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Tech News
Tech News St. Martinville Louisiana
In a fictional love story, Evangeline and her young lover Gabriel are separated on their wedding day as thousands of Acadians are exiled from Nova Scotia. Longfellow s epic poem describes a lifetime of searching. They reunite in old age, at the moment of Gabrielle s death. He wrote, Side by side, in their nameless graves, the lovers are sleeping. Under the humble walls of the little catholic churchyard. A statue of Evangeline stands in the small graveyard of the St. Martin of Tours Church, the mother church of the Acadians in St. Martinville…read more
It Department Newsletter ideas
A regular newsletter is a great way to keep in touch with your customers and wider target audience. I don't know about you, but I am constantly subscribing to new email newsletters to help me keep up to date and inspired. It can quickly become overwhelming, though. To ensure my email inbox doesn't buckle under the strain, I am also constantly unsubscribing from newsletters that don't have me hooked. One of the biggest challenges business owners face when it comes to creating an engaging newsletter is what to write about. If writing your company…read more
VA Tech News
Virginia Tech coach Frank Beamer is retiring at the end of the season. The longtime coach of the Hokies will leave his post after 29 seasons and he has the most wins of any current coach. Beamer became Virginia Tech s coach in 1987 and has taken the Hokies to a bowl game in every season since 1993. I have always said that 'I want what is best for Virginia Tech, '" Beamer said in a school statement. "Because of my love and passion for this great university, this program and our tremendous fans, I have decided after 29 years that it's time. Today…read more
Technical Newsletter Title
Introduction Ingressus can be integrated with multiple auxiliary inputs and outputs. One of the main safety features of Ingressus is that it can be combined with smoke sensors in an event of fire to trigger alarm alert and to open all doors of your premise(s) simultaneously. Benefits By tapping on this configuration, Ingressus will open selected doors when the fire alarm is triggered either from the first Ingressus or from the second Ingressus. It is crucial to get the people affected clearing the areas when the controllers detect smoke. Process:…read more
Tech News in Hindi
Bharti and SoftBank joint venture Hike messenger, an instant messaging platform, on Monday launched a Hindi news feed in its app after seeing a hit rate of 100 million English news stories per week. The new feed will allow users to access nuggets of news reports across sports, entertainment, politics, technology and other categories. "We have carefully studied content consumption patterns of our user base and Hike being an Indian app, we are happy that now our users can read news in Hindi. "Users can switch between Hindi and English news by tapping…read more
Tech News Australia
Chris Griffith Audi has eliminated the need to keep dipping headlights at night on models now coming to Australia. Chris Griffith Smartwatches, VR and drones characterised a year where personal tech gave more than we were ready for. Chris Griffith Nothing beats tech when buying Christmas gifts. Here are some suggestions for your list to Santa this year. Chris Griffith This Huawei Nexus 6P is 0 cheaper than the iPhone 6S Plus. It doesn't compromise on features or power. Krishan Sharma Continuum — the Lumia 950 and the XL's defining feature — has…read more
Technical Newsletter templates
Q: How do I use the HTML newsletter templates in LISTSERV 16.0? Answer by Ben Parker Chief Corporate Consultant, L-Soft LISTSERV 16.0 introduced the ability for users to easily create professional-looking HTML newsletters. These ready-to-use newsletter templates contain placeholders that let you fill in predefined areas with your own text and images without HTML coding experience. The templates include a plain-text version of the newsletter that is automatically filled in as you complete the placeholders for the HTML version. LISTSERV 16.0 also…read more
Sussex Tech High School News
GEORGETOWN, Del.- Students were hard at work Wednesday inside Sussex Technical High School in Georgetown. But Superintendent AJ Lathbury said parts of the school are in major disrepair and in bad shape. We have sections of our building that are uninsulated,he said. They re single-wall construction, single-pane glass. They have air-filtration issues. It s hard to get good, clean air. Structural deficiencies. To address these problems, Lathbury told WBOC that the district is now looking to build a brand new high school, with a price tag of $187…read more
Tech News today Episode 1
As we head into the new year and start the process of building our new studio, we will be making a few changes to our programming schedule. Starting January 4, 2016, Know How is expanding to two episodes per week! One episode will be recorded offline and released on Mondays at 3PM, and the other episode will record live on Thursdays at 11AM. Monday's Know How will be dedicated to lighter builds, tech reviews, and solutions for common tech problems, while Thursday's show will focus on more involved projects and maker segments. With the expansion…read more
Tech News Google
James J. Kim Executive Chairman of the Board Age: 79 Bio & Compensation - Reuters Stephen Douglas Kelley President, Chief Executive Officer, Director Age: 52 Bio & Compensation - Reuters John T. Kim Vice Chairman of the Board Age: 45 Bio & Compensation - Reuters Joanne Solomon Chief Financial Officer, Executive Vice President Age: 49 Bio & Compensation - Reuters Choon Heung Lee Executive Vice President, Chief Technology Officer, Executive Vice President - Worldwide Manufacturing Operations, President - Amkor Technology…read more
Tech Newsletters SF
Apple's mobile payments deal in China may ease fears about iPhone sales, Star Wars is pushing the movie industry towards record takings at the box office this year, the Fairphone 2 modular smartphone is shipping, Twitter's latest tools include Lifewrecker and Misogynist Pro. #techFT is a newsletter on technology, digital media and telecoms. You can sign up here. Read more Digitisation could mean US job losses in double-digit millions, GM insects could help protect crops, Facebook has a messaging deal with Uber and Pandora has seen a royalty relief…read more
Tech Newsletter example names
If your palms get sweaty every time your cursor is hovering over the "send" button, keep on reading. Because if you, or someone in your nonprofit is sending out weekly or monthly newsletters, make sure whoever is doing the heavy lifting has a copy of this list! It might just save a headache or two down the road. Choose a goal Clearly define a goal before sitting down to write. This is imperative. A document of this importance should not be started until this has been accomplished. Are you just looking to raise awareness? Are you reaching out for…read more
Tech News of India
BENGALURU: India remains the No. 1 location for MNCs to establish product engineering and R&D centres outside their home countries, and the growth of these centres in India is outpacing the average global growth. India accounted for $12.3 billion, or 40%, of the total of $31 billion of globalized engineering and R&D in 2015, according to a study by consulting firm Zinnov. Compared to 2014, the revenues of the captives in India grew by 8.3%, as against the growth of 7.6% for all captives. China follows India with revenues of $9.7…read more
VA Tech Newsletter
Your Virginia Tech College of Agriculture and Life Sciences Alumni Organization (CALSAO) exists to promote fellowship and networking among alumni and students and to advance the teaching, research, and extension missions of the College. We are very fortunate to have an outstanding group of alumni and friends here in Virginia, across the country, and around the world. You are very important to everything we do, including providing internships and employment opportunities for our students, assisting with research and outreach programs, and providing…read more
VA Tech football Coaching News
Memphis football coach Justin Fuerte responds to a Yahoo sports column linking him with the soon-to-be-vacant Virginia Tech job replacing Frank Beamer. He tells Matt Stark of Fox affiliate WHBQ in Memphis if there s something that comes along and there s mutual interest, then we ll have those discussions. He went on to say his focus and the team s should be their upcoming game with SMU Injured JMU QB Vad Lee was named the CAA Offensive player of the year, while Richmond s Danny Rocco was named the CAA Coach of the Year. The Spiders and William…read more
Tech Tips Newsletter
Are you looking for a better, smarter way to run your Windows PC? Don t you hate it when it takes forever to do something that you know should be easier? Well, this is the newsletter for you. Computer Tips & Techniques will give you practical advice, great tips, a few tricks, and a cool web site every weekday. This newsletter is sent out every Monday through Friday and is designed for those who love eye candy. You ll get screenshots, easy to read content, humor, and so much more! In addition to the regular advice and tips, each issue…read more


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Maltese Cross Tube
Product Description
For showing the linear propagation of cathode rays, magnetic deflection of cathode rays, image distortion due to electrostatic charging, comparison of cathodic stream and electromagnetic radiation and an introduction to electron optics using a single Helmholtz coil.
The tube comprises the standard spherical glass body with cylindrical neck, a diode electron gun with a filament and cylindrical anode connected to 4mm sockets in the plastic cap, a metal Maltese cross mounted in the centre of the sphere, (connected via a 4mm plug in one of the side caps) and a phosphor coated screen.
• Maximum filament voltage: 7.5V
• Anode voltage: 2000 to 5000V
• Anode current:4000V 1.8mA
Supplied complete with instructions.

subset: commoncrawl


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Unless you've been out of Las Vegas (or Nevada) for the last year, you don't have access to the media, or you've been living in a cave, you know pot is legal for anyone over 21, not just medical marijuana patients.
So why are we even discussing medical marijuana in Las Vegas? Simple: patients and recreational users have very different reasons and needs for medical marijuana. At NuWu, we're passionate about helping everyone, and we have an unwavering commitment to helping patients.
In this article, you'll get answers not only about Las Vegas medical marijuana, but answers to many of the most common questions people have about medical cannabis and Las Vegas medical marijuana, including:
- How Do I Become a Las Vegas Medical Marijuana Patient?
- What Medical Conditions Qualify for a Las Vegas Medical Marijuana Card?
- Does It Make Sense to Get a Medical Card With Recreational Weed Being Legal?
- What Gives Cannabis Its Medical Effects?
- What Are Cannabinoids And Terpenes And Why Are They Important?
- What is the Entourage Effect?
- What Are the Medical Benefits of Cannabis?
- Is It Dangerous to Smoke Cannabis If I Have a Medical Condition?
How Do I Become a Las Vegas Medical Marijuana Patient?
The process is relatively easy. If you'd like to become a patient, you can use the Online Cardholder Registry to apply to become a verified Las Vegas medical marijuana patient.
Las Vegas medical marijuana patients must have a qualifying diagnosed chronic or debilitating condition (see below).
You also need to register with the state to protect yourself from prosecution (patients can possess much more cannabis than rec users and cultivation laws are more lenient).
Prospective Las Vegas medical marijuana patients are also required to complete and an Application Request Form.
You'll also need to:
- Pay the $25 for application request fee
- Provide a copy of the front and back of your driver's license or State ID
If you're designating a caretaker, you'll also need to provide a copy of the front and back of your designated caretaker's driver's license or State ID.
For more information on becoming a verified Las Vegas medical marijuana patient, read Americans for Safe Access pamphlet, Becoming a Patient in Nevada.
Las Vegas Medical Marijuana: What Medical Conditions Qualify for a Card?
To become a Las Vegas Medical Marijuana patient, you need to have been diagnosed with one of the following conditions:
- Cachexia (body weakness or wasting induced by a chronic condition)
- Cancer
- Glaucoma
- Persistent Muscle Spasms (includes Multiple Sclerosis)
- Post-Traumatic Stress Disorder (PTSD)
- Seizures (includes Epilepsy)
- Severe Nausea
- Severe Pain
You may qualify with an unlisted condition if approved by the Department of Health and Human Services.
Las Vegas Medical Marijuana: Does It Make Sense to Get a Medical Card With Recreational Weed Being Legal?
With cannabis being legal in Nevada for anyone over 21 years of age, many people question why they would even need or want to go through the process of becoming a patient.
This is a fair question. However, it still makes sense for many people to get their card.
Here's why…
- A medical card exempts you from the 10% sales tax rec users have to pay.
- With a card, you can possess up to 2.5 times more marijuana than recreational users are permitted to possess. Rec users can only possess 1 oz.
- Statewide, including Las Vegas Medical Marijuana cardholders, can grow their own weed if they are too sick or don't have a way to get to a dispensary. Rec users are only allowed to grow their own if their closest dispensary is 25 miles or more away from their residence.
- If you're younger than 21, you may still be able to get a medical recommendation allowing you to purchase cannabis, whereas rec users have to be over the age of 21.
Benefits of Medical Marijuana: What Makes Cannabis Medically Beneficial?
The culmination of medical marijuana research suggests cannabis is the most therapeutically versatile plant known to mankind. In fact, we know of no pharmaceutical drugs that are a therapeutically versatile as cannabis.
Many Las Vegas medical marijuana doctors (and doctors across the world) who have studied medical cannabis characterize the plant as being pharmacological treasure chest given how many clinically useful cannabinoids and terpenes there are in the plant.
But, what is responsible for giving cannabis therapeutic properties? Cannabinoids and terpenes.
What Are Cannabinoids And Terpenes And Why Are They Important?
Cannabinoids vs Terpenes
Cannabinoids are the active constituents (or, ingredients) in the plant that give cannabis its therapeutic benefits. Scientists have so far identified 113 different cannabinoids, but the two most studied are THC and CBD. These are the two most prominent cannabinoids in the plant, and the two the public is most familiar with.
Many Las Vegas medical marijuana doctors characterize them as Yin and Yang because of their complementary properties. THC, as you may already know, is responsible for the psychotropic effects of cannabis (e.g. "the high"). CBD is the opposite, producing little to no psychotropic effects, and even lowering the psychotropic effects of THC.
While this may seem like opposing effects — not complementary — they are in fact complementary because together they can produce more therapeutic benefits than either alone. Likewise, if a patient needs to raise their dose of THC but doesn't want to feel more high, by increasing CBD, they realize the benefits of THC without getting more "high."
Terpenes are the essential oils of plants (all plants, not just cannabis), many of which are not only responsible for giving cannabis its aroma, many have proven health and therapeutic benefits.
What is the Entourage Effect?
As we touched on, cannabinoids and terpenes work together synergistically to produce more health and medical benefits than isolated compounds. This is what's known as the "entourage effect," a term coined by Dr. Ethan Russo.
What Are the Medical Benefits of Cannabis?
Cannabis, being so therapeutically versatile, has numerous medical and health benefits. However, because cannabis was demonized and stigmatized for so long, many people in the medical cannabis community seem compelled to hold cannabis to a higher standard than FDA-approved drugs, characterizing cannabis as a panacea that can treat or cure just about everything, from glaucoma to male pattern baldness. This is silly, and there's no reason to portray cannabis as a panacea.
If you compare cannabis to the roughly 1600 FDA-approved drugs, you can't find a single drug that is more therapeutically versatile, while having so few potential (intolerable) side-effects than cannabis.
So, in this article, we'll provide you with unbiased information on what cannabis is effective for based on the most significant "consensus report" published to date — The Health Effects of Cannabis and Cannabinoids — produced by the prestigious National Academies of Sciences, Engineering, and Medicine, the scientific collective of the National Academy of the United States. (Note: This isn't an exhaustive list. For a comprehensive list and references to supporting research, we encourage you to read the original report.)
There are different levels of evidence that you should familiarize yourself with, as there conclusive evidence for many conditions, while other conditions may need more high-quality randomized-controlled trials before the medical community deems the evidence for that condition conclusive.
- CONCLUSIVE OR SUBSTANTIAL evidence: There's strong evidence from randomized controlled trials (the highest quality research);
- MODERATE evidence (meaning there could be some or even a significant amount of research supporting the conclusions, but gold-standard clinical research is limited or non-existent);
- LIMITED evidence, meaning there's evidence from fair-quality studies mixed findings with most favoring a single conclusion.
CONCLUSIVE or SUBSTANTIAL EVIDENCE:
There's conclusive or substantial evidence that cannabis is effective in treating the following:
- Chronic Pain: There numerous studies providing unassailable evidence that cannabis is effective for chronic pain. Given the current opioid crisis, the fact that so much evidence exists suggest cannabis can either replace opioid treatment or at least reduce the amount of opioids patients need to take to find relief is hugely important. And, it's perhaps the greatest argument for the federal legalization of medical cannabis. There's even evidence concluding that in states who have legalized medical marijuana, see a 25% drop in opioid-related deaths.
- Cancer Care: There's conclusive evidence that cannabis can be hugely beneficial in helping cancer patients reduce or eliminate nausea and vomiting related to chemotherapy; and, that cannabis can improve their quality of life.
- Multiple Sclerosis (MS): There's strong evidence that cannabinoids improve the spasticity symptoms caused by MS.
- Insomnia: There's solid evidence (but we still need more high-quality studies) that cannabis or cannabinoids help individuals living with obstructive sleep apnea syndrome, fibromyalgia, chronic pain, and multiple sclerosis sleep better.
Keep in mind; LIMITED evidence isn't necessarily a negative. It simply means we don't have enough high-quality studies, and we need to conduct more research. Medical marijuana faces far more research obstacles than most drugs due to the fact the DEA has refused to reschedule cannabis. As a Schedule I drug, they still consider cannabis to have NO medical benefits, and that it's highly addictive, classifying it alongside Heroin. YES, that's just nuts, right?!?
Interestingly, well-known "party drugs" have faced far fewer obstacles than cannabis. For example, ketamine (a powerful dissociative) is FDA-approved and now used to treat depression. MDMA ("ecstasy") is not yet FDA-approved to treat PTSD, but it's moving along the FDA approval pipeline much faster than cannabis.
Below is a list of conditions or symptoms where there's not enough evidence yet, but what evidence exists positively supports a role for cannabis:
- HIV/AIDS: More research is needed to prove cannabis is effective for decreasing HIV/AIDS-related weight loss. Cannabis, obviously, gives people the munchies, but whether that translates to inhibiting weight-loss is inconclusive.
- Tourette Syndrome: Research on Tourette's has been largely limited to THC capsules. The research that exists is positive, but we still need more research.
- Anxiety: There have been several studies suggesting CBD can reduce anxiety, however, these were short studies with small numbers of research subjects. The studies assessed anxiety of people diagnosed with social anxiety disorders using a public speaking test.
- PTSD: That there's only limited evidence demonstrating the efficacy is controversial. There are a number of important studies of large populations of soldiers or veterans who've been exposed to combat that were overwhelmingly positive, yet the consensus panel didn't include them in their report. Also, it's important to note that researchers — like Dr. Sue Sisley — have faced monumental obstacles trying to get studies off the ground to conduct FDA-approved studies.
NON-EXISTENT or INSUFFICIENT EVIDENCE
Finally, despite all the anecdotal evidence of cannabis curing cancer and the preclinical lab studies showing anticancer properties of various cannabinoids, there've been virtually no CLINICAL studies to draw any conclusions. There's been just one study, conducted by Dr. Manuel Guzman, who conducted a study with 11 people with late-stage brain cancer. All 11 subjects died within a year.
Moreover, cancer is incredibly complex. It's not a single disease; it's a term used to describe hundreds of related diseases. So it's unlikely there will be a single "magic bullet" that could cure every type of cancer. It may turn out that cannabis or cannabinoids may be effective for non-melanoma skin cancer, but not for prostate cancer. Nonetheless, what we do is cannabis is highly effective for end-of-life care, reducing chemo-induced nausea, and improving cancer patients' quality of life.
This isn't an exhaustive list of everything cannabis effective or not effective for. If you'd like to learn more, you can read the original study or conclusion summary.
Is It Dangerous to Smoke Cannabis If I Have a Medical Condition?
The answer: Possibly. It depends on how long, how often, and how much cannabis you smoke.
On the one hand, there's substantial evidence that long-term chronic smoking of cannabis can worsen respiratory symptoms and increase the frequency of chronic bronchitis episodes. There's also some evidence of that smoking cannabis may increase your risk for chronic obstructive pulmonary disease (COPD).
However, there's also moderate evidence that short-term use of cannabis can improve airway dynamics (but this doesn't apply to chronic use), and that use can increase forced vital capacity (FVC). FVC refers to how much is the most amount of air an individual can expel from their lungs following maximum inhalation. There's also no evidence that suggests an association between smoking cannabis with lung cancer.
Bottom line: Smoking cannabis occasionally may be safe (unless you have a respiratory condition). Chronic smoking, however, is probably not the best idea. If you know you're at risk for a respiratory condition, be safe! Fortunately, it's easy to do these days, as we have lots of choices: edibles, vaping, capsules, tinctures, etc. It's important to note that many local Las Vegas medical marijuana doctors we spoke with advise patients to use alternative intake methods to smoking.
To find a physician, Yelp has a good list of reputable Las Vegas medical marijuana doctors. For the best selection of Las Vegas medical marijuana products, see NuWu Cannabis Marketplace's menu.
Google 360 View Tour
NuWu Cannabis Marketplace
1235 Paiute Circle Las Vegas, NV 89106
Open 24 hours, Monday – Sunday


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Prices shown on this page are estimated lowest prices only. Found in the last 45 days.
Airblue Limited is a private airline that operates from the 12th floor of the Islamabad Stock Exchange Towers in Islamabad, Pakistan. The carrier is the country's second-largest airline and offers both domestic and international flights. Fly to one of four cities in Pakistan or destinations in the United Arab Emirates, Saudi Arabia, and Oman.
The airline was founded in 2003 and began operations in 2004 with flights to Lahore and Islamabad. The airline was started by Zafarullah Khan Jamali, the Prime Minister of the time. Airblue Limited was the first carrier in Pakistan to introduce e-ticketing, online check-in, and self-service airport check-in kiosks. The carrier operates out of its hub at Jinnah International Airport in Karachi. It also has focus city locations at Abu Dhabi International Airport in Abu Dhabi, Dubai International Airport in Dubai, and Benazir Bhutto International Airport in Islamabad. Other focus cities include King Abdulaziz International Airport in Jeddah and Allama Iqbal International Airport in Lahore.
To book a flight on Airblue Limited, search Skyscanner for the best deals. Simply plug in your destination either online or through the mobile app to instantly see all available flights. Search by cheapest month, or sign up for price alerts to get the lowest price every time.
Airblue Limited flies to a variety of domestic destinations in Pakistan. From its hub in Karachi, travel to cities like:
The airline also operates routes to international destinations, including:
When you arrive at the airport for your flight, you'll want to make sure you know where to find the airline. Find Airblue Limited in airports like:
Airblue Limited operates a fleet of next-generation Airbus A320 and A321 aircrafts. The carrier uses three A320s and five A321s. All aircraft in the fleet have a 3-by-3 layout and feature all economy-class seats.
Loyalty Programs, Discounts and Miles Promotions
Airblue Limited offers a frequent flyer program where members can earn BlueMiles to redeem for rewards. Membership in the program is free, and BlueMiles are automatically credited to the account after travel has been completed. Members can track rewards and account balance online, and redeeming miles is easy.
Miles can be used for free flights, including both domestic and international flights. For domestic flights, passengers will need 8,000 reward miles each way. All other flights will require 10,000 to 15,000 reward miles each way.
BlueMiles can be earned on every flight, and members can receive reward bonuses based on the type of fare. Discount Fare passengers will earn a bonus of 50% reward miles, while Standard Fare passengers will receive 100% reward miles. Premium Fare passengers will earn 150% bonus reward miles, as well as preferred boarding and seating. Preferred passengers can also change flights free of charge.
How to Check In, Seat Assignment, and Leg Room
The airline requires that all passengers check-in at the airport at least two hours before the scheduled departure time for both domestic and international flights. For domestic flights, the check-in counter opens 2.5 hours prior to departure and closes 30 minutes before take-off. For international flights, check-in begins 4 hours before the flight and closes one hour prior.
Airblue Limited also offers online check-in, where passengers can check baggage, and print boarding passes. Travelers can also select seats at check-in. All aircraft in the fleet have a single Economy class where passengers can enjoy a 31" seat pitch.
Baggage Allowance and Fees
Airblue Limited allows all passengers to bring one carry-on bag onboard all flights. The maximum size for carry-on luggage is 22"x15"x8" or 45 total linear inches. The maximum weight for carry-on bags is 15lbs.
The amount of checked baggage allowed is based on the passenger's seat class. Economy Premium passengers can bring two checked bags for each adult or child, while Economy Standard passengers can check one bag per adult or child. Economy Discount passengers do not have a free checked baggage allowance.
The maximum weight for checked baggage is 66lbs, while the maximum size is 54 linear inches. Passengers who would like to bring more than the allowed amount can pay an excess baggage fee that varies by destination. On domestic flights, the fee is about $31 per bag. On routes to or from Oman, the charge increases to around $94 per bag. The fee for excess baggage on flights to or from Saudi Arabia is $62 per bag. Bags that are larger than the allowed amount will be subject to a fee of $53 per bag.
The maximum liability for damaged or missing baggage on international flights is $20 per kilogram, while the maximum for domestic flights is around $45 per kilogram. There are also luggage restrictions that include dangerous materials. Passengers may not carry fireworks, non-safety matches, or cigarette lighters.
Service On Board: In-flight Entertainment and Meals
To save costs that can be passed on to the passenger, Airblue Limited does not serve food or beverages onboard flights. For long-haul flights, you'll want to make sure you eat something before arriving at the airport or before getting on the plane.
The airline also does not provide in-flight entertainment on any route. All passengers may bring a carry-on bag, however, so make sure to pack enough to entertain yourself and your children for the duration of the flight.
Child Fares/Fees, Minor Service Guidelines
Airblue Limited offers discounts for children and infants traveling on all flights. The airline allows infants up to age two to sit on an adult's lap at 30% of an adult full fare ticket. Infants that require a car seat will be required to purchase a ticket at 70% of the adult full fare price. Infants in a purchased seat must be in an approved infant's seat that meets all safety requirements. All other children ages two-11 must also purchase a ticket at 70% of the adult full fare.
Want to save even more? When you book in advance, you can save 10-90% on many flights. In addition, you can save up to 7% more on each ticket when you purchase online. Be aware that all fare discounts are calculated before airport and fuel fees and taxes. Limited seating and other restrictions may apply.
The airline does not offer unaccompanied minor service for children of any age. All children must be accompanied by a parent or guardian.
Pet Policy
Airblue Limited does not currently allow pets to travel in the cabin of the aircraft or the cargo department as checked baggage.
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|Air China flights
Prices shown on this page are estimated lowest prices only. Found in the last 45 days.


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Contact Information and FAQ's
See below for links to frequently asked questions. If you cannot find what you are looking for on this site, please contact us at 604-822-6303 or email@example.com.
Admissions guide
Please email us at firstname.lastname@example.com with "Calendar Request" as the subject line. Please be sure to include your mailing address. An electronic version of our Admissions Guide can also be downloaded here.


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The story of Haunted Recording Studio real life escape the room game begins in 1915. Red October Revolution was in the air in Russian Empire and Bolsheviks were about to take over the power and turn country to communistic era. Best and brightest part of Russian society refuses to accept new regime and abandons the country.
They settle down in Germany, France, Austria, Greece, many other European countries, United Kingdom. United States of America becomes huge immigration destination as well. One of the escapees is Natalia Granoff, a very famous opera singer of that time. She immigrates to Los Angeles, where she relaunches her singing carrier. She does her best to make it in Hollywood.
That's where she meets famous, prosperous and influential producer Misha Glenn, who falls in love with her youth and beauty. The feelings are not mutual and to stay in touch he offers her representation, which Natalia has but to accept. She needs to record her first ever single on American soil after all.
To record her, on the very edge of Hollywood Mr. Glenn sets a brand new fashionable recording studio, stuffed with a cutting edge equipment of that time. There Natalia spends most of her time, but rather with young talented musician Zak Ozny than with Mr. Glenn. Two young artists very soon experience a feeling, which bothers Mr. Glenn. One late dark night while recording Mr. Glenn explodes and he explains himself to Natalia expressively. A huge scandal occurs in the studio and sound guy, not willing to confront his boss, excuses himself and leaves Natalia and producer alone in the studio...
No one actually knows what happened there that night, but no one ever saw opera singer ever since. Natalia Granoff disappeared. She went missing. It was a huge loud case in Hollywood: rumors, chatters etc. People talked about it, newspapers and magazines wrote about it. LAPD did its' best to investigate the case and turn producer in. But no direct evidence and no witnesses were found. Needless to say he was very powerful and influential producer and knew how to pull the strings! That's how he got away with the murder!
Rumors, chatters, word of mouth spread, so no one wanted to deal with the recording studio with such a bad reputation anymore. Thus, his business went down and pretty soon he had to close and to abandon recording studio.
So it was, abandoned recording studio for a century, for hundred years, until it was bought out by one of his descendants, who decided to set it up and make it up and running as sound recording studio once again in the memory of Mr. Glenn. New equipment has been brought in and some remodeling took place. Musicians were invited to record their tracks in studio.
But no recording can be properly accomplished since mysterious sounds would go through and interfere the recording process, scary shadows in the corridor...
Word of mouth spreads fast and karma of Mr. Glenn follows his descendent. No one wants to deal with Haunted Recording Studio. That's why the decision was made to turn Haunted Recording Studio to multiple room escape game.
Now, you have 60 minutes to figure out the issue, resolve it and escape. No one knows what's going on in there for sure, but rumors say that the ghost's spirit is locked in the mirror. And to be released from there she needs to sing her final song on planet Earth. Or, maybe it's you who is up to sing and dance in order to escape? Who knows!
Some clues can help you out in Haunted Recording Studio multiple rooms escape game:
Do your best to escape from Haunted Recording Studio! If you do not do so in 60 minutes you gonna be locked in there... forever!
P.S. Don't forget to bring your flashlight!


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The reclaimed finish showing off the natural characteristics of the wood. The Toulouse collection means you can create the bedroom that is perfect for you. The combination of oak and durable veneers means sturdy, high quality furniture that will be as long lasting as it is timeless.
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Carolina Panthers
Despite injury risk, it's not a given that Panthers sit Cam Newton against Steelers
Panthers QB Cam Newton assesses arm strength
If Panthers coach Ron Rivera was looking for a sign telling him not to play quarterback Cam Newton in Thursday's exhibition finale against Pittsburgh, the first quarter of Friday's New England-Detroit game might have provided it.
That's when Patriots leading receiver Julian Edelman went down with a non-contact injury that turned out to be a complete tear of his ACL, as MMQB's Albert Breer first reported Saturday.
Edelman's season is almost certainly over because of a serious injury. In August. In a meaningless game.
Newton has firsthand experience with getting hurt in an exhibition. Fortunately, the cracked ribs he sustained against New England in 2014 sidelined him only one regular-season game, not an entire season.
Newton and Edelman are different players at different positions in completely different situations. But the injury to one of the Patriots' most important pieces is another reminder why NFL coaches hold their collective breath every August during these exhibitions.
Playing Cam Newton vs. Pittsburgh would also mean playing the other offensive starters. That scenario would create the potential for injury to other key players.
Newton, coming off shoulder surgery in March, said after last week's game at Jacksonville he had hoped to play more and thinks he needs additional reps.
Rivera said Newton's one-series stint against the Jags. did "not necessarily" mean Newton would see action against the Steelers.
In his first six years in the NFL, Newton has only played in the final exhibition against Pittsburgh once. That was Newton's rookie year of 2011 when – much like this year – Newton did not participate in OTAs or minicamp because of the lockout.
Newton and the rest of the offensive starters played the first series against the Steelers that year, with Newton scrambling for 19 yards and capping the drive with a 10-yard touchdown pass to Jeremy Shockey.
And that was it. Rivera got Newton out of the game and put in Derek Anderson.
If the idea of getting Newton a few more game-speed reps is to help get his timing down (and using the 2011 game as a guide), playing Newton vs. Pittsburgh would also mean playing the other offensive starters.
That scenario would create the potential for injury to other key players.
But Rivera bristled this month when asked the risk-vs.-reward question before the joint practices at Tennessee.
"We get out here and there's a risk of injury any time of the day," Rivera said.
And he's right. Vikings quarterback Teddy Bridgewater dislocated his knee and tore his ACL on a non-contact play during a practice last summer, ending his season.
It's a tough call, and the Panthers have been exercising caution with Newton since his setback the first week of training camp.
That said, I don't think it's a given Newton sits this week.
Joseph Person: 704-358-5123, @josephperson


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Shibari – Japanese rope bondage – is an unendingly popular form of kink, and these two workshops run by Sacred Pleasures' resident rope geek, Santiago Genochio, consistently sell out – so book early. The first day is for beginners, the second for those who have already attended one of Santi's beginners' days. Or you can do both in a weekend.
The art of shibari – or 'kinbaku', as purists call it – has its roots in feudal Japan, where tying was a martial art, a method of securing prisoners in ways that acknowledged different social statuses. As society changed, it became a performance art with a sexy edge, and that's how it made its way over to the west. Now it has many devotees in the UK, and no self-respecting fetish club would be without a rope display. A shibari-tied body is considered an art form and the tying itself can be quite a meditative practice.
Rope was my first fetish, but as I'm not much of a Boy Scout I never really thought I would learn how to tie. However, earlier this year I had so many recommendations for Santi's rope workshops that I thought I'd give his beginners' one a go. I can wholeheartedly say it was one of the best kink workshops I've ever attended. As I'm not particularly technically minded I expected to find the workshop itself a bit dull, and had prepared myself for that, thinking it would be worth it for the chance to tie up pretty people in the future. In fact, the workshop itself was completely absorbing. We were producing beautiful ties very quickly, and it's amazing how great an ice breaker tying someone's legs together with a double column bind can be. As is usually the case at Sacred Pleasures, the other participants were lovely people (many of them very pretty) and the atmosphere was safe, relaxed and friendly. Santi teaches in a way that is very easy to retain, while giving you the building blocks to start experimenting and creating your own ties later on. We went away with a mini rope manual to help our future tying and plans to meet for rope practice with other group members. Since that workshop, tying has become a regular part of my sex and social life. I just can't believe I left it so long before learning!
If you've ever liked the thought of being tied up – or of tying someone up – sign up. And if you just fancy being able to pull effortlessly, rope is definitely for you. Turn up at a fetish event with a couple of lengths of synthetic jute*, and rope bunnies will come bounding at you from all directions.
Incidentally, I have my own rope, and am looking for bunnies myself…
Shibari With Santi is at Sacred Pleasures, Manor House, London
Sat 8 and Sun 9 November 2014
£75 one day, £125 both days
*For in-depth discussions about the most suitable shibari rope material, speak to someone more geeky than me (like Santi).


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Littmann Teaching Stethoscope
The Littmann Teaching stethoscopes come in two different models – Classic II and Master Classic II. They both have two sets of binaurals that link up to one chestpiece enabling two people to listen at the same time. Both come complete with Littmann soft-sealing ear tips and the superior acoustic quality you'd expect.
- $95.99Black tube, 40 inch (101,6cm) bell and diaphragm with two headsets. SKU: 2138 is the Classic II SE Teaching Stethoscope. Learn More
- $114.99A stethoscope with two headsets, which allow instructor and student to perform simultaneous auscultation. SKU: 2139 is the Master Classic II Teaching Stethoscope. Learn More


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Warren Buffett and I are walking out of Gorat's Steak House, a family-run restaurant in Omaha where he eats some 25 times a year. He's had what I learn is a typical meal: a roast-beef sandwich with extra gravy. As we pass by the tables, Omahans say discreet hellos. But one man stops him. "Mr. Buffett," he says, "I don't think you should be president." The man pauses for an awkward moment. He's not finished. "You should be God."
"I think that role is taken," Buffett says with good humor as we make our way out.
Many people, especially the 40,000 who made the pilgrimage to Omaha last year for the annual shareholder meeting of Berkshire Hathaway, the publicly traded company Buffett has run for more than 45 years, would agree with the man at Gorat's. Not only is Buffett the country's second-richest man, whose net worth of $45 billion places him just behind his close friend Bill Gates, according to Forbes, but in Berkshire Hathaway he has built the greatest investing vehicle of all time—one that is all the more remarkable because it was not just available to a privileged, wealthy few. Earlier this year, Morningstar, the investment researcher, calculated that if you had put $10,000 into Berkshire Hathaway at the end of 1964 you'd have $80 million today. If you'd put your money into the S&P 500, your fortune wouldn't quite reach $600,000.
The cult of Buffett, famously, is as much about the man and his folksy image as it is about the money. Listening to Buffett can leave the impression that his principles of investing are simple, easy to understand, and maybe even easy to replicate. They aren't that simple, but the notion—cultivated in his annual letters to shareholders—that he still lives life as one of us is not a mere pose. After lunch, he drives me past the small white house he grew up in, and then by the five-bedroom stucco house he's lived in since 1958, now with his second wife, Astrid Menks, 64. (When his first wife, the former Susie Thompson, moved out in the late 1970s, she handpicked Menks, another Omaha woman, to look after him.) "The seller wanted $52,500, and I got it for $31,500," he recalls. (It is valued at around $700,000 today.)
His frugality and unpretentiousness are not a front. I didn't see a security guard anywhere, and Buffett drives himself (and me) all over Omaha in a car that is so unremarkable that I don't remember anything about it. He wears a tie from Fruit of the Loom—a company he bought out of bankruptcy in 2002. He likes to watch college football while eating mashed potatoes and gravy. Despite the god-like status he's attained, he is fun and easy to talk to, even while I ask him questions for 11 hours.
Which isn't to say that Buffett isn't interested in immortality. He is. His monument is Berkshire Hathaway, the company he built, and for which he says he has "a very peculiar love." Although most people think of him as an investor, he is also a businessman. If you were to rank the S&P 500 companies by their full market value, Berkshire's $199 billion would place it fourth on the list, just behind Microsoft and just ahead of Wal-Mart. Ranked by revenues, Berkshire's $112 billion last year makes it the 11th-biggest in the Fortune 500. It employs nearly 260,000 people.
Buffett has often said that he has no plans to retire and that he "tap-dances to work." He's even calculated how much longer he's likely to live based on actuarial tables (another 12 years), but now that he's 80 it's not surprising that the questions about who will succeed him—and whether anyone can succeed him—are coming thick and fast. These concerns are inviting the broader question about his legacy. Lately, Buffett has come under unexpected fire, at least for one so revered, for his support of the government bailout of the financial industry and also because of his ownership stakes in some controversial companies, namely Moody's credit-rating agency and Goldman Sachs, both of which are widely seen as among the chief culprits in the economic meltdown.
After a recent op-ed Buffett published in The New York Times praising the government's actions during the crisis—"Dear Uncle Sam, My mother told me to send thank you notes promptly. I've been remiss … " it began—David Stockman, President Reagan's budget director, wrote in Market-Watch, "If Warren Buffett wants to tarnish his golden years emitting the gushing drivel that appeared in last Wednesday's New York Times, he has undoubtedly earned the privilege."
But to Buffett, the most important part of his image is his company. He refers to Berkshire as his "painting." "I'm getting to paint my own painting," he says. "And if I'm using red, no one is saying, 'Why don't you use a little more blue?' It's enormous fun. I get applause. I like it when people cheer for my painting."
"It would be his worst nightmare to have Berkshire Hathaway split apart after he is gone," says Byron Trott, the former vice-chairman of Goldman Sachs's investment-banking division, who now runs his own merchant-banking firm BDT Capital Partners. Buffett himself says, "There is no end point for Berkshire Hathaway. The important thing is not this year or next year, but where Berkshire is 20 years after I die. Not taking care of Berkshire would be like not having a will—cubed."
Buffett's offspring are not in the running to lead his company once he retires. None of them has followed in his footsteps, and as someone who doesn't believe in dynasties Buffett has actively encouraged their independence. His older son, Howard, 56, runs a farm in Illinois and has written numerous books on ecology, farming, and conservation. In 1993 he joined the board of Berkshire Hathaway, and when his father dies, he will become the chairman, with a chunk of the vote and the explicit responsibility for looking after the culture—but with no major role in the business. Daughter Susie, 57, is active in philanthropy and lives in Omaha. The youngest, Peter, 52, is a musician and composer who lives in New York.
So the burning question remains, at least for Berkshire Hathaway investors: Who is the heir apparent?
Little Office on the Prairie
The headquarters of Berkshire Hathaway, at Omaha's Kiewit Plaza, are where Buffett has worked for the past 48 years. His offices are small—the staff numbers just 20—and not elaborate. Looking back on the creation of Berkshire Hathaway, he says, "There's no place where we turned the switch. So damn much happens by accident. It does show the value of showing up every day."
The theme of luck is one that Buffett returns to again and again, but most of his career was anything but accidental. An aversion to risk is bred into his bones. He shows me a letter that he's going to print in this year's shareholder missive. In it his grandfather Earnest Buffett, a grocer, told how he was giving Buffett's aunt, three uncles, and dad each $1,000, which he recommended they keep in cash in the event of unexpected need. "Over a period of a good many years I have known a great many people who at some time or another have suffered in various ways simply because they did not have enough ready cash," Earnest wrote. "I have known people who have had to sacrifice some of their holdings in order to have money that was necessary at that time." He finished, "For your information, I might mention that there has never been a Buffett who ever left a very large estate, but there has never been one that did not leave something. They never spent all they made."
Buffett tells me that by age 11 he'd read every book about investing in the Omaha Public Library, and he once told Fortune that he practically memorized the book One Thousand Ways to Make $1000. He also started businesses—a horse-racing handicapping sheet and four paper routes. One of the many mementos in his office is his first tax return, which he filed when he was 13. (He owed $7 on income of $592.) Buffett remembers reading a study that sought to correlate business success with all sorts of variables, ranging from I.Q. to which school one attended. The only thing that mattered, it turned out, was the age at which people started their first businesses.
Buffett tells me how, on a Saturday in January 1951, he banged on the door of an insurance company called geico. He did so because he had been attending Columbia Business School and studying under Ben Graham, and he'd just read Graham's book, The Intelligent Investor. (Graham was the father of "value investing," or the art of buying companies for less than they're worth; Buffett has become its patron saint.) Graham was the chairman of geico, and Buffett thought he'd try to figure out how the business worked. A janitor let him in, and he spent hours talking to Lorimer Davidson, a geico executive. In that conversation Buffett learned about the concept of "float," or the ability to earn interest on other people's money—in the form of, say, insurance premiums (which don't need to be paid out until the customer makes a claim). Years later, when the opportunity arose, Buffett bought geico (now famous for its ads featuring a caveman or a gecko). "The luck of 60 years ago banging on a door and having someone open it!" Buffett says. "I think of how that changed my life."
By 1956, after spending several years working as a securities analyst for Graham in New York, Buffett moved back to Omaha. "I like it here," he says simply of his native city. He started a number of immensely successful investing partnerships, which were not much different from today's hedge funds, although Buffett had to earn over a certain amount to get paid. By the mid-1960s, he'd obtained control of the publicly traded company Berkshire Hathaway, a textile mill in which he'd begun investing in 1962.
A critical event took place in 1959, when one of Buffett's investors introduced him to Charlie Munger, now 86, who had also grown up in Omaha. As a W.W. II veteran, Munger talked his way into Harvard Law School without having earned an undergraduate degree and practiced law in Los Angeles until 1965. He also eventually became Buffett's partner and the vice-chairman of Berkshire Hathaway after Buffett convinced him to form an investment partnership much like the one Buffett ran. It was Munger who persuaded Buffett not just to avoid risk by looking for cheap stocks, à la Ben Graham, but also to pay up for good businesses—a twist on value investing, since you are still looking to pay less than the business is worth. As a result, in 1972, Buffett paid $25 million for See's Candies, a California-based chocolate-maker. That $25 million investment produced tens of millions of dollars in profits each and every year, enabling Berkshire to make other investments. "Boy, if I had listened only to Ben, would I ever be a lot poorer," Buffett told Carol Loomis of Fortune magazine in 1988.
In some ways, Buffett and Munger are very different. Munger describes himself as a "right-wing Republican," whereas Buffett is a committed Democrat. Munger is acerbic and likes to provoke people. Buffett keeps a framed certificate from a Dale Carnegie (How to Win Friends & Influence People) course he completed in 1951 above the couch in his office.
But they're alike in key ways. When asked what made him successful, Munger once replied, "I'm rational." Likewise, Buffett tells me that his investment secret is "pragmatism." They both have a little bit of the preacher in them, or as Buffett puts it, "Charlie has the same didactic urges I do." And although Berkshire is Buffett's company first and foremost, he and Munger have been a team for more than 40 years.
"They are like a pair of legs," says Jeff Matthews, a hedge-fund manager and author of the book Pilgrimage to Warren Buffett's Omaha, although had they never met "one would have hobbled along pretty well."
"Not Your Father's Berkshire Hathaway"
In 2009, when the world was still shuddering from the aftershocks of the financial crisis, Buffett announced his biggest deal yet. He had begun buying stock in Burlington Northern, the country's second-largest railroad, in 2007 and finally he bought the whole thing for $33 billion. In a sense, this is a return to his roots. Ben Graham loved railroads, and Buffett was obsessed with trains as a child. But for years, he says, "railroads were a lousy but important business." Without glancing at any notes, Buffett rattles off why that has changed, including the shrinkage in the number of railroad employees from 1.7 million in 1947 to fewer than 200,000 today. He says Burlington can move one ton nearly 500 miles on one gallon of diesel fuel. "That's three times more efficient than trucks. … Do you think there are going to be fewer people and less goods and services in 20 years?" he asks.
But the real point about Burlington is that it is a capstone in the transformation of Berkshire. Indeed, today's Berkshire Hathaway bears about as little resemblance to a hedge fund as General Electric does. Really, it's a conglomerate. Or as Jeff Matthews likes to say, "This is not your father's Berkshire Hathaway." He points out that back in 1997 two-thirds of Berkshire's assets were in stocks. Today, taking Burlington Northern into account, stocks account for only 15 percent.
When I try to push Buffett on when, exactly, this metamorphosis became the plan, he sort of laughs. "The plan itself is opportunism," he says. "There is no plan before that." But it's clear that Buffett is proud that he has built more than a hedge fund. "It's crazy to spend your life sitting in a little room trading things around," he says. "What does it mean if you've got $80 billion or $100 billion when you go? It's madness."
The transformation of Berkshire draws kudos—"The real brilliance of Warren Buffett are the structural advantages he's created," one investor says—but also complaints. For one thing, if you stripped away the advantages of float, it's not clear what Berkshire's returns would be. It's also true that some of Buffett's more recent great moves—such as investing $5 billion in Goldman's preferred stock and getting warrants to buy another $5 billion at the height of the crisis, a deal that Buffett says earns Berkshire $15 a second—have been the result of his special status, rather than any special insight. Just having the imprimatur of Buffett investing in your company inspires confidence in others to do so. There are still other moves Buffett has made, involving derivative contracts, that appear to contradict his public stance. (He famously called derivatives "financial weapons of mass destruction" in 2003.)
'Hypocrisy, thy name is Buffett," said a presentation recommending a "short" bet against Berkshire that made its way around Wall Street last spring. "The notion of Munger and Buffett, like Bartles and Jaymes, on the front porch reading through [financial filings] is the biggest crock of shit perpetuated on Wall Street," says one hedge-fund manager. Another common complaint is absolutely true: as Berkshire has gotten bigger, Buffett's ability to outperform the market has generally declined—which Buffett and Munger freely admit.
But the key point is that, whatever advantages Berkshire has, Buffett has built them himself. "I first met him in 1974," says Don Graham, the C.E.O. of the Washington Post Company, whose mother, Katharine, was famously close to Buffett. "No one had heard of him, and no one was giving him anything." Nor will there be another Warren Buffett.
"The unique combination of formative influences like Munger and [Ben] Graham, genealogy, and the life and times all contributed and aren't to be repeated," says Frank Jurjevich, a Canadian money manager and longtime Berkshire Hathaway shareholder.
Certainly Buffett is not eager to relinquish control of his painting to anyone else. But he does run a public company, and shareholders have begun to push for an answer to the question of who will succeed him. "It is all we talk about [at board meetings]," Buffett says. The details, though, are somewhat vague. And that's deliberate, because the answer will be different depending on when it is that Buffett leaves Berkshire.
This much is known: the roles of the chief investment officer (or C.I.O., charged with investing Berkshire's float and some of the cash generated by its businesses in stocks and bonds) and the chief executive officer (or C.E.O., who will run the company, make acquisitions, and decide what capital should go where), both of which are now filled by Buffett, will be split between at least two people, and probably more.
The heart of Berkshire Hathaway is its enormous insurance business, spanning from automobile insurer geico to property and casualty insurance to far more esoteric businesses. Among other things, Berkshire recently insured Jordan's Furniture against the possibility of having to pay out $35 million should a Red Sox batter at Fenway Park hit a two-and-a-quarter-foot-wide baseball painted on a sign 420 feet out in right center field. Business like this is run by a Buffett lieutenant named Ajit Jain, with whom Buffett talks almost every day.
Jain's name has often been tossed about as a successor to Buffett. Born in 1951 in India, where he got a degree in engineering, Jain worked for IBM before moving to the U.S. and getting an M.B.A. from Harvard. He went to the consulting firm McKinsey for a few years before joining Berkshire in 1986. But Jain is a dark horse for an expanded role at Berkshire. He almost never talks to the press (as he did not for this article), and insiders say that his relatively narrow (if extraordinarily important) field of expertise in insurance pricing may make him more valuable where he is. (And Jain has told people he wants to stay where he is.)
Buffett has used the float thrown off by insurance businesses, plus the cash thrown off by acquisitions like See's, to buy more businesses, ranging from the Nebraska Furniture Mart to NetJets to Shaw Industries, a Georgia-based carpet-maker. There's no real consistency among these companies. Selling furniture is pretty simple; selling insurance of the type Berkshire Hathaway does is incredibly complicated. Buffett does not have any corporate policies about pay, retirement benefits, or anything else. "I've got no bias toward anything," Buffett says. "I'm doing as a C.E.O. what I did when I was 19. I'm thinking about businesses. I'm not in love with any of them. I didn't spend a lifetime learning one."
There's also a more subtle aspect to Berkshire's success. Buffett and Munger have built a reputation for being the "buyer of first resort." In other words, when a certain type of owner wants to sell his business, he'll turn to Buffett first—because Berkshire is widely seen as the most benevolent of owners for the right kind of business. "For the last 20 years Buffett has been like Steven Spielberg—every good script comes across his desk," says an observer.
Buffett has become famous for inviting people to Omaha, where they sit on a beige couch in his office. After a brief conversation, sometimes no more than 30 minutes, he often strikes a handshake deal. "We think faster and operate faster than anyone," says Munger. "There is no one in the world better at buying something Monday morning that we heard about Saturday." Another Wall Streeter says about Buffett, "His true genius is, given the flow of deals and investments that cross his desk, he sifts through them very efficiently. I call this the uncluttered mind. And he has the guts to write big checks."
And after that Buffett leaves the business alone. It is free from the pressures of being a publicly traded company, and it is managed as the original management sees fit. This is the opposite of the private-equity approach, in which businesses are loaded with debt and profits are boosted via layoffs. "Love of money over love of business," says Buffett about private equity. Every two years, Buffett sends a memo to his top managers, whom he calls his "All-Stars." This summer, he wrote, "Talk to me about what is going on as little or as much as you wish. Each of you does a first-class job of running your operation with your own individual style and you don't need me to help."
This is why David Sokol, who built MidAmerican Energy Holdings Company, a utility-and-energy company based in Des Moines, agreed to sell an 80.5 percent stake in his company for an initial investment of about $1.7 billion in 1999. (The deal closed in 2000.) This was the era of Enron, and Sokol says that Wall Street analysts were pushing him to mimic Enron's strategy, even though that didn't make sense. He thought about doing a private-equity deal. "It would have been great for me," he says, "but we would have destroyed the company."
On a Saturday morning Sokol showed up with what he calls "Energy 101," a one-and-a-half-inch-thick presentation that explained the basics of the energy business. Buffett never even opened it. In 30 minutes they had a deal. Sokol hasn't spoken to an analyst since.
Buffett's management style may be partly practical—it is to his benefit to have Berkshire be the "buyer of first resort"—but it also reflects a surprising personal predilection. Alice Schroeder, the author of The Snowball, the 2008 Buffett biography*,* writes that Buffett "dreaded confrontation." She also cites his loyalty. "I have never once heard him say anything bad about anyone" is a frequent refrain among those who know him well.
If you ask Buffett, Berkshire Hathaway companies all run for the love of business. He frequently cites the fact that most of his top managers are independently wealthy, and that most of them don't want his job. "They like the painting," he says. "They don't care if they sell it or not—they want to get back to painting." If you ask others, though, Berkshire runs for the love of Warren: his managers do their damnedest to please him.
While Berkshire owns some fantastic businesses, it owns others that are decidedly less so, or perhaps haven't lived up to their potential. When I ask Buffett if all of his businesses are "A" companies run by "A" managers, he shakes his head no.
"There are things where I've had to get involved, but I've usually done it through other people," Buffett tells me. "Every time I am later than I should be. It's the only thing about my job that I hate. I would give up a big percentage of my net worth if I didn't have to do this. I hate it. Therefore, I put it off and I procrastinate."
For instance, he's hung on to The Buffalo News as the newspaper business is struggling. And why has Nebraska Furniture Mart not become Home Depot, or Ikea?
For Buffett such decisions involve a trade-off to maintain Berkshire's reputation. If he sold a dying newspaper company or interfered with Nebraska Furniture Mart's management's plans, the next seller might shy away. "Warren in the past has been reluctant to sell things," says Trott. "He's incredibly loyal, and Berkshire is the place where your business comes and lives forever."
Culture Shock
Quite recently, Buffett did have to fix something: NetJets, a company that sells ownership shares of private jets. Berkshire bought it for $725 million in 1998. But recently things started to go haywire. As Buffett noted in last year's letter, debt went from $102 million to $1.9 billion as the recession mounted. And so, in August 2009, Buffett sent someone else, namely David Sokol, to fix it. Which Sokol, who is described to me by one longtime investor in Berkshire as "very high-intensity and more brass-knuckled than Buffett," seems to have done—but at the cost of some public discord in the normally happy Berkshire family. Jim Jacobs, the co-founder of NetJets, told Fortune in August that "no one at NetJets now has a clue how to run it." (Responds Sokol, "If Jim Jacobs was competent to run NetJets, we would have kept him." He also notes that NetJets' current management team has a combined 100 years of aviation experience.)
Right now, David Sokol, 54, who is being called Buffett's "Mr. Fix-It" by the financial press, is the top pick of most Buffett-watchers for the next C.E.O. of Berkshire Hathaway. Born in Omaha, he put himself through the University of Nebraska at Omaha by working at night as a grocery clerk. Sokol, along with two others, owns a 19 percent stake in MidAmerican, meaning that Sokol is the classic Berkshire manager: he works because he wants to work, not because he has to. He runs five miles and lift weights five times a week. He is charming, with a slight drawl that softens his words, and he impresses most who meet him as being extremely straightforward, smart, and self-deprecating. The word many use to describe Sokol is "decent." But he is also tough. He recently self-published a book called Pleased But Not Satisfied, in which he wrote, "I force myself to rank my team in the order in which I would terminate each member if I was forced to do one at a time."
Which has many people wondering what will happen if Sokol takes over. Was NetJets a one-off aberration or the sort of situation that will recur as Berkshire becomes more and more of an operating company? And what will that do to Berkshire's storied culture?
Buffett and Munger say they are not worried. "There will be a lot of things built in to make sure that if something is really eroding the culture, then changes can be made," says Buffett.
All the C.E.O. candidates are from inside Berkshire, and there are rumored to be at least four of them—besides Jain and Sokol, they are Greg Abel, Sokol's number two, and Matthew Rose, who runs Burlington Northern—but finding a C.I.O. has proven even more challenging. Apart from the issue of skill, there's the issue of personality. "Take all the people with a great track record [in investing] over the past five years," says Buffett. "I wouldn't consider 95 percent of them." Plus, that person has to be willing to make a serious commitment to staying at Berkshire for the rest of his or her life—while likely making a lot less money than a hedge-fund manager would—and having the press dissecting every misstep.
So perhaps it's only to be expected that some un-Berkshire-like weirdness has swirled around the company's C.I.O. plans. In July, The Wall Street Journal blared "From Tiananmen Square to Possible Buffett Successor." The story quoted Munger as saying, "In my mind, it's a foregone conclusion" that Li Lu, a leader of the 1989 democracy protests in China who had immigrated to the U.S., graduated from Columbia, and become a hedge-fund manager, would become one of Berkshire's top investment officials. Li, who had met Munger in late 2003 through the wife of one of Munger's law partners, had been managing some Munger-family money for several years.
In at least some quarters of the investing community, the news was met with shock. In the early part of the decade, Li briefly managed money for well-known hedge-fund manager Julian Robertson, whose acolytes maintain a loose network. Li impressed some as very bright, but also as self-promotional and as a bit of a neophyte about real-world investing. "When that article hit the headlines, the phones lit up!" says one insider. Aside from gossip, there's the fact that a chunk of Li's sizable returns have come from a huge home-run investment in a Chinese battery-maker and car company called BYD. "He got great credibility because Charlie [Munger] said good things, and he doesn't do that very often," says Jeff Matthews. "But blessing a Chinese money manager whose main hit is a speculative company in China? It was weird. It didn't fit."
In the end, although Li had told the Journal that joining Berkshire was "the stuff you can't conjure in dreams," he didn't come. There is some suggestion that the idea was always more Munger's than Buffett's, but all Buffett will say is that Li preferred to stay where he was.
On October 25, Berkshire issued a short press release, announcing that Todd Combs, a 39-year-old hedge-fund manager, "will soon be joining Berkshire as an investment manager." If Buffett and Munger don't find anyone else, Combs could end up alone as C.I.O., but the idea is that he'll share his responsibility with others. Buffett shows me a draft of this year's annual report, which says that Combs will be paid a salary and a bonus based on any returns over and above the S&P 500's returns; when other managers are hired, 80 percent of their bonuses will be based on their own returns, and 20 percent on the collective returns of the group, in order to encourage cooperation.
The reaction to the Combs hire can pretty much be summed up as: But we've never heard of him! "He's been running money not quite three years!" one hedge-fund manager wrote in an e-mail he sent around. The week the news about Combs broke, Berkshire's stock fell 5 percent.
The story is that Munger agreed to see Combs after receiving a letter from him. Then, Munger told Buffett he had to meet Combs. Although this might sound like Combs was plucked from utter obscurity, that isn't really the case. A Florida State and Columbia Business School graduate, he went on to work at Progressive—an arch-competitor of geico's—and in 2005 he got $35 million in backing from Stone Point Capital (a private-equity fund run by Chuck Davis, a Goldman Sachs partner turned insurance executive), to seed a new hedge fund, which was called Castle Point. Combs eventually managed about $400 million in assets. While his performance hasn't been spectacular, neither has it been dismal, and that says a lot these days for someone who invests primarily in financial companies.
"Todd is a good, smart human being," Buffett says. "He understands investments, and he understands limitations. He will never do anything really dumb." Buffett is planning to write in his annual letter, "Our goal was a two-year-old Secretariat, not a 10-year-old Seabiscuit." ("Not the smartest metaphor for an 80-year-old C.E.O.," adds Buffett.)
Since today's Berkshire is mostly an operating company, some Wall Street insiders think the speculation about the importance of the C.I.O. job is overblown. "It is a radically different company than when it was a little thing, holding common stocks with a value that exceeded Berkshire's net worth," says Munger. "No one now has to be brilliant at managing the liquid common stocks, because there's so much value in the businesses," he says. "It's not like this place still needs some remarkable genius." Those who know Berkshire believe part of the reason for the transformation is that, as one person puts it, Buffett is "trying to idiot-proof it."
When I ask Buffett which role—C.E.O. or C.I.O.—he considers more important, he doesn't hesitate. "The C.E.O. is the most important," he says.
And the next C.E.O. will face some huge challenges. As Sokol puts it, the company is "60 percent Warren Buffett and 40 percent Berkshire Hathaway." He adds, "When the bus hits, we've still got 40 percent, but the culture will have to make that 100 percent over time."
In other words, all the managers inside Berkshire are going to have to want to please the new C.E.O. as much as they want to please Buffett. "Quite simply they are going to have to feel toward him as they do toward me, and the only way for him to get that will be to earn it," Buffett says. "He will not be entitled to 100 percent trust on day one." And the phone still has to ring at Berkshire when outsiders want to sell their companies or raise capital, even if Buffett isn't in charge.
What's Good for Goldman
In 2006, Buffett famously announced that he was donating most of his wealth to the Gates Foundation, which is run by Bill and Melinda Gates. "We think the same way—very analytical and fact-based," says Buffett of his close friend Gates. Along with Gates, he's using moral suasion to get America's richest to agree to give away a majority of their net worth.
The decision to give most of his money away helps explain why Buffett is more of a hero than most businessmen. And in the last handful of years, he has also been using what he refers to as his "podium" to speak out on issues ranging from the government bailout to taxes. (He thinks the rich should pay far more, which doesn't win him friends among some of the rich.) But not surprisingly, given how contentious these issues are, Buffett has also come in for some vicious criticisms.
After Buffett's "Dear Uncle Sam" op-ed in The New York Times, not only did Stockman weigh in, but the well-known blogger and money manager Barry Ritholtz wrote a parody that began, "Dear Uncle Sucker." He continued, "I would be remiss if I failed to mention my personal positions in this: I made a killing in Goldman Sachs and GE. My investments in Wells Fargo would have been a disaster if not for you… . We risked being just another insolvent investment firm along with everyone else had nothing been done."
Another skeptic calculated that in the spring of 2010 Berkshire had $26 billion of stock in eight companies that had received $133 billion in the bailout. On top of that, Buffett's refusal to condemn the behavior of companies in which he owns stakes—namely, Goldman Sachs and Moody's—has led to complaints that he's putting his money ahead of his principles. Even Jeff Matthews calls Buffett's defense of Goldman "massively hypocritical."
The recent release of Federal Reserve data, showing that the Fed extended $3.3 trillion in various forms of support to a whole host of firms, may have created even more populist rage, but it also confirms that Buffett is right when he says that the system "was within inches of stopping." In which case, if Berkshire and Buffett benefited, so did we all. It's also worth noting that, during the worst financial crisis since the Great Depression, Berkshire wasn't asking anyone for money—in fact, Buffett supplied $15.5 billion of capital to the system through his investments in General Electric, Goldman, and others. That is enough to prove why Warren Buffett deserves his reputation. About his op-ed, he says, "I felt that they deserved thanks. People should see that the government can do things right."
He adds, "I may not have convinced anyone, but it should mean something when I say George Bush [whom Buffett proudly says he never voted for] was right!" He laughs. "The 10 most immortal words in the history of economics were spoken by Bush in September 2008: 'If money isn't loosened up, this sucker could go down!' "
As for Goldman and Moody's, many people feel the way Munger does: "When the major investment banks dealing with crummy, crooked, sleazy mortgage brokers didn't care about the quality of the product that was moving through their system, it was stunningly stupid and stunningly immoral." He adds, "You would think there would be one huge firm that you could point to as having behaved magnificently through this. And there isn't."
But Buffett has been supportive of those firms and their executives. At the last annual meeting, he told attendees that if "Lloyd [Blankfein, Goldman's C.E.O.] had a twin brother, I'd go for him." When I ask him about Goldman's Abacus transaction, for which the firm paid $550 million to settle charges that it misled investors, he says, "Every day we get people selecting a variety of risks where they have superior knowledge, and asking us to insure them." About Moody's, he tells me, "I don't think I've ever made a call to Moody's. We don't tell Coca-Cola how much sugar to put in a Coke or AmEx whom they should lend to. When we own stock, we are not there to try and change people."
And that's really the key to understanding Buffett's stance: he's not there to try to change people. When he supports Goldman and Moody's, he's not so much "talking his book," as critics contend—trying to inflate the value of his investments—as he is living up to Dale Carnegie's teachings. "Praise by name, criticize by category," Buffet says.
As Buffett points out, he is a pragmatist. At one point, when we're talking about the dire economic situation in Europe and the risk that it could spread, he says, "We live in a world of dominoes." Over lunch, he looks around the room. "I could spread fear through this room instantly," he says. "But confidence, confidence comes back one by one."
And yet, despite that, Buffett remains an optimist. He genuinely is a believer in the United States. "We had four million people here in 1790," he says. "We're not more intelligent than people in China, which then had 290 million people, or Europe, which had 50 million. We didn't work harder, we didn't have a better climate, and we didn't have better resources. But we definitely had a system that unleashes potential. This system works. Since then, we've been through at least 15 recessions, a civil war, a Great Depression… . All of these things happen. But this country has optimized human potential, and it's not over yet." He pauses. "It's like what's written on the tomb of Sir Christopher Wren [the famous architect, who's best known for St. Paul's Cathedral]: if you seek his monument, look around you."
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The Truth is Out There - But is it on Facebook?Posted in : HR Updates on 14 March 2011
Nicola Shaw writes:
Please do not misinterpret the title of this month's blog as an indication that I am a sci-fi fan. Not at all. Let me repeat; not at all!
Within our HR roles, we are well aware of the importance of taking into consideration the perception of others i.e. it is not the intention behind the action or word that matters, but rather, how it is perceived by the audience.
Is this the Same with Facebook?
For those readers who attended Sophie Irwin's session at the 2010 Annual Review of Employment Law, you'll be well aware of the perils of social networking and its
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Poetry, Plagiarism and Other Matters
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Houston methodist at human body
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Tag Archives: Testbed
Fed4FIRE Open Tutorial Day
Next December 10th, in Berlin, the Fed4FIRE Open Tutorial Day will be held in Fraunhofer FOKUS premises. This is an oportunity for get a general introduction to the Fed4FIRE initiative and in-depth information on some of the project participating testbeds: … Continue reading
Posted in Events, Ongoing Projects Tagged Fed4FIRE, GENI, OFELIA, Omni, OpenFlow, Testbed, Tutorial Leave a comment
i2CAT conferences about Future Internet in RedCLARA
Last July 31st, i2CAT participated in the 1st "Dia Virtual: La Internet del Futuro"(Virtual Day: the Future Internet), an online webinar where several presenters from different universities and institutions from Latin America present and discuss about the Future Internet. The … Continue reading
Posted in International Conferences, Ongoing Projects Tagged Events, experimental platform, federation, FIBRE, FIRE, IaaS, Testbed Leave a comment
GÉANT3+ f2f meeting at i2CAT Offices
Last June the DANA-i2CAT team held a face to face meeting at their offices at Barcelona for the GÉANT3+ project thanks to its collaboration with RedIris, who enabled us to participate in such a great project. The meeting involved several … Continue reading
Posted in Ongoing Projects, Projects, Research Tagged GÉANT3, OCF, OFELIA, OpenFlow, research, SDN, Testbed, Testbed Control Framework, virtualization Leave a comment
SFA interface available for FEDERICA
As it has been introduced in previous posts, one of the main objectives of NOVI project is to demonstrate the federation mechanisms using them over FEDERICA and PlanetLab platforms. With this proposal and due to other sensible reasons, it was … Continue reading
Posted in Ongoing Projects Tagged FP7, NOVI, SFA, Testbed Leave a comment
How to build a FIBRE island (II)
This is the second post about the building process of the i2CAT's FIBRE island. In the previous post we presented the several choices we were considering about the hardware to purchase. In this one we show the installation and configuration … Continue reading
Posted in Ongoing Projects, Projects Tagged FIBRE, OFELIA, OpenFlow, Testbed Leave a comment
pyPElib: a python Policy Engine library
Policy management is one of the features a lot of applications need to care of and implement. Policy management and enforcement is indeed of particular interest in applications which offer fully automated IT services (IaaS, SaaS..). Provisioning, service instantiation or … Continue reading
Posted in Uncategorized Tagged FIBRE, IaaS, OCF, OFELIA, Software library, Testbed, Testbed Control Framework Leave a comment
Research projects in OFELIA
OFELIA facility has been open to the research community for free for some months already. First projects performed on it were mainly related with testing of the same facility, intra-federation of the individual islands, presentation to the FP7 FIBRE project's … Continue reading
How to build a FIBRE island (I)
This is the first of several posts where you can follow the process of choosing, installation and configuration of the components for the FIBRE Project i2CAT's island testbed. As it was said in the previous post about the FIBRE project, … Continue reading
OFELIA news – summer 2011
Summer 2011 is going to be a very exciting season for the OFELIA project! Check out latest news and events happening on OFELIA: OFELIA facility soon becoming operational Flow-based switching summer school OFELIA development team strengthens continuous development of OFELIA … Continue reading