companywide cost-cutting pressures. In any case, the fact that Berkowitz is so entwined with the Legal brand means that it really doesn't matter where the fault lies. If the company is seen as manhandling fishermen, the rumor mill doesn't whisper that it was a buyer at Legal who was playing dirty. It's Berkowitz himself who's to blame — even though it's been a long time since
Berkowitz directly negotiated a fish deal. "If you have someone in an influential role making contract and purchasing decisions, if they don't handle that power properly, it becomes a reflection on Roger and the family," says Tenner, the former executive director of culinary operations.
Whatever criticisms he and his chain have faced, Berkowitz continues to have enormous sway within the restaurant industry. He's a trendsetter and one of the city's biggest players. Garrett Harker, longtime restaurateur and owner of both Eastern Standard and Island Creek Oyster Bar (and a former Legal Sea Foods server), says, "I think Roger is as obsessed with the finished product as he is with the source of it."
Harker says Berkowitz has always been willing to try out new ideas and "was never afraid to start over with a new philosophy and a new management team." He credits Berkowitz with the idea of "clustering," a concept often associated with Starbucks. "Roger was doing that before there was a Starbucks," Harker says. "He opened [restaurants in] Copley Place and then in the Prudential Center, a stone's throw from Park Plaza. Some thought he would be cannibalizing, but it didn't work out that way. Instead, he was creating a kind of fervor for the brand. He just became so associated with dining out in Boston." And Berkowitz is still clustering — his new Harborside location is directly across Northern Avenue from Legal Test Kitchen, its more loungey, less fish-focused sibling.
Berkowitz's record, though, is hardly one long string of uninterrupted successes. He admits to overestimating the strength of the Legal brand when he started opening restaurants in malls outside of New England. Malls in the Boston area have been extremely successful locations for Legal. In other areas of the country, though, the prevailing belief is that a restaurant in a mall can't possibly be good. And once you get beyond New England, Legal has lacked the name recognition to overcome that notion. "The success of the out-of-state mall restaurants has not been anything like we have here," Berkowitz acknowledges. "So as leases come up, if we want to stay in the community, we'll move it onto the street."
Then there was his particularly harrowing 1980s foray into winemaking in France — a chapter of his life Berkowitz says requires him to take a stiff drink before he can talk about it. That entire complicated episode proved, once again, that for Berkowitz, the devil truly is in the details — in this case a disgruntled employee who Berkowitz says sabotaged most of a first batch of white wine; arcane French rules that barred Berkowitz from selling what he was able to salvage; and fines from the French government for firing the saboteur.
The malls, the winery — perhaps the fish pond? — Berkowitz's occasional mistakes seem to fall into the "seemed like a good idea at the time" category, the hallmark of people who sometimes fail to do their due diligence. But even a thorough vetting couldn't have predicted how things would end when, in 1996, he hired Jasper White — the fine-dining chef who specializes in seafood — as Legal's executive chef. The two men parted ways after four years, and White started Jasper White's Summer Shack, a competing chain.
"I suppose he sort of wanted to emulate part of what we were doing when he opened up his operation," Berkowitz says. "I think there's always the feeling that you've opened up your kimono too much. When someone tries to do a knockoff on what you're doing, inside, you always feel a little, what is the word? I suppose 'betrayed' in some way might be one adjective. But I thought back to the good things he did and frankly, he does his thing now and we do it on two different levels. I have respect for what he's done. I really do."
"There is nothing that Roger Berkowitz knows that Jasper White can't figure out," counters Lydia Shire, the Boston culinary legend who has partnered with White on the restaurant Towne. Shire, who calls White her "best friend in the whole world," says she likes and respects Berkowitz, but wonders, "How can you belittle someone who has such great talent? That's impossible." For his part, White would say only that "I enjoyed my time at Legal and I think it was a mutually beneficial experience."
Berkowitz, who has gained a reputation as a humanitarian, sits on a number of boards for charities, hospitals, and educational institutions. He is especially interested in the issue of public health and education — a field that Berkowitz thinks he might be interested in pursuing one day…if he ever retires.
At 59, Berkowitz is only a few years younger than his father was when he handed over the business. The problem, though, is that Legal is Berkowitz's life. He says he feels bad for entrepreneurs who spend a lifetime building a business, then sell it, only to realize they're unhappy without it. "They're depressed because they have lost their raison d'être," he says. "They don't understand that at the end of the day it wasn't about the money. I keep watching those people and count the months before they're miserable."
Berkowitz hasn't come up with a specific succession plan. He and his wife of 35 years, Lynne, have two sons involved in the business — Matt, 31, who is director of Legal's plant operations and new business development, and Scott, 29, who is assistant general manager of the new Harborside restaurant. (Their daughter, Jaclyn, 27, is a social worker.) Berkowitz says he's not worried that history will repeat itself when he, too, must choose one of his sons as successor. "As a family we talk about that a lot," he says. "We talk about what transpired and how we can avoid scenarios like that. I think the situation we were in earlier was just different. Today, both boys like doing different things and have different interests, but they still like the business. There's not the competitiveness. There's not a rivalry."
But, as Berkowitz has learned, talk is cheap. And one day, he's going to have to choose. "I'm not sure exactly what's going to happen," he says. "A lot depends on how motivated the guys are."
"He's working it through, I guess," says Heller, Legal's general counsel. "I'm not saying he's not going to get there, but in his mind, he's too young to think about it."


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Today is the day I'm handing over the keys to the kingdom to Splashpress Media. In case you weren't aware of this, I sold Freelance Writing Jobs and today is the last day under my ownership. I've had 30 days to think about this transaction and while I still believe it's for the best, it's also strange and sad knowing that FWJ will no longer be mine.
I wrote this post in my head about twelve times in the past few days but it's not coming out like I intended.
- I thought about writing about the lessons I learned as a freelance writer, but I already did that.
- I thought about writing about the lessons I learned as a blogger, but I already did that.
- I thought about writing a long list of thank you's but I already did that.
I don't want to get all melancholy, but I do want to tell you that this blog and community was my life for five years and it means so much to me. You all do. I met so many wonderful people and learned more than I can tell you here. I'm grateful for the support of the freelance writing community.
I don't want to turn this into some sad, prolonged Oprah moment, so I'll leave you with one last thought:
You are responsible for you. Only you know the choices that work best for you and your situation. Don't be the person a blogger wants you to be. Be the person you want to be. Be happy.
With gratitude,
Deborah Ng
June 30, 2010
Now blogging at Kommein


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Switch Empire Of Sin
$ 46 Original price was: $ 46.$ 41Current price is: $ 41.
Build A Crime Empire: Raise your criminal empire from the ground up by establishing rackets in your neighborhood (be it speakeasies, breweries, brothels, union skimming, protection rackets, or casinos) and recruiting a team of loyal mobsters to make your mark on the streets. Once you make a name for yourself, expand your influence by taking over rival territory and adding more ventures to your repertoire.
Explore a Living, Breathing City: Take to the streets of vibrant 1920s Chicago and its distinct neighborhoods, such as Little Italy or West Loop, with real historical landmarks and events. Interact with a full cast of over 60 living, breathing characters with backgrounds that inform how they react to what you or other characters do. Each recruitable character has traits and relationships that significantly affect gameplay and vice versa. Schmooze, coerce, seduce, threaten, or kill them to get your way.
Defend and Expand Territory: If it comes to blows, hypothetically of course, and your posse needs to send a message, face off in brutal turn-based combat. Recruit your goons strategically to build a strong chemistry within your crew to maximize combat damage and help secure your hold on the city.
Wield Your Influence: Make and break alliances, bribe cops, and trade on the black market to gain an edge and expand the influence of your crime family. But always keep your enemies close and ensure you have a mole on the inside and eyes everywhere.
Dominate the Neighborhood: Whether you make it to the top with violence, business smarts, or city-wide notoriety, there are a number of ways to become King or Queen of Chicago. With various starting conditions and constantly changing crew dynamics, no two playthroughs will ever be the same.
- Description
Empire of Sin, the strategy game from Romero Games and Paradox Interactive, puts you at the heart of the ruthless criminal underworld of 1920s Prohibition-era Chicago. It's up to you to hustle, charm and intimidate your way to the top of the pile and do whatever it takes to stay there. This character-driven game puts players smack dab in the glitz and glamor of roaring 20s all while having them work behind the scenes in the gritty underbelly of organized crime.


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Angry Birds 8.0.3 Apk Mod for Android Unlocked
- Current Version: 8.0.3
- File size: 99 MB | 99 MB
- Memorize: www.ReXdl.com
Angry Birds 8.0.3 Apk Mod for Android Unlocked
Use the unique powers of the Angry Birds to destroy the greedy pigs' defenses!
The survival of the Angry Birds is at stake. Dish out revenge on the greedy pigs who stole their eggs. Use the unique powers of each bird to destroy the pigs' defenses. Angry Birds features challenging physics-based gameplay and hours of replay value. Each level requires logic, skill and force to solve.
If you get stuck in the game, you can purchase the Mighty Eagle! Mighty Eagle is a one-time in-app purchase in Angry Birds that gives unlimited use. This phenomenal creature will soar from the skies to wreak havoc and smash the pesky pigs into oblivion. There's just one catch: you can only use the aid of Mighty Eagle to pass a level once per hour. Mighty Eagle also includes all new gameplay goals and achievements!
In addition to the Mighty Eagle, Angry Birds now has power-ups! Boost your birds' abilities and three-star levels to unlock secret content! Angry Birds now has the following amazing power-ups: Sling Scope for laser targeting, King Sling for maximum flinging power, Super Seeds to supersize your birds, and Birdquake to shake pigs' defenses to the ground!
HAVING TROUBLE? Head over to https://support.rovio.com where you can browse FAQs or submit a request to our support flock!
#1 IPHONE PAID APP in US, UK, Canada, Italy, Germany, Russia, Sweden, Denmark, Finland, Singapore, Poland, France, Netherlands, Malta, Greece, Austria, Australia, Turkey, UAE, Saudi Arabia, Israel, Belgium, Norway, Hungary, Malaysia, Luxembourg, Portugal, Czech Republic, Spain, Ireland, Romania, New Zealand, Latvia, Lithuania, Estonia, Nicaragua, Kazakhstan, Argentina, Bulgaria, Slovakia, Slovenia, Mauritius, Chile, Hong Kong, Pakistan, Taiwan, Colombia, Indonesia, Thailand, India, Kenya, Macedonia, Croatia, Macau, Paraguay, Peru, Armenia, Philippines, Vietnam, Jordan and Kuwait.
#1 IPHONE PAID GAME in more countries than we can count!
Terms of Use: http://www.rovio.com/eula
Privacy Policy: http://www.rovio.com/privacy
This application may require internet connectivity and subsequent data transfer charges may apply.
Important Message for Parents
This game may include:
- Direct links to social networking websites that are intended for an audience over the age of 13.
- Direct links to the internet that can take players away from the game with the potential to browse any web page.
- Advertising of Rovio products and also products from select partners.
- The option to make in-app purchases. The bill payer should always be consulted beforehand.
Infinite shockwaves
Unlock mighty eagle
Unlock ad-free
Perfected game : 3 stars & hacked high scores on all levels


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Retailers Are Cool To Linux
The retail industry has failed to embrace Linux as warmly as expected.
The retail industry has failed to embrace Linux as warmly as expected, a market research firm said Monday.
A survey of retail information technology executives has found that Linux is in just about 2 percent of point-of-sale systems, which is far less than the 5 percent to 8 percent range expected, Venture Development Corp. said.
"You hear a lot of hype and a lot of talk about Linux, but as far as the numbers go, we haven't seen them," VDC analyst Taylor Smith said.
Among operating systems found in POS equipment, open-source Linux was at the bottom of the list. Windows was king with 43 percent of the systems, followed by 19 percent for various proprietary or in-house customized systems, 17 percent for IBM, primarily its AS/400 systems; and 9 percent for various Unix versions. Ten percent of the IT execs didn't answer the survey.
Windows remains dominant because more POS applications, such as inventory updating and pricing, labor management and scheduling and security, are written for Microsoft Corp.'s operating system, Smith said. The same is true for complementary hardware such as credit-card readers. IBM's systems also have strong support from independent software vendors.
In addition, running Linux often requires a retailer to have an in-house staff for support and maintenance.
To overcome their underdog status, Linux proponents need better marketing to convince retailers that the open-source system will cost less to maintain and support, and will deliver a higher return on investment, Smith said.
"People don't change systems in the business world if they work," Smith said. "(Businesses) are going to have to get something more out of the new system."
VDC has scaled back its projections for Linux in POS systems to 5 percent to 8 percent in three to five years, Smith said.
VDC's report on the retail POS market also found that bar-code use is far from dead, despite all the industry chatter about the switch to electronic tags. While radio-frequency identification (RFID) technology is being adopted in warehouses serving retailers, it's still a couple of decades away from being used to track goods on store shelves.
"We don't see any item-level identification right now in RFID," Smith said.
Bar-code use is expected to continue growing in the mid- to high-single digits as its use spreads from retail to other industries, such as healthcare, small consumer-goods companies and financial institutions. Bar-code technology, in fact, is still evolving, with a major effort in North America underway to move the system from 12 digits to 13 digits. The Uniform Code Council controls the Universal Product Code found on most retail products today.
About the Author(s)
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Modern retailers are focusing on how to combine the best of both worlds: online and in-store, digital and physical. One of the major aspects of this "best of both worlds" is communication. And Microsoft offers many of the tools you need to improve the different levels of communication so you can remain both competitive and agile in the modern retail landscape.
Levels of Communication in Modern Retail
There are various levels of communication in contemporary retail:
- Consumers communicate with stores
- The head office communicates with suppliers and store managers
- Store managers communicate with suppliers, and consumers, but not so much with the head office
- The suppliers communicate with stores, but not so much with the head office
- Store managers communicate with store associates
Improved communication brings benefits in the form of productivity, innovation, and better morale. But how can communication be improved?
Microsoft's Approach to Communication
Instead of providing a single approach to communication for all levels of a retail business, Microsoft aims to provide the right capabilities to the right people.
For example, it is natural that managers would use a different communication tool to share ideas with other managers that they would use to share policy updates with associates and staff. It is also critical that managers and associates are only provided access to the information they really need. Otherwise, they run the risk of being distracted from their job or being exposed to so much that they begin to ignore everything, including what they do need to know.
As a more real-world example, the portal (or view) that an associate would work with to access what they need is typically more action-oriented and focuses on providing them quick access to data and updates that directly pertain to them. There is usually very little time available to train associates on core products, much less get them up-to-speed on using productivity and communication tools. That means the simpler and more intuitive the associate portal is, the better. When using Microsoft tools, such an associate view is facilitated by SharePoint Online through Office 365.
Microsoft Office 365
In modern retail, it is vital that business owners, executives, managers have access to the very latest information. The challenge is making sure they still have that access while spending more time on the store floor with both customers and associates. The latest information not only includes sales numbers and the like but best practices.
Office 365, as opposed to on-premises Office installations, has proven to be a powerful tool to support these goals. Microsoft and Forrester teamed together to determine the economic impact that the Office 365 suite of tools has had on retail businesses, and their findings indicated:
- Better connections with their workforce
- Increased sales
- Floor feedback
- Improves the dissemination of best practices
- Provides anytime, anywhere access to key information
- Collaboration made much easier
These gains were achieved through the use of Office 365 features such as document sharing, email, and enterprise social media.
Enterprise Social Media: Yammer
Communication with employees in far too many retail settings remains paper-based and often tied to a bulletin board sitting in a dusty back room Even emails are often printed out and posted on a board. This method is antiquated, and doesn't take into account the digital prowess of the new generation of retail employees. There is potential for the use of enterprise social apps to better engage employees, and facilitate the sharing of information such as ideas, campaigns, and promotions. Microsoft's solution to enterprise social apps is Yammer and it is used by over 85% of Fortune 500 companies.
Enterprise Video Capabilities
These days, people do much of their learning, sharing, and consuming via video. This is equally as true for retail customers as it is for retail management and associates. Enterprise video tools make it easy to upload and share videos (which could be about anything from best practices to policy changes).
This type of communication is not just top-down from headquarters to store managers, but can be shared among store managers or with associates. This allows people to share new ideas, distribute common messages, and communicate their own opinions and feedback on the videos. The Microsoft Office 365 platform now provides enterprise video capabilities.
Many major retailers have made the switch to Office 365, including well-known names such as Pandora, Game Stop, Tesco, Godiva, Starbucks, and Red Robin. The smart use of communication tools such as OneDrive, Yammer, Skype, and SharePoint have enabled both large and small retailers to drastically improve communication at all levels of the company.
These improvements in communication do lead to better sales. Training is faster, timely information reaches the right people, and employees are no longer overloaded with information that doesn't pertain to them. Managers can share key information with other managers far more easily, such as customer feedback about new products and services. More positive work gets done with less stress and that's a win-win for consumers and retailers.


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Case Studies
Dynalectric provides complete expert services that support your business instead of draining your bottom-line.
Click on the case study list on the left to learn more about the ways our creative solutions and customized services ensure high-performance systems, comfortable and productive environments, and long-term investment protection.
To request more information about any of these projects, or to see how we can help you focus on your core competencies, please email us.


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Sailor Sock - Cocoa Beach
Regular price
The Sailor Sock base is a Superwash Merino / Nylon mix. Super soft, lofty, and so squishable. This base will make you the coziest socks, and the most beautiful accessories and garments. Beautiful 8 ply base.
80% Superwash Merino, 20% Nylon
100gm / 435 yards per skein
We do our very best to represent the yarns and colours in our photos, however please note that these are all hand dyed in small batches and not all skeins are the same despite being from the same batch - please make sure to alternate rows between skeins of the same colour in larger projects.
Please note when soaking and washing your finished garments that due to the hand dyed nature of the yarns there may be some colour in the bath water only (no colour transfer will occur) - this is perfectly normal and expected for saturated colours. This is true of all hand dyed yarns due to variations in water content despite our washing the yarns and fibres to clear running water in our studio. Please make sure to swatch first to ensure your colours when mixing are compatible once washed.


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Relocation Appraisal
When you put your "old" home on the market and take advantage of your employer's relocation assistance, you're interested not in the "fair market value" of the home, but its anticipated sales price, typically as soon as possible -- usually not to exceed 120-180 days. But the need for speed doesn't mean the relocation appraisal is a more simple matter than your average lending/mortgage appraisal. Quite to the contrary. It entails special expertise, training and skills on the part of the appraiser or appraisal firm you select. When we perform a relocation appraisal, we consider recent closed sales but also competing listings in the area as well as pending sales. We offer a forecast of the likely sales price you can rely on, considering the dynamics of the neighborhood at the time of the relocation. All relocation appraisals are reported on the standard ERC Residential Appraisal Report form, the industry's accepted relocation appraisal format. |


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Collection of Personal Data
In the course of your dealings with Vinz Office System Sdn Bhd (1039660-U), we will request that you provide data and information about yourself ("Personal Data") to enable us to enter into commercial transaction with you or to deliver the necessary notices, services and/or products in connection with our business. These are relevant in connection with our business process, execution, including delivery of notices, services and/or products, client relationship management, planning purposes in connection with future products, new product launches and events including promotional events with business partners.
Personal Data
Such Personal Data may be subject to applicable data protection, privacy and other similar laws and may include but not limited to information concerning your name, contact information, e-mail address, postal addresses, address, telephone or fax number, where permitted by applicable law.
Purpose of Collection of Personal Data
The Personal Data will be collected, processed and used by us for the following purposes:
- the delivery of notices, services or products and the marketing of such services or products whether present or future, to you;
- in order for you to enter into the necessary agreement and/or contract to purchase the products and/or services from us;
- the maintenance and upkeep of customer records and development;
- those purposes specifically provided for in any particular service or product offered by us or our partners;
- marketing and client profiling activities regarding our latest products and/or services;
- preparation and execution of all necessary documents and agreements and/or contracts for our products and/or services with you;
- credit assessments, financial and background investigation as and when deemed necessary;
- our internal record keeping;
- prevention of crime (including but not limited to fraud and money-laundering);
- meeting any legal or regulatory requirements relating to our provision of services and products and to make disclosure under the requirements of any applicable law, regulation, direction, court order, by-law, guideline, circular, code applicable to us or any member companies of our Group;
- enable us to send you information by e-mail, regular postal mail, telecommunication means (telephone calls, SMS messages or social chat applications) or internet social media about products and services offered by selected third parties that we think may interest you but doing so we maintain control over your Personal Data and we will not disclose your Personal Data to any third parties without your prior written consent;
- any subsequent commercial transactions in relation to any products and/or services;
Source of Personal Data
The Personal Data will be collected, processed and used by us are sourced from wholly legitimate and transparent means such as:
- agreements and contracts for sale and purchase of our products or for our services;
- official registration forms (either electronic or printed) for new launches or product showcases, exhibitions or any other promotional events;
- official request for Information forms that are provided to you by our employees or agents;
- any emails or any correspondences that we have received from you requesting for information or making any inquiries;
- any forms that you have submitted on our website or any websites contracted by us;
- any referrals from a person which have included their verifiable personal contact details;
- Business cards that were dropped or given to our employees, agents, brokers or associates; or
- any documents (including but not limited to statutory forms and returns) that were submitted to us for processing.
At no time will any Personal Data be purchased by us or in any way commercially acquired through the purchase or trading of illegitimate and illegal Personal Data databases or lists.
Rights of Access and Correction
You have the right to request access to and if required, correction of your Personal Data in our records. You have the right to:
- request access to your Personal Data in our records for verification purposes. You may access and review all of your Personal Data held by us in person at our corporate offices located at the address given in contact us section;
- request the correction of your Personal Data in our records in the event the information is inaccurate, misleading, out-of-date or incomplete upon validation and verification of the new information provided in person at our corporate offices located at the address given in contact us section;


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Submitted by Haldi on 16 May, 2020 - 15:16
Command the Nimbatus and craft drones out of hundreds of different parts. Survive unknown threats in a fully destructible, procedural universe, compete against other players in different arenas or enjoy complete creative freedom in the sandbox.
Submitted by thadius856 on 28 March, 2020 - 21:28
Exapunks is a programming game developed by Zachtronics. It was released into early access on August 9, 2018, and fully released on October 22, 2018. It takes place in an alternate timeline in the year 1997. The fictional world of Exapunks is heavily computerized, and a disease called Phage is ravaging the population, turning the bodies of those affected into computerized components. The player takes on the role of Moss, a hacker who breaks into computer systems in order to afford a $700/day drug to slow the progress of his Phage affliction.
Submitted by thadius856 on 28 March, 2020 - 16:48
80 Days is an interactive fiction game released by Inkle on iOS platforms on July 31, 2014 and Android on December 16, 2014. It was released on Microsoft Windows and OS X on September 29, 2015. It employs branching narrative storytelling, allowing the player to make choices that impact the plot. The plot is loosely based on Jules Verne's novel Around the World in Eighty Days. The year is 1872 and Monsieur Phileas Fogg has placed a wager at the Reform Club that he can circumnavigate the world in eighty days or less.
Submitted by thadius856 on 28 March, 2020 - 16:01
Planet Coaster is a construction and management simulation video game developed and published by Frontier Developments for Microsoft Windows. It was a sequel to the RollerCoaster Tycoon series, released worldwide on 17 November 2016. Frontier had previously worked in the amusement park construction and management genre with RollerCoaster Tycoon 3 (to which Planet Coaster is a spiritual successor), Thrillville, Thrillville: Off the Rails, and Zoo Tycoon. A version for PlayStation 4 and Xbox One, known as Planet Coaster: Console Edition, is scheduled for release in Summer 2020.
Submitted by thadius856 on 28 March, 2020 - 15:09
Fell Seal: Arbiter's Mark is a story-driven, turn-based tactical RPG set in a fantasy world with a touch of steampunk. Take control of the Arbiter Kyrie, an agent of the Immortal Council tasked with preserving stability and order throughout the land, and lead your troops through difficult encounters.
Experience an epic and mature story, unfolding through over 40 story encounters and topped with challenging end-game content.
Classic tactical combat battles, with rugged terrain and elevation, taking place on beautiful hand-drawn environments.
Submitted by thadius856 on 28 March, 2020 - 00:39
AI War 2 is a grand strategy/RTS hybrid against a galaxy that has already been conquered by rogue artificial intelligence. It's also "a sequel to [Arcen's] enormo-space RTS AI War, which we called 'one of this year's finest strategy games' back in 2009" (Tom Sykes, PC Gamer)
Submitted by thadius856 on 27 March, 2020 - 23:18
My Friend Pedro is a shoot 'em up video game developed by DeadToast Entertainment and published by Devolver Digital. The game was released for Microsoft Windows on 20 June 2019. My Friend Pedro is based on an Adobe Flash game named MFP: My Friend Pedro that was released by Adult Swim Games in 2014.
Submitted by thadius856 on 27 March, 2020 - 00:24
Anno 1800 is a city-building real-time strategy video game, developed by Blue Byte and published by Ubisoft, and launched on April 16, 2019 in North America. It is the seventh game in the Anno series, and returns to the use of a historical setting following the last two titles, Anno 2070 and Anno 2205, taking place during the Industrial Revolution in the 19th century.
Submitted by thadius856 on 26 March, 2020 - 23:28
Project Warlock is a 2018 first-person shooter video game developed by Polish/German studio Buckshot Software and published by Gaming Company. Project Warlock is notable for being created by 18-year-old Jakub Cislo, who developed the game while still attending high school.
Submitted by thadius856 on 26 March, 2020 - 22:33
Eliza is a visual novel game developed by Zachtronics, released on Microsoft Windows, macOS, and Linux on August 12, 2019.


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- Measure of a Man · 1996
- Measure of a Man · 1996
- The Civil War : The Complete Work · 1999
- Measure of a Man · 1996
- Measure of a Man · 1996
- 90s Country Songs · 2024
- Now - Single · 2023
- Inability to Cope · 2018
- Inability to Cope · 2018
- The Violent Majority · 2011
- A Vulgar Display of Obscurity · 2011
- A Vulgar Display of Obscurity · 2011
- Dare the World - Single · 2002
Singles & EPs
About Kevin Sharp
Though Kevin Sharp has come to light in the country field, his music is heavily commercial and could easily fit in several different genres, considering his dance-inspired production, heavy emphasis on ballads, and his cover of the Tony Rich Project's "Nobody Knows." Born in 1970 in rural northern California, Sharp first hit the stage at age three, performing at church with his musical parents and seven siblings. At age seven, he and his family moved to Weiser, ID -- the home of the National Fiddle Festival -- to begin a restaurant. Learning much about music from the fiddlers who packed Weiser every year for the festival, Sharp sang in local musicals and choral groups while in high school. The family moved back to California in 1985, but he stayed active in music, singing in choral groups and a Sacramento light opera company while excelling at sports as well. He dreamed of a college football scholarship, but began to experience periods of fatigue and dizziness in 1989. The doctors later diagnosed bone cancer, and gave Sharp little chance to recover. After intensive radiation treatments permanently balded him, his prospects began to look even worse. Encouraged by the Make-A-Wish Foundation, Sharp asked to meet Los Angeles producer/songwriter David Foster, long an idol of his. The two hit it off well and became fast friends. After years of treatment, Kevin Sharp finally beat cancer by 1993. He began working at the Great America theme park in Santa Clara, pitching a demo tape to various talent shows in the meantime. With David Foster's name still in his Rolodex, he called the producer and sent him a tape. Foster was at first hesitant to force pity on the young singer, but changed his mind after one song. Sharp was introduced to several country A&R representatives, made another demo, and was signed by Elektra/Asylum in 1995. His debut solo album Measure of a Man was released in November 1996 and hit the Top 20 Country charts. Love Is followed in 1998. ~ John Bush
- Redding, CA, United States
- 10 December 1970
- Country


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Both Exabytes WordPress hosting plans support Free SSL Certificate by Let's Encrypt. One of the key requirement before you could activate the Free SSL Certificate for your WordPress domain in the control panel is that you must have the DNS A record of your domain pointed to our WordPress hosting server. Refer to this article on how to identify your WordPress Web Server IP if you are using a 3rd party DNS Name Server for your WordPress domain.
1. Get into your WordPress control panel via your client area portal.
2. Once you are on your WordPress dashboard, look for the "Let's Encrypt" icon.
3. Click on it and fill up your contact email as well ensure the check box for "Include a 'www' subdomain for the domain and each selected alias" is ticked. This is allow the certificate issued will give you have access to your domain as https://www.exabytesdemo.blog and https://exabytesdemo.blog (with and without www)
4. Click Install and if your domain has been pointed to our web server IP as indicated above, it will take about 10-15 minutes for the certificate to be installed on your domain.
Let's Encrypt SSL is a Domain Validated SSL Certificate. If you are looking to enable the Green Address Bar EV SSL certificate for your WordPress installation to improve the trust of your website (as if you are running any WordPress eCommerce store such as Woo Commerce), feel free to get in touch with our WordPress consultant so we can provide you a custom EV (Extended Validation) SSL Certificate.


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Hyderabad, Telangana [India]: Futran Solutions, Inc. is poised to take new strides as a Digital Technology organization, and former LTI CBO, Anil Vazirani is poised to be the next Chief Executive Officer.
Edison, New Jersey, April 1, 2021
Futran Solutions, Inc. announced today that Anil Vazirani has been appointed the new CEO of the company. An experienced industry leader with a solid sales track record of 25 years, Anil brings to the fore new enthusiasm and business partnerships.
Anil has industry experience across the Americas, Europe, and India. Before joining Futran Solutions, Anil had a 23-year long career at LTI where he was the Chief Business Officer for the Insurance and Healthcare verticals.
"In this post-pandemic situation, we at Futran believe that Mr. Vazirani has the right arsenal to take Futran to the next cycle of growth and add in new capabilities while bolstering the existing strengths of the team," Krishna Vemuri, Chairman of Futran group of companies said.
Krishna Vemuri also cited, Futran always believed there are two ways to look at customers. The first is transactional and the second is transformational. Our value system places the customer atop every other priority, prioritizing transformation over the transaction.
At Futran, our foremost commitment is to meet client expectations, while striking excellence every time we deliver on projects. Superior quality and competitive cost are potent hallmarks of Futran's service. Every time you do a project with us, we positively impact your return on investment.
All great teams are built on principles that endure the test of time. We hold the values of diversity, inclusion, equality of opportunity dear to our hearts. Employees and consultants working with Futran find an equal opportunity concerning their nationalities, ethnicities, and genders.
"Apart from Futran Solutions core IT Services business, Mr. Vazirani will also take up the responsibilities of being the CEO of Futran-funded tech start-up, EZJobs®, Inc, a digital marketplace for blue and grey collar job seekers with a user base of over 800K+," Krishna added.
About Futran Solutions &EZJobs® ( www.ezjobs.io )
Futran Solutions is a Digital Technology organization focused on Data Analytics, Cloud, Automation, and New Age App Development.
EZJobs® is an AI-enabled blue and grey collar job portal where candidates and employers can meet, chat and work together.