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ACCELERATORPROGRAMMES A Practice GuideAcknowledgementsThis guide was produced by the Innovation Skills team in collaboration with thePolicy and Research team. It draws on Nesta's reports – specifically The StartupFactories written by Kirsten Bound and Paul Miller, and Good Incubation writtenby Jessica Stacey and Paul Miller – as well as Nesta's practical experiencesupporting the startup and accelerator community in Europe.
Thanks to Kate Walters, Jessica Stacey, Christopher Haley and Isobel Roberts,who all contributed to the content, and to Kirsten Bound, Brenton Caffin, BasLeurs, Theo Keane, Sara Rizk and Simon Morrison who all provided valuablefeedback along the way.
ENDNOTES 304 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
I n 2005 a new way of supporting startups was born with the launch of Y Combinator in Cambridge, Massachusetts. The first accelerator programme of its kind, it invested in a small batch of promising startups – including Reddit and mobile location startup Loopt, which sold for $43.4 million in 2012. Using a lean startup approach, it worked intensively with them for three months to prepare them for pitching to an invite–only audience of venture capitalists. Less than ten years later, and this model has been replicated, adapted and developed by accelerator programmes the world over. The largest – such as Silicon Valley's 500 Startups, and US and London–based Techstars – are able to pick from thousands of entrepreneurs and founding teams, all vying to gain the advantages their programmes can provide. Many more are also on the look–out for the next big thing, and a new wave of programmes – known as impact accelerators – are using the model in order to find startups with the promise of social as well as financial return.
There have been some huge successes among accelerated businesses, including household names such as AirBnB and Dropbox – both graduates of Y Combinator. But a significant number of the companies formed by these programmes fail to set the world alight, and the majority of accelerated startups struggle to find follow–on funding. And it is not just the accelerated companies that may struggle – accelerator programmes themselves face challenges and becoming financially sustainable is no easy task. Focusing as they do on the earliest stages of venture formation, acceleration itself is inherently risky. The average seed accelerator programme is only three years old itself,1 and therefore has to also cope with many of the same considerations and challenges as its intake. Even Y Combinator, the most lucrative of commercial accelerators, only started to be profitable after five years of operation.
As the accelerator market becomes more crowded, problems could also arise for young programmes; with accelerator programmes more prevalent than ever – 2013 saw a record number launched – and the top programmes continuing to dominate, there is increasing competition to attract the best founding teams and most promising companies.
Any knowledge, therefore, around how accelerator programmes can find and nurture the startups most likely to succeed is of huge significance to anyone hoping to carve a space in the area. Yet the accelerator model is still in its infancy, and the empirical data needed to thoroughly evaluate the success of accelerator programmes and their graduates does not yet exist.5 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
With that in mind, this guide doesn't seek to offer a prescriptive method for running an accelerator programme. It is a young and evolving area of incubation, and with little proven research into best practice, we don't wish to claim that there is a set formula – indeed, what works for an accelerator operating in one area may not for another in a different field. There is no one–size–fits–all approach, and research shows that accelerator models vary significantly depending on their objectives.
Instead, the aim of the guide is to help you understand some of the key choices and challenges you'll need to think about if considering building a programme of your own. It does this by bringing together common practices and patterns to highlight and frame the strategic choices facing policymakers, investors or anyone interested in the creation and running of these programmes.
We hope that the guide provides a clear introduction to accelerators, and will contribute to identifying and developing good practice. It combines lessons and excerpts from Nesta's reports – including The Startup Factories (2011), Good Incubation (2014) and A Look Inside Accelerators (working title), a forthcoming report with Imperial College – with our practical experience supporting the accelerator community in Europe.
This section provides a brief introduction to accelerators. It should help you to understand the common characteristics and different roles of accelerators.
This section looks at the reasons behind why you might choose an accelerator programme as an incubation method, as well as the strengths and challenges involved with using this model.
This section gives basic information on how accelerators operate. It covers the key aspects of creating and running an accelerator, and each part comes with a series of prompt questions to help you think about accelerator design in your own context. It also includes a worksheet to capture your initial thoughts about setting up an accelerator.6 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
Our Definition
The term 'acceleration' has a broad definition within the startup community. Moreover, as accelerators are still a new and innovative way of developing startups, the model is in flux and this means that precise definitions can be difficult to pin down.
However, in our view, accelerators differ from traditional business incubators in several important ways. Following Nesta's 2011 The Startup Factories study, we use 'accelerator' to describe a specific wave of programmes born out of the Y Combinator model, which typically have the following characteristics in common:
Source: Bound, K. and Miller, P. (2011) 'The Startup Factories: The rise of accelerator programmes to support new technology ventures.' London: NESTA
These characteristics have since been adopted by Seed–DB,2 the worldwide database of seed accelerators, to identify which programmes qualify for inclusion in its listings.
Our definition encompasses a particular type of programme. There are, however, other types of support that are sometimes combined with acceleration. According to our definition, the following types of incubation support are not, in themselves, accelerators – although individual accelerators may offer these services, or be closely aligned with entities that do so: • Angel networks – groups of individual investors who invest their own capital into small or growing businesses, and provide mentoring and business expertise. • Business competitions – aim to stimulate innovations and find talented entrepreneurs. • Co–working spaces – offer flexible desk and meeting space, opportunities to meet other ventures or entrepreneurs, and a programme of events or learning to support ventures. • Entrepreneurship courses – usually run by business schools to teach the theoretical basis of entrepreneurship, although some may also include a practical component. • Hackathons/Startup weekends – very short, intensive, hands–on programmes designed to encourage collaborative development, and test whether an idea may be viable as a startup.7 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
• Maker spaces/hacker spaces – community–style spaces where people can come together to collaborate and share knowledge. • Mentoring schemes – focus purely on mentoring and are designed to share expertise and experience. • Seed funds – provide initial equity funding to startups. • Social venture academies – offer programmes to help accelerate learning for social ventures and entrepreneurs, whether they are already working on a venture or just in the planning stages.
Accelerators are created for different reasons, and therefore have different missions. For example: • Venture–backed accelerators typically exist to provide better deal flow for investors. • A government–backed accelerator may be established with the goal of local economic development. • A corporate–sponsored accelerator may be established either to help tackle specific research issues, or else (as in the case of the Nike+ Accelerator) to help develop an ecosystem around a core technology.
Within their overall mission, many programmes also have a specialist focus, or target a specific set of startups. Lots of accelerators concentrate primarily on digital, and in general they are less likely to target industries that require longer–term investment, for example pharmaceuticals. However, other sector–specific focus can also be found – both within and beyond digital – such as health or education. Specialism might also be in other directions; the Female Propeller for High Fliers in Dublin has a gender–specific focus, while the recently launched EyeFocus Accelerator in Berlin is dedicated to eye care.
Funding is another key difference between accelerators, and is closely linked to mission. As mentioned earlier, the most common approach is for programmes to be established as a venture capital–like fund, taking equity in the accelerated companies in the hope that this will eventually repay the programme costs.
However, there are other models where programmes may be publicly funded or supported by corporate sponsorship, or a combination of these. For example, Techstars has partnered with a number of corporates, including Nike, Disney and Barclays, to power their own accelerators.8 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
It's also important to highlight that the funding models of many accelerators are, to a large extent, still unproven. For this reason, some programmes have looked to diversify their income to improve financial viability. For example, Paris–based L'Accélérateur has added a paid learning programme, called 'School for Entrepreneurs', which provides theoretical courses, practical field work and internships within the accelerator's startups.
Impact accelerators
There is a widespread belief that social ventures could solve some of our most pressing societal problems – if they could operate at scale. Recognising this, organisations across the public, private and charitable sectors have started to promote 'social' or 'impact investment', which aims to generate social returns alongside (or, for some investors, instead of) financial returns. For governments, social investment is often seen as a way to promote economic growth, support public service delivery and encourage social innovation. For charitable foundations it can be a way to further their mission, and for large private companies, to make good on their commitments to corporate social responsibility.
However, impact investors typically invest in established ventures with proven business models and revenue streams, which stacks the odds against early–stage, pre–revenue enterprises. At the same time, there is a lack of sufficiently mature impact ventures for these investors to work with. Impact accelerators, therefore, aim in part to close this gap and provide support needed for early–stage companies to scale.
Impact accelerators are run along the same lines as mainstream accelerators, although obviously differ in some vital respects. The startups they work with operate in an area of social or environmental benefit, and their objectives are therefore not limited to financial return. Impact accelerators are more likely to be publically funded, and must find ways of ensuring their focus remains on the social/environmental benefit.
The most common areas that these accelerators have focused on so far include employment, economic development, health, and clean energy.
Source: Miller, P. and Stacey, J. (2014) 'Good Incubation: The craft of supporting early–stage social ventures.' London: Nesta.9 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
The number of accelerators has risen in recent years, and a significant factor in this has been the changing economics of the startup landscape. As well as reduced startup costs, it has become less expensive and easier to target new customers, and tech developments such as direct payments, app stores and subscription models have created simpler routes to revenue.3
Seed–DB has identified 225 accelerators across the globe, of which 18 have closed or merged with other programmes.4 The figure below shows where the programmes are based, with the majority of programmes – almost 62 per cent –located in North America and another 25 per cent in Europe.
139 57 7 4 19 7 North America South Europe Africa Asia Oceania (including Central) America10 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
Fledge, Seattle
Sources: Miller, P. and Stacey, J. (2014) 'Good Incubation: The craft of supporting early–stage social ventures.' London: Nesta.
Clarysse, B. Wright, M. and Van Hove, J. (forthcoming) 'A Look Inside Accelerators: Building Businesses.' (Working title) London: Nesta and Imperial College.
As quickly as new accelerators are emerging, existing accelerators are adapting their models. Accelerators are still a new phenomenon, and in their own quest for sustainability the components of the programmes – such as investment models, mentoring structures and follow–on support – are all fluid factors.12 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
A ccelerators are one of a variety of ways to support new ideas and ventures. To succeed they must add value from both the programme manager or funder and the startup perspective. This section looks at the reasons behind why you might choose an accelerator programme as an incubation method, as well as the strengths and challenges involved with using this model.
The hope is that by grouping startups into cohorts, teams can learn from one another, and the accelerator itself can add value more effectively through intensive mentoring and structured events, as well as acting as a focal point for professional service firms.
However, the key question for potential programme managers or funders must be whether an accelerator is the most appropriate vehicle to achieve their ultimate mission. For most organisations, this will entail viewing accelerators within a broader portfolio of options.
For a venture capitalist looking for deal flow, accelerators will typically compete with other methods of scouting for deals, such as exploiting personal networks, building relationships with notable entrepreneurs and professional service providers, scouring universities, attending pitching events, and so on. That said, potential benefits of the accelerator model include: • The opportunity to scout for and filter talent. • The potential to build a pipeline of investable companies. • The chance to invest smaller amounts of money into a range of startups. • The chance to provide hands–on support, guidance and information, and to connect startups with strategic resources. • The prospect of creating economies of scale for angel investors.
For a public body or government agency with a mission to promote local economic growth, an accelerator will likely be assessed against a very broad range of options, including direct grants, mentorship and business advice, business parks, co–working spaces, and much more.13 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
The potential benefits in this instance include the possibility of developing the local startup community and, in the case of impact accelerators, the chance to make a real difference to a particular social or environmental challenge.
Even just using the narrow measure of financial sustainability, it is unclear whether most venture–backed accelerators will ever break–even; there is reason to believe that most will not. Moreover, as the accelerator space becomes more crowded, competition for good–quality startups will inevitably intensify, making returns for venture–backed accelerators even lower. Programme managers and funders should be aware, then, that accelerators are high–risk bets.
From a startup's perspective there are several reasons why accelerator programmes might be an enticing option: • They provide initial funding to help get one's idea off the ground. • They offer access to experienced mentors. • They provide opportunities to connect with potential customers and investors. • The cohort structure encourages peer learning and support. • The intensity of the programme gives startups the chance to really develop their idea. • They provide hands–on experience and an alternative to entrepreneurial education. • They may provide (or been seen to provide) validation of the startup.
Each accelerator is different, however, so startups should consider the mission of each programme to make sure it aligns with their own. As the number of accelerators grows and the pressure to attract talent increases, startups need to do their research as there can be considerable differences in the quality of programming and mentoring. This might include checking the track record of mentors and talking to previous cohorts, including those companies that didn't finish the programme.14 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
It's also important to understand what the alternatives are. Acceleration can help to develop ideas and find investment, but it might not be the right avenue for every company. Startups need to weigh up the time and equity commitments of an accelerator against the value they will get from the programme.
If a startup doesn't get into an accelerator programme either, they shouldn't feel doomed – there are other types of funding which may be more appropriate for some companies, such as boot–strapping, crowdfunding or funding through existing contacts. If founders already have connections in the startup community, they may also be able to source some friendly angel advice.15 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
T his section of the guide provides basic information on how accelerators operate. It covers the key aspects of creating and running an accelerator, and each step comes with a series of prompt questions to help you begin to think about accelerator design in your own context. It also includes a worksheet to capture your initial thoughts about setting up an accelerator.
Having read this far, you should have a better understanding of whether an accelerator might be a suitable incubation method for you or not. This part of the guide now looks more in– depth at the accelerator model, and is divided into the following nine steps:
This means that being clear on the mission of your accelerator is a crucial first step in developing your programme. As covered in Section A, different types of founders will have different objectives. To recap, some common examples include: • Venture–backed accelerators, which typically focus on creating deal flow for investors. • Government–backed accelerators, which normally aim to stimulate local economic development, or achieve social and/or environmental impact. • Corporate–sponsored accelerators, which often tackle specific research issues or help develop an ecosystem around a core technology.
Some accelerators will also combine these approaches. Defining your own strategic objectives, and then assessing how different incubation approaches compare, should help you to evaluate if an accelerator programme is an appropriate way for you to fulfil your mission.
• What are the unmet needs that your accelerator would work towards meeting? • How would the accelerator model help in meeting these needs? • Who else is already providing incubation support in this area?
2. Choosing a specialism
• Does your mission require an accelerator with a specific focus, or a broader approach? • Why will startups come to you rather than other accelerators? • What will be your USP for investors?17 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
Although there is little concrete evidence around what constitutes a successful accelerator business model, as with any new venture it's important to have a clear idea of cost structure and revenue streams from the outset. Consider how much it will cost to run your accelerator, and what resources will be required to reach your objectives. Using a tool such as the Business Model Canvas can help to map out your accelerator design. Questions to answer include: • What key resources will you need to run the programme? • What will your key activities be, and what funding will you need to support these? • Who might your potential partners be in setting up your accelerator? • What might your revenue stream look like? The type of funding that supports an accelerator is often closely connected to its mission. Privately–backed accelerators can be funded by corporates and/or private investors. Those that are financed by business angels, venture capital funds or corporate venture capital usually have profit incentives. Corporate accelerators are usually funded on a yearly basis, and there is often no profit incentive or finance available to startups – instead, startups are provided with access to potential customers.
Public funding may come from local, national or international schemes. There has been a rise in these programmes as governments and foundations increasingly view accelerators as an additional incubation tool to boost economic development. For example Climate–KIC, which focuses specifically on climate change, was launched by the European Commission in 2010.
As this is a new and evolving area, the design of accelerator public funding is particularly important if these programmes are to have some kind of long–term impact. Policymakers typically have regional development and employment as an objective, but these are challenging objectives to meet in the short or even medium term. As a result, a funding programme that lasts only one year may not give the accelerator enough time to build significant traction in its local market.
Investment model The core business model of investment–driven accelerators is straightforward: funders and investors invest in the accelerator programme, which then acts as a small fund. Some part of the fund goes on the costs of running the programme while some of the fund is invested into startups that are accepted onto the programme.
The accelerator programmes usually take equity in the startups and hope to make a return on those shares. Some programmes take ordinary shares, while others prefer what's called a convertible note, which offers a discount on stock should the company raise further funding. Others have a clause that makes the investment into a soft loan (which generally has flexible terms of repayment at below–market rates of interest) to be returned if certain conditions are met.5
The equity taken varies, but around 5 to 10 per cent is the average for most accelerators. Pitching this too high will obviously make it harder to attract a quality intake, and could make the startups less attractive to follow on investors. The funding offered to startups in exchange for this equity also varies hugely, although around £15,000 is typical in the UK and $25,000 in the US.
The ultimate goal for these investor–driven programmes is that the startups mature into quality investment cases. Accelerators therefore have no constant inflow of revenue, and investments in companies can take several years to generate a sizeable return. It's worth bearing in mind that in a recent sample of startups that had participated in an accelerator programmes, only 2.1 per cent had gone through an exit of $5 million or more.618 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
However, making revenue directly from startups is not the primary goal for every accelerator. Some do not invest any amount of cash or take equity in the ventures, such as Fintech Innovation Lab and Microsoft Ventures Accelerator. Instead, all programme costs are covered by the private institutions backing the accelerators, which are usually large multinational corporations. The advantages of this might include access to talent and new innovations in a way that is more cost–effective than traditional in–house research and development, or a boost to the business's supply chain.
There is an argument that equity investment can distract a venture from its social or environmental mission, depending on the balance of social versus financial return expected from the investor. For this reason, choosing the right kind of investor is crucial.
Keeping the startups' focus on social impact happens largely through a combination of teaching/training and monitoring. One of the biggest differences between impact incubation programmes and conventional ones is the focus on teaching startups about different frameworks for measuring impact. This can be done through training sessions, workshops or more intensive frameworks. And by telling startups that they are going to monitored (i.e. they will be asked to update the programme managers on their impact), ventures get into the habit of measuring and reporting.
Diversifying revenues In addition, some accelerators have developed their offering to create extra revenue streams, thus providing them with more opportunities to invest in startups. Examples include: • Selling their expertise and accelerator model to top–tier firms, such as Techstars. • Introducing a paid learning programme, such as L'Accélérateur's 'School for Entrepeneurs'. • Running a profitable event planning business, as Paris–based accelerator TheFamily has done by organising dozens of meetups for the French tech community. • Renting out desks in a co–working space, as Startupbootcamp has done successfully in London and Berlin.
• What resources, both financial and non–financial, will you need to run your accelerator? • What type of stakeholders might be interested in funding your accelerator? • What type of investment, if any, might you offer to startups? And what form might it take (e.g. equity, grant, loan)? • Are there other ways that you could potentially diversify your revenue?19 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
Increased competition in the accelerator market means that new programmes must create a compelling offer to attract the most promising entrepreneurs. Developing a strong brand is a key element in attracting startups and other stakeholders, but doing this is something of a virtuous circle – choosing the best companies will lead to good results, which will then attract good investors, which will in turn lead to strong applications.
There are multiple organisations, stakeholders and channels that accelerators can engage with to source and attract startups. These include: 1. Referrals from entrepreneurs affiliated with the accelerator. 2. Impact investors (individuals and investment funds). 3. Commercial investors. 4. Entrepreneurial associations (fellowships, scholarships) in the social impact space (for example UnLtd in the UK or the Social Enterprise Alliance in the US) and beyond (for example the Entrepreneurs' Organisation, or Vistage – both started in the US but now operating globally). 5. Universities. 6. Industry associations focused on specific sectors. 7. Sector–specific conferences (e.g. agriculture, education). 8. Social entrepreneurship or impact investing conferences. 9. Inbound requests from programme marketing efforts and social media. 10. Outbound direct, recruitment (e.g. finding and contacting entrepreneurs on the web, Facebook, LinkedIn etc.).
It is important to keep in mind that the quality of applications is of far more importance than the quantity. Attracting startups without growth potential or entrepreneurs for whom the accelerator has nothing to offer will be of no use. Targeted marketing and clear communication about the programme's criteria, what it offers and to whom, is key.
• Which channels or events would be relevant for marketing your particular programme? • Which networks would be most effective for reaching the type of startups you'd like to work with? • How could you communicate clearly the criteria for your programme?
Matching accelerator services to the needs of firms is particularly important; since new venture activity and business support needs vary between regions, industries, prior entrepreneurial experience and so on, this means that accelerators should also vary accordingly.20 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
Most accelerators spend between one to three months recruiting each cohort, although some may spend longer on the process.7 This investment of time is necessary, thanks to the complexity involved in identifying early–stage ideas or ventures with potential. Business plans, for example, are usually of little interest or value when assessing very young startups; when a venture is pre–revenue, pre–customer and often without a central proposition, any numbers are at best simply guesswork. Instead, the quality of the team or idea becomes a key factor.
Accelerator programmes use a wide variety of methods for selection, ranging from a simple two–staged process to a rigorous multi–staged process. The application period typically focuses around key dates, and is backed by press coverage and marketing.
In impact acceleration, programmes use the selection process to ensure that ventures have the potential to create social impact. By being clear that the programme is specifically for these types of ventures, they can filter accordingly.
Applications These usually happen online through the accelerator's own software platform or others such as F6S.com, Fundacity or Angel.co. Some programmes, such as Startupbootcamp and Climate–KIC, go one step further and actively scout at startup events before the application period. Initially, the accelerator management team then uses these submitted forms to assess all applicants on the quality of their idea, their experience and their knowledge of the problem.
Interviews After shortlisting, preliminary Skype meetings can be helpful to learn more about the applicants. Following on from these, specially organised 'selection days' then involve startups having face–to–face interviews and being asked to pitch and present their business.
In each stage, experts from outside the programme can interact in the screening process as individual advisors. The use of a selection committee is common practice. These mostly comprise strategic partners, investors and in some cases even alumni and experts or mentors. Interviews can range from an hour–long grilling to a 20–minute informal chat, depending on the information being sought.
Interviews can be useful for spotting signs of chemistry between founders – do they interrupt each other? Do they know what each person in the team is meant to be doing? These can be early warning signs of potential problems, as later–stage investors will look for a team that gels.
Research by the Seed–DB8 database indicates that most European accelerator programmes select between five and 15 companies per cohort.21 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
Techstars London
Criteria: Highly–focused on team and opportunity; looking for full-time founding team; team focus; team background and dynamics; prototype required.
Criteria: Open to all early–stage startups that can take value out of the programme, as well as non–established tech businesses in the financial services; focus on B2B technologies (also B2C focus); full–time founding team; beta–prototype required; team background.
Criteria: The following points are taken into account: full–time founding team; team focus; ability to take on new ideas; social impact and ambition (small lifestyle businesses not accepted); team background and dynamic; incorporation of the business is not required.
Source: Clarysse, B. Wright, M. and Van Hove, J. (forthcoming) 'A Look Inside Accelerators: Building Businesses.' (Working title). London: Nesta and Imperial College.22 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
Every accelerator aims to provide the support and training necessary to grow its startups into market–ready ventures. A new accelerator needs to consider its offering carefully – what will give it a unique selling proposition? And how will it best ensure that its startups are receiving maximum support, information and advice? The majority of accelerators have adapted and developed their services and their programme structure; there emphatically is not a one–size– fits–all approach. However, most programmes offer: • Co–working space – important for knowledge sharing and collaboration (although some accelerators only bring their businesses together occasionally, such as Y–Combinator). • Regular interactions with the management team – to review progress and provide business advice. • Networking opportunities – with experts and professionals, often in the form of a structured mentoring programme. • Training programmes – which typically include seminars and vocational training courses covering topics such as financing, design, PR, marketing, legal aspects and other subjects. • Demo days – these may also be arranged by the accelerators, where ventures graduate and pitch in front of qualified investors.
Mentoring One of the most valuable aspects of any accelerator programme is access to its mentor network. The creation and management of this network is therefore crucial. Techstars' mentorship model is the exemplar for most accelerators.
Mentors are rigorously screened on their background before entry and are typically serial entrepreneurs. They provide their time and expertise on a voluntary basis as part of the field's pay–it–forward culture. Some are ad hoc mentors, some have a long–term commitment, while others even invest (earning them the nickname 'business angels in disguise'). The quality of the mentors is typically assessed through feedback surveys completed by the startups.
Increasingly, mentors and mentees are matched through speed dating or matchmaking events, which enable teams and mentors to quickly find out if there is any chemistry between them. Accelerators using this method tend to bring everyone together in a room and divide mentors into groups to circulate around the different teams. These groups then have ten minutes to pitch what they do to each other, before moving on. While this can sometimes become a bit chaotic, it also adds levity to the occasionally dull job of repeatedly pitching and networking.
There are also other options for structuring the mentoring relationship, including: • Office hours: Navigating a large network of mentors with varied skills can be difficult for early–stage ventures, so some programmes offer open sessions with mentors that startups can sign up to as and when they need. These are usually held at the mentor's place of work or at the programme venue.23 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
• Peer mentoring: Often the most valuable advice for a startup comes from those who are just a couple of months, rather than ten years, ahead. This is a huge benefit of incubating ventures in cohorts – since they are experiencing the same issues, they can help each other out, on everything from how to hire their first employee to solving complex coding problems.
One potential pitfall to be aware of with the mentoring relationship is mentor 'burn–out'. It is important to determine a realistic sense of work involved for mentors, and properly define their role when ensuring buy–in.
The quality and commitment of mentors is one of the most important drivers of accelerator success. Most of the biggest accelerators are highly selective of the mentors they work with, and recruit them on referral only – although an informal interview is not uncommon. If the feedback isn't sufficiently positive, the accelerator doesn't work with the mentor again.24 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
Startups do not need investment alone, but also access to markets. Successful accelerator programmes have, or can create, access to key customer networks – both nationally and internationally.
Startups also often struggle to access networks of investors. Accelerators attempt to cultivate strong relationships with investors, not simply as providers of capital, but also as the right kinds of investors who understand the investment landscape and who will participate in their investments in the right way.
Accelerators also have a role to play in educating potential investors, particularly with impact acceleration. By making investors aware of the financial gains that can be made through social investment, and by demonstrating the impact of investing to philanthropists, accelerators can encourage both sides to become investors in their own startups. This helps to proactively widen the pool of possible investors.
Demo days are the most obvious way accelerators connect startups with potential investors. While it's rare for investors to write cheques at events, they play an important role in preparing ventures for investment at a later date. Even if investors don't want to invest immediately, they can often be a useful source of advice and connections for the startups involved.
Investor demo days have evolved and often combine an interactive format, such as mini board meetings or speed dating, as a way of getting the startups used to talking to investors, while also enabling the investors themselves to get a better feeling for the team.
• What potential networks or markets might you have access to that could help your startups? • Is there a large enough pool of potential acquirers, or follow–on investors, in your accelerator area? • What role can you take in helping to educate investors?25 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
It is easy to see the duration of the programme as a set timeframe for which the demo day marks the end. But this isn't the way that accelerators themselves perceive it. On graduating from an accelerator programme, companies are still extremely young – potentially not yet viable for investment. Everything an accelerator does is geared towards giving their cohorts the best possible chance of survival after graduation, so it makes sense that most offer some sort of post–programme support to maintain or enhance startups' investment (or even acquisition) viability for as long as possible.
Alumni network All accelerators acknowledge their alumni network as a valuable asset of the programme: maintaining an alumni database is therefore a priority. Some host online communities and alumni events to create and develop the alumni network. Others call in the help of alumni when selecting a new cohort of potential startups. There is also the phenomenon of recycling founders, where startups take in unsuccessful alumni as a member of their own team if they consider them to be of value.
Many programmes now have a strong enough brand that they attract ventures from around the world, and to a large extent, these programmes are international. The ability to capitalise on global networks also gives programmes and their members an advantage as a result of the support startups can access when scaling geographically.
Follow–on investment Accelerated startups still struggle with gaps between seed funding and successfully raising Series A investment – often the next stage of funding, which ranges from a few million to around 15 million euros or pounds, and is typically provided by business angels or venture capitalists in return for equity. To help combat this, some accelerators offer follow–on investment once the programme is finished; in this way they can sometimes go some way towards bridging funding gaps. This could be by offering staged investments, or an additional capital infusion after graduation.
Another key challenge area for accelerators, and for incubators in general, is around measuring impact. As yet an agreed framework for measuring the performance of accelerator programmes does not exist, but common metrics collected and published so far include: • Number of applications to programmes. • Number of ventures supported. • Follow–on investment raised by ventures. • Survival rate of ventures. • Number of employees of ventures.
We believe that more attention should be paid to defining performance and metrics for success – but this is particularly difficult given that not all accelerators have the same goal. How do you compare a variety of incubation programmes that have different missions, models, and funding mechanisms? For example, do you measure impact on the venture or on the individual? If the venture fails but the entrepreneur goes on to set up a prospering business in the future, does this count as success? And how about measuring the social or environmental versus financial outcomes for impact accelerators?
Part of the challenge comes from the fact that accelerator data has not been routinely published. As startups themselves, accelerators often lack the time and resources for such measurements9 – so with limited data available, the impact of individual accelerator methods is difficult to judge.
However, with the number of accelerator programmes growing, the push for transparency has become more intense. In a much more competitive field, startups want to compare programmes, and existing and potential funders want to see the track record of programmes before offering their support.
Many accelerators are now starting to publish results openly. For example, Techstars provides a full breakdown of the companies that it supports on its website,10 and makes an attempt to measure its impact through job creation and average funding per company. Startupbootcamp has also started publishing its programme results.11 The Unreasonable Institute in Colorado publishes its data,12 both by cohort and for its overall portfolio. The UK Cabinet Office has also started to collect data from the programmes supported by the Social Incubator Fund and has published the results from the first four accelerators online at data.gov.uk.1327 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
Improving evaluation
• Invest in platforms and systems to encourage and enable quality data collection from the enterprises you support. • Collect data from all enterprises that apply to your programmes, even the ones that are not accepted or do not receive services, to more comprehensively assess performance against a control group. Simple data collection processes can be built into your application form. • Collect data from participating enterprises for at least five years post–graduation to track progress and growth over the medium to long term. The impact of accelerator support can take several years to materialise. • Partner with academic institutions and industry associations to develop stronger data collection systems.
Source: Baird, R., Bowles, L. and Lall, S. (2013) 'Bridging the 'Pioneer Gap': The Role of Accelerators in Launching High–Impact Enterprises.' Aspen Network of Development Entrepreneurs and Village Capital.
By building data collection and assessment into the accelerator design, managers and stakeholders will be able to better understand the overall impact and effectiveness of their programmes.
• How could you integrate data collection into your accelerator model? • What metrics might be appropriate for your particular accelerator? • How could you attempt to measure the wider impact of your accelerator? • How could you share best share your data?28 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
WORKSHEET Capture your initial thoughts about creating an accelerator. Discuss key design decisions and test out thinking with a group of wider stakeholders.
Support What support and training will your programme package provide? How long will your programme be? What facilities will you provide?
Outputs Networks Filtering What relevant customer or investor networks could you tap into? What will your selection criteria be? And how will you structure the selection process?
Post–programme support What post–programme support will you provide for alumni?
Assessment Challenges How feasible is your accelerator? Why is this a strong model? What challenges do you foresee when putting this plan into practice and how might you overcome them?29 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
FURTHER RESOURCES AND READING Publications
Baird, R., Bowles, L. and Lall, S. (2013) 'Bridging the Pioneer Gap: The role of accelerators in launching high–impact enterprises.' Washington DC: Aspen Network of Development Entrepreneurs and Village Capital.
Barrehag, L., Fornell, A., Larsson, G., Mårdström, V., Westergård, V. and Wrackefeldt, S. (2012) 'A Study of Seed Accelerators and Their Defining Characteristics.' Gothenburg: University of Technology.
Birdsall, M., Jones, C., Lee, C., Somerset, C. and Takaki, S. (2013) 'Business Accelerators: The evolution of a rapidly growing industry.' Cambridge: University of Cambridge, Judge Business School.
Bound, K. and Miller, P. (2011) 'The Startup Factories: The rise of accelerator programmes to support new technology ventures.' London: NESTA.
Caley, E. and Kula, H. (2013) 'Seeding Success: Canada's Startup Accelerators.' MaRS Data Catalyst.
Miller, P. and Stacey, J. (2014) 'Good Incubation: The craft of supporting early–stage social ventures.' London: Nesta
Salido, E. Sabás, M. and Freixas, P. (2013) 'The Accelerator and Incubator Ecosystem in Europe.' Telefonica.
Many of the founders and directors of today's accelerators write regularly about their work. Take a look at the following blogs and essay links:
'The Wall Street Journal', The Accelerators Blog: Startup mentors discuss strategies and challenges of creating a new business.30 STARTUP ACCELERATOR PROGRAMMES A Practice Guide
Nesta is a registered charity in England and Wales with company number 7706036 and charity number 1144091.Registered as a charity in Scotland number SCO42833. Registered office: 1 Plough Place, London, EC4A 1DE.


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Service mentoring can in fact bring the much-desired adjustments to your organisation. Coach is a word which is derived from "kocsi", a Hungarian name that means "carriage".
Today, nonetheless, words has a wider use and also it generally indicates transportation of people from one point to the other where they want to be.
Service training, as a result, can be specified as a procedure that can be applied so as to relocate an organisation from its present placement to where the owner imagines it to be.
What a service coach does is to offer guidance and assistance to the proprietor in view of service growth, aiding in the information of the business vision as well as just how specifically it can fit well with the personal goals. This is an extremely important action and ought to be a factor of focus.
Company owner ought to be made to understand the significance of reaching their goals for business and how it can impact them personally.
Business proprietor is responsible for the determination of the enthusiasm as well as speed in which goals are fulfilled. When the business owner has a passion for getting to a goal, he will be a lot more identified to make it function of course.
Usually, a trainer will learn more about business owner wishes and also this aids in the prioritization of the goals and also approaches that require to be implemented.
It is the job of the instructor to satisfy you with the proprietor on a regular basis so regarding ensure they stay on course to all dedications that they might have made.
Liability is a crucial element of company mentoring. It is necessary to recognize that a service instructor isn't an expert. This suggests that they don't help the business.
The main objective is to assist you with emphasis and keep on advising you the importance of getting to the collection goals. They likewise work to encourage the business owner to actually maintain the commitments.
They are the appearing board as well as can even hold a mirror so as to reflect all the dead spots that you might have missed out on. Most of the success tales that you might have heard associated it to remarkable company trains.
For business owners who seek to have more time, more money as well as far better relationships as well as health and wellness, it becomes vital to have an organisation instructor.
The reason why one of the most company fails is that people are not truly showed regarding methods which they can really win at life. Coaching, consequently, bridges the gap and informs business proprietors in ways that just a coach can achieve.
It is the imagine every local business owner to have a winning group around them. Additionally, any person in business needs to have wonderful earnings in an uncomplicated and rapid means.
A winning business permits you to have time and money liberty. If you really feel that you require to reassess your dedications and also concentrate on the goals you had actually at first set out for your business, after that getting a fantastic service coach can in fact help you and your service to a terrific degree.

subset: commoncrawl


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Scordis, Papapetrou & Co LLC is a Lawyers' Limited Liability Company regulated by the Cyprus Law Council and the Cyprus Bar Association, providing services to clients both in Cyprus and worldwide. It was established in 1973 as a result of the merger of the practice of its founding members, Andis Scordis and Michalis Papapetrou. In 2011 the Firm merged with Adamos K. Adamides & Co, a law firm based in Limassol. In 2018 the Firm merged with Michaelides & Michaelides, also a Limassol based law firm and one of the oldest law firms in Cyprus (established back in 1922 by the late Andreas G. Michaelides in Famagusta, where it was operating until 1974).
SCORDIS, PAPAPETROU & Co (the "Firm") now incorporates by way of merger Adamos K. Adamides & Co and Michaelides & Michaelides and, as a result, the partners, members and employees of the latter have become partners, members and employees of SCORDIS, PAPAPETROU & Co and are all located at the Firm's new Limassol offices.
Building on the first successful merger in 2011 and the co-founding in 2012 of SPA Financial Services Ltd, a successful licensed financial services company, the latest merger further enhances the multi-faceted practice of the firms, creates synergies and joins practices, as well as lawyers and other professionals, who share a common culture and vision and a reputation for excellence.
The Firm, looks to the future with confidence on the basis of nearly two centuries, in the aggregate, of history, practice and expertise.
SCORDIS, PAPAPETROU & Co
Our Services:
The Firm provides a comprehensive range of services through lawyers and qualified professionals from other disciplines, with particularexpertise in:
The wide range of services provided by the Firm is in line with the role of Cyprus as an international business centre, having the advantage of being an EU member state with close proximity to the Middle East and close ties to Eastern Europe and Asia.
The Firm's activities in Russia, which date from 1991, now take the form of a local subsidiary JSC "Scordis, Papapetrou & Co" and a Representative Office operating out of offices on the Moscow embankment at the address appearing above. The Athens presence (since 1999) is also from centrally located offices at the address appearing above. All of the Firm's offices are wholly owned by entities affiliated to the Firm.
Quality of Service
This is accomplished by a precise and clearly defined structure of responsibilities within the Firm leading up to the partners. At the same time the Firm is very careful in choosing its members at every level. Members are also encouraged and expected to participate in seminars and training sessions in their field both in Cyprus and abroad.
One important element of the high standards enjoyed by our Firm is the loyalty shown by the Firm to all its members, which in turn is reciprocated by the members themselves. This element, to which the partners of the Firm attach the greatest importance, is the result of close inter-personal relationships within the Firm and an understanding attitude towards the members' individual requirements.
Finally the Firm appreciates the importance of always being at the forefront of technological advances and modern methods of work continuously improving efficiency and service to its Clients.
Our approach
The establishment of a close working relationship between client and lawyers of the Firm is our overwhelming priority. We think that the best way to achieve this is through the personalisation of our services. This is done by viewing the parameters and circumstances of each case separately and giving advice tailored to the individual case in hand. At the same time our advice is given intelligibly and in a language readily comprehensible by our client who may not be versed in the intricacies of legal terminology of the legal profession. We believe that our advice, especially in a fast changing business environment, should be given swiftly, and in full awareness of the business context.
Clients of our Firm
Individuals in all fields of General Practice and Litigation, International Companies of every kind, major international Law Firms, national Law Firms, Accountancy/Audit firms, Banks, Trust Funds, Venture Capital Companies, Real Estate Companies and Developers, Shipping Companies, Ship-owners, Traders, Manufacturers, Factories, Producers, Contractors & Developers, Estate Companies and Agents, Transport Companies, Individual entrepreneurs, Professionals (Local and Foreign Lawyers and Accountants), Investors, Municipalities, Governmental and Quasi-Governmental Agencies and Authorities, Embassies, Co-Op Firms, Trade Unions, local and international Insurance Companies, Hoteliers, Travel & Tourist Operators, Societies, Athletic Clubs; virtually persons and companies from all sectors, local and foreign, are represented in our list of clients.
30, Karpenisi Street, P.O. Box 20533, 1660 Nicosia, Cyprus
Tel: (+357) 22 843 000
Fax: (+357) 22 843 444
Email: email@example.com
Website: Visit website
Managing Partner
3, Zenonos Sozou street, 3105 Limassol, 3501-P.O.Box 51094 - Cyprus
Tel: (+357) 25 818 444
Fax: +357 25 37 22 82
11, Derbenevskaya Naberezhnaya, 12th Floor, 115114 Moscow - Russia
Tel: +7495 913 6682
Fax: +7495 913 6681
197, Alexandras Avenue, 3rd Floor, 11522 Athens - Greece
Tel: +30 210 642 1006
Fax: +30 210 642 1080
41, St. Christopher Street, Valletta, VLT 1464, Malta
Tel: +356 2123 4444
Fax: +356 25466756


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If there's one thing most ZannaLand readers are passionate about (in addition to love of Disney of course) it's the exciting Disney's Dooney & Bourke collaboration. My good friend Amanda of DisneyEveryDay.com had the fabulous idea that I should ask people to show me their Disney Dooneys! I agreed that this would be a fun thing for fans to take part in – and thought I'd sweeten the deal by giving away a Disney Dooney & Bourke wristlet to the contest winner!
ZannaLand Disney Dooney & Bourke Photo Contest Info:
- Take a picture of your Disney Dooney & Bourke – your favorite, your whole collection, by themselves, with people or pets – the ideas are endless and you are only limited by your creativity! Don't have a Disney D&B? What about a pic of you with a sad face? 😉 Get creative!
- Email me your best shot (one per person please), I'll post all of the entries here, then readers will vote on a winner.
- The contest winner will then get to choose what color wristlet they receive (of available wristlets in Walt Disney World up to $49 in value – sorry I can't produce a Disney Cruise Line or Disneyland wristlet!).
Send one photo entry to [email protected] by Thursday, September 30 2010. I will then post the entries and voting will commence (info to follow on voting). Help spread the word on twitter, facebook and anywhere else you'd like – the more pictures the more fun we'll have!
Ready to hit me with your best shot? Go!


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The greenhouse gases methane and nitrous oxide, from burping and urinating livestock, account for about half of New Zealand's total emissions. These agricultural emissions have been the elephant in the room of New Zealand climate policy for some time.
A report released by the Parliamentary Commissioner for the Environment (PCE) this week suggests New Zealand should treat biological emissions differently from carbon dioxide emissions. It also says afforestation is a risky approach to combating climate change if planting trees is used to offset carbon emissions.
The report threatens to turn environmental policy and its principal policy tool, the New Zealand Emissions Trading Scheme (NZ ETS), on its head.
Read more: A new approach to emissions trading in a post-Paris climate
Emissions trading in New Zealand
New Zealand's Emissions Trading Scheme, established by Helen Clark's Labour administration in 2008, was meant to be a bold first in the world. It was going to cover all greenhouse-gases and all sectors and include forestry as an emissions sink. Critically, it was to include agriculture and the related biological emissions.
But the election of John Key's National administration in 2009, with their rural electorate, meant agriculture never entered the scheme and was therefore "given a free ride" in the decade or so since. To put this "free ride" into context, the rest of the economy could buy cheap, and in some cases dubious, international carbon units for the bulk of that period.
After international trading was stopped, they could buy relatively cheap domestic forestry units. In truth, it was never much of a free ride for agriculture since no one was working particularly hard to mitigate anyhow.
The PCE report challenges the scheme's architecture. It makes a number of recommendations. First, it suggests that biological emission should be treated differently to carbon dioxide emissions, with a zero target on carbon dioxide and a much lower but unspecified target for biological emissions.
The second recommendation is to no longer allow forestry sinks to be used to offset carbon dioxide emission, but to continue using them to offset biological emission.
This shifts the burden of mitigation away from biological emissions in agriculture towards carbon dioxide emissions from energy use and transport.
The PCE's recommendations
The report provides an alternative vision to the "all gasses and all sectors" flexibility envisioned for the original NZ ETS. It differentiates between carbon dioxide and biological emissions since carbon dioxide is a long-lived greenhouse gas, but biological emissions include the long-lived nitrous oxide and the shorter-lived but potent methane.
The recommendation that afforestation sinks should no longer be used to offset carbon dioxide emissions represent a radical departure. It is likely to be opposed by foresters and those not wanting to create too much uncertainty in the NZ ETS. These are fair points that must be balanced against the logic behind the recommendation.
Using afforestation to mitigate carbon dioxide emissions is risky because forests may burn down (especially in a warming world) and release the carbon again. Commercial plantation forests only hold the carbon until the next harvesting cycle, and ultimately the land available for tree planting is limited and may crowd out other land uses.
Using afforestation to tackle carbon dioxide reductions also means we do not work hard enough to decarbonise the economy in more fundamental ways, including switching to electric vehicles, building houses for passive solar heating and making process heat renewable.
The search for cross-party consensus
Overall, the report signals a fundamentally different approach to climate policy from that envisioned for the NZ ETS over a decade ago. Differentiating carbon and biological emissions is sensible both from a science and a political expediency perspective.
The latter is particularly important if we are to have a political consensus behind the proposed Zero Carbon Act. Ultimately, the opposition National party will not back anything that unduly affects its agricultural electorate. Reducing reliance on carbon sinks also seems sensible as it pushes the cost of mitigation into the future, imposing it on future generations.
Read more: A fresh start for climate change mitigation in New Zealand
Does this mean a free ride for agriculture once more? Probably not, but the devil will be in the detail. What the reduction targets for biological emissions should be is not clear. The report cites a range of between 22% to 48% by 2050 as potentially feasible with investment in research and development.
The degree to which afforestation can be used to offset agricultural emissions also needs to be thought about. Unlimited forestry offsets could lead to landscapes that are either planted in trees or relatively intensive dairy farming, with little else in between. This is undesirable as it could lead to changes in biological diversity and water quality and ultimately damage New Zealand's green and clean brand.
Clearly, there needs to be strong incentives to reduce biological emissions beyond the offset option that push towards more sustainable forms of farming. There is a strong case to limit offsets for agriculture as well, but this might depress the forestry sector.
Finally, to remove the carbon offset option from the market immediately or in the next few years would be unfair to foresters and companies that have been planning to use offsets based on the current architecture. A transition period would be needed to lessen the regulatory shock.


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Heavy Truck Parts
If you run your business in trucking and you possess heavy trucks, then it is obvious that you regularly need their spare parts. In this regard, you need to identify a supplier of heavy parts to enable you have them supply you with what you need when you need whenever you need it. When you are looking for a supplier of heavy truck parts, you must consider the fact that these trucks will need these parts regularly and in plenty. This means that you must identify a supplier that will not fail in ensuring that you have the parts whenever you need them. You also need a supplier that will have all kinds of parts that you may need. This includes the fact that the parts may break on the road and therefore they should be willing to deliver whatever you need to wherever you may need it.
It is important deal with a supplier that deals with various manufacturers and ensures that they get the parts from the manufacturer. This is important because it ensures that the parts you get are original and top quality which will serve their purpose well. You need to make sure that the kind of parts you acquire from your supply are those that are certified and from renowned manufacturers. This is necessary because then you can get a warranty that will help you to follow up in case the item does not serve you as you had anticipated. You need to deal with a supplier that will ensure you are well served in case you need used parts or brand new from the manufacturer. It is important to choose a supplier that will always have parts in stock. This means you need to avoid those that will always give excuses for not having a given item on stock. You need a reliable supplier that will always assure you that you will get what you are looking for.
You need to deal with a supplier that will make sure that your spare part is shipped to wherever you may want it to go. This means that no matter where you need, you will always have it delivered to you. You need to choose a company that sells their parts at very affordable and competitive rates. This is important because it will give you value for your money. You need spare parts that will always fall within your budget but not at the expense of their quality. You need a supply that will stock the latest model of spare parts and will ensure they give you what is compatible with your trucks. You need a shop that has an online site where they can post what they have so that you can scrutinize it with your engineers and ensure that it is what you are truly looking for. You need a spare part shop that has a site where you can make order and buy your heavy truck parts without having to get to their store. This will save on time and expenses because you can shop online and have them send the product to wherever you are.


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How to Plan a Destination Wedding, Part I
Saying "I Do" in an exotic locale is undeniably romantic. So the question arises: how to plan a destination wedding? Planning a wedding in another state or country can be rewarding and challenging at the same time. Depending on the time of year, location and wedding size, it can be cheaper to have a destination wedding.
How to Plan a Destination Wedding
Do your research and ask lots of questions. Since you are having a wedding away, you have to ask yourself if you are comfortable in handing over a lot of the wedding details to a stranger. If you are a hands-on person, a destination wedding may not be right for you. There are many companies specializing in destination wedding planning; in fact, most resorts have an in-house coordinator who will help you with legal requirements and wedding details. Resorts and travel websites specializing in destination weddings include:
- Marriott: Hotels and resorts throughout the world.
- Starwood: Hotels and resorts throughout the world.
- Sandals Resorts: The undisputed king of all-inclusive Caribbean resorts specializing in destination weddings and honeymoons.
- Turtle Bay Island Resort on the island of Oahu, Hawaii
- Expedia: Travel website with resorts specializing in beach wedding destinations in Mexico, the Caribbean, and the Hawaiian Islands
Although you are not required to pay for accommodations for the wedding party or guests, it is a thoughtful gesture to provide room rate information in varying prices for nearby hotels and condos. Ask the resort where your wedding will be held for group discounts. Look into the cost of suites for the bridesmaids or groomsmen. Some suites have kitchenettes which can help offset meal expenses. (You are expected to pay for meals related to the wedding.)
Make sure you do not base your decision strictly on the looks of the location. Consider every single thing that the area has to offer. It may be that the location has no nightlife and you like to dance the night away! Consider activities available for your guests. Provide a packet of information to each guest with brochures and information for nearby activities they may enjoy.
Look for How to Plan A Destination Wedding, Part II in an upcoming post. We'll talk about 5 essential questions you need to keep in mind when looking at different locations.


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Following our selection last week, this week we have decided that Black is still very much, and will continue always to be, elegance itself.
This week our beautiful model wears the sophisticated black 1920's Charleston Flapper dress, with delightful flower design set on monochrome.
This style sits perfectly with the re-emergence of Black and White themed weddings, a trend promising to heavily influence next season (see our Black Lace and Bows blog from September 2013)
Our beautiful model complements the garment with an adornment of breath-taking vintage jewellery, starting from the top with the 1920's Flapper Headband from The Vintage Swallow, followed by the Exquisite Charm Necklace, and finally the Pearl Heirloom Cuff from Glitzy Secrets, all set off with delicate black lace gloves.
This magnificent attire embodies the sophistication of the Art Deco era, creating a style straight from the Silver Screen.
The splendid jewellery coupled up with the dress are a certainty for class and glamour, and are a formidable combination to create a creative vision of loveliness perfect for the all-important wedding reception.
This dress is cut in order to suit the majority of body types, and can really look exceptional when worn by women of any age. It is perfect to match really dazzling and bold jewellery; Black Pearl Weddings love the attention grabbing style this apparel garners.
Black Pearl Weddings would again like to take the chance to extend our most sincere thanks to:
Make Up Artist - Maisie Palmer
Hair stylist - Emma White
Joint Creative Directors - Kelle Parker & Wioletta Godun
Stay tuned for the next episode in our series, for more 'style pearls of wisdom'. See below for a preview of what's to follow


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The Glee 2021 Show Guide is now available in digital format as well as being a printed version available free at the exhibition. To view the online Show Guide click here.
To advertise in Glee Daily News 2020 contact email@example.com
Phone 01733 775700
Glee Daily News Newsdesk:
So here we are at Day 1 of Glee 2021. As Design and Business consultants, Pleydell Smithyman are highlighting some key opportunities for the Garden Centre Industry with emphasis on Planning high on the agenda.
Planning has been greatly affected over the last 18 months but now is a great time to secure meaningful approvals to enhance and strengthen your centre.
Planning Departments are returning to 'business as usual' but we need to be mindful that the planning process can still take longer than we would hope with some limitations still in place affecting the previously accepted decision timescales etc.
A new Class Order has been introduced within the planning system- Class E. This effectively amalgamates shops, cafes, restaurants, offices, light industrial and storage, into one use class and enables some businesses and property owners to switch use without the need for planning approval (on which advice is critical). This is effectively a softening of policy and will allow a lot of businesses to change to meet market conditions and whilst it was primarily aimed at making the high street a more flexible and therefore vibrant place, it certainly has advantages to garden centres too. In August 2021 further Government changes to planning use classes have created potential for residential conversion of certain vacant buildings which could add value to your site.
Pleydell Smithyman have an established pedigree offering specialist, bespoke and expert Planning advice to the industry with an enviable approval success rate in excess of 99%.
Our specialist team led by Kathryn Farden and Paul Pleydell develop an empathetic approach to any proposed development ensuring the best possible proposal is developed to lead to successful development opportunities.
We look forward to seeing you at Glee – so do feel free to call in for a chat - We are on stand 20G46 or contact us at firstname.lastname@example.com or by calling 01952 433211
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Glee Birmingham is brought to you by Hyve Group plc, 2 Kingdom Street, Paddington W2 6JG. Company number 01927339 (England and Wales)


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Balthazar (SOLD!)Born: 2010 Sexe: Gelding Colour: Grey Height: 16.1 hs
Balthazar is a 10 years old grey gelding. 16.1 hs Doing 4 th level.
Balthazar is a gorgeous compact built type of horse with very good gaits. Easy and safe to ride and comfortable to sit. Light and forward thinking horse with extremely good character. Beautiful extensions. Great ability to collect. Nice pirouettes. Easy half-passes. Breathtaking beautiful horse. Great ground manners and no vices.
Sire : Bon Ami X Quattro B


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Is Your Home In Need Of A New Roof Replacement? We Are Long Island's New Roof Replacement Specialists in Massapequa NY!
With over 35 years of roofing experience on Long Island, ProLine Roofing is the roof replacement company you can count on in Massapequa NY 11758. Call us today at 516-249-4900 for a free roofing estimate.
We pride ourselves in providing Nassau County, Long Island with new roof replacement options in Massapequa NY 11758. We begin with a standard roof inspection to confirm a new roof is your best and only roofing option. We typically find roof repairs as an alternative to buying a new roof. If your old roof is beyond a roof repair, a second choice may be to add a second roofing layer to your current roof. This is not always an option as you may already have a second shingle roof layer. In this instance, your roof may in fact be in need of a new roof replacement.
ProLine Roofing promises hard work, ambition, safety and honesty in an effort to maintain a superior presence in Massapequa NY 11758 and throughout Long Island. We work hard to keep our reputation at its best. Due to our high standards, we balance tasteful craftsmanship with reasonable pricing and timely completion to ensure your complete satisfaction on all roofing installations and roof repairs.
ProLine Roofing is Long Island's premier licensed and insured roof replacement contractor in Massapequa NY 11758. We are family owned and operated and proudly service all of Nassau County, Long Island. For your next new roof replacement, call ProLine Roofing today at 516-249-4900.


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Preserving The Goodness
The gardens are beginning to look lush and green with all the rain we have had this summer. And that means that the produce is beginning to come all at once. It's hard to keep up with everything and make sure we're picking to get the prime of ripeness. Ripeness is really important in order to get the best nutrients from your foods; and that's why growing your own is so much better than commercial; which are placed on a transport, half ripe, and ripened on their way to your grocery. The nutritional value is not as good even though the produce may look wonderful. So when it comes to putting up our food stocks for winter, it's just as important to pick it ripe and choose the right form of preserving.
There are a few choices: freezing, canning, pickling, fermenting, drying. They all have their pros and cons as to which one is better depending on your resources, time and amount and type of fresh produce you have. Canning definitely has more long-term ability to last 3 or 4 years if done properly; but it takes time, heat, processing and the right equipment. Stored in a cool, dry, dark location like basement or cupboard and then rotated from year to year as new canned goods are added; will give you a plentiful larder in the middle of winter, as you take advantage the things that grow better from one year to the next. On the downside, some vegetables are just not as tasty or nutritional when canned; as heat takes viability away and boiling to process tight seals makes a lot of vegetables' texture soft, taking out some flavor. Canning fruit, on the other hand, usually in some type of syrup (I prefer with as little sweetener as possible) for firmer fruit to eat on its own in a dish plain or with yogurt or ice cream.
Some of us do not have a lot of time to use the canning process. I prefer freezing my fresh vegetables. I can pick them, blanch them and fill my freezer bags within an hour of harvesting. One trick I have discovered is that if I have small batches of veggies at a time, I can keep a partially filled gallon bag in my kitchen freezer and add to it after being sure to drain all the water well before adding to the bag. Then I transfer the bag to the big freezer in my basement until I'm ready to use them. When I'm ready to open a bag, I can do the same in reverse, taking the amount I need out of the larger bag, resealing and putting back in the freezer. We still get great nutritional value and great flavor like fresh picked. I do the same with fruit which works well, but freezing does break down the firmness of fruit in a number of cases and it doesn't work as well to eat fresh but rather to use in pies, crisps, and jams. Some folks like to freeze herbs which works to maintain freshness and viability. It does however, leave the more fragile leaf material rather limp and is better for cooking purposes. Anything you want to use for teas, medicinals or flavorings in any number of applications will do better as dried material.
Drying is fairly straight forward. There are any number of ways to dry things. If you have a gas stove with a pilot light, the heat generated by the pilot is often enough to dry leaf material and some thinner sliced, more fleshy vegetables and fruit like raspberries. You can purchase for reasonable prices, small food dryers with a simple electric coil on the bottom that gives off good, consistent heat but is not adjustable. They usually come with multiple trays which will be warmer for the bottom tray than for the top. These I leave on my kitchen counter where I spend most of my time, and can keep my eye on them and rotate the trays for even drying. Still the best drying medium for fruits and vegetables in a dryer with a thermostat that controls the heat. In this way, I can make fruit leathers and quickly dry vegetables in a short time so that they have thoroughly dried all the way through. If not, they will mold eventually because of moisture content. They can be stored in cupboard in zip log bags or dry glass jars.
Fermentation is another ageless way of preserving fresh, viable food during winter months. The good bacteria in fresh vegetables in a salt brine, will create a fermenting process of a pickling nature, that will self-preserve for many months. Called lacto-fermention (from the lactic acid produced) it requires no refrigeration or costly heat and equipment. Our forefathers used this method to store in their root cellars and have a good food source over long winter months without other food sources. Lactobaccillus, a good bacteria, is present on most everything plant and we just need to control it and put it to use; similar to using yeast. This good bacteria produces good enzymes and digestive aids for our health as well that promotes heathy flora within the vegetables being fermented and us as humans when we eat them. Sauerkraut is a well known fermented vegetable, but most every country in the world has their own fermented specialties: cucumbers, beets, & turnips in America, green tomatoes, peppers and lettuces in Russia, and a combination of vegetables called kimchi in Korea. These are usually eaten as condiments in small amounts and add to our body's ability to digest well the foods that do not have their own enzymes due to perservation. There are many recipes too numerous to list, but google is our friend and you can find much information there as well as cookbooks, like Nourishing Traditions, by Sally Fallon, listed in the Book Resource section below. Our own Patty Myers has done a few classes on making kimchi which we may see later this summer.
Then there is pickling which is done in a vinegar solution. Vinegar is another type of fermented brine by which we can make pickles, relishes, chutneys and many other brine based condiments and side dishes. There are numerous vinegars like apple cider, balsamic, plum; and these dishes usually have other flavors, herbs and combinations of fruits and vegetables in the mix depending on your family recipes and cultural background. These all have long shelf life and good bacteria support for a healthy immune system. These recipes too, are passed down in families and can be found on websites and standard cookbooks.
Jellies and jams are a commonly known source and many fairgoers find the sources from their local community members as vast and unique as their persons. It's really easy to make them, and again, you can find straight forward recipes and videos on youtube. Or get together with your friends and try a new recipe or trade them around. Much healthier than sugary cookies.
For storage containers, we suggest glass or zip lock bags. Plastic leaves particulates in your food and is detrimental to your health. Just be sure glass is clean and then completely dry or you will develop mold and your food will not be consumable. If you have lots of root vegetables you want to store fresh, another method is to get good quality sand and a plastic trash can or similar food grade plastic containers. Put down a layer of sand, then layer the roots so they are not touching each other and then cover with 2 to 3 inches of sand, then form another layer, and so on until your trash container is full. You may want to establish the container in it's permanent location first, as it will be hard to move once it's full. These containers can be stored in a basement or cold cellar to be opened later in the winter months.
The season is early and you will have time to research and find the recipes and methods that will work for you. So plan ahead and don't wait till the produce is coming fast and furious. Most of all, have fun, creating and reaping the benefits of God's blessings!
Cathy DOdge
Over 40 years of Herbal and nutritional experience.
March 2023


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Show off artwork and awards without damaging walls or the items themselves with Ghent's Hold-Up Display Rails. Each plastic rail uses built-in pressure to keep items in place, so there's no need for staples, pins or tape. Hang thick and thin items next to each other without the fear of one sliding out. Best of all, the clear front won't hide the top of papers. Comes with double-sided tape and magnetic strips so you can easily mount your display rails on dry erase boards, bulletin boards or hang alone. This pack of Ghent Hold-Up Display Rails includes twelve 12" long rails.
Key Features
- Built-in pressure keeps items in place
- Made of plastic with clear front
- Use the included double-sided tape or magnetic strips to hang
- Includes twelve 12" L rails
- Material: Plastic
- Includes: 12 rails, double-sided tape and magnetic strips
- Length: 12" (each rail)
- Made in the USA
- Estimated Lead Time: Ships within 2 - 3 business days
- Shipping Method: Ground
- Weight: 4.00 pounds


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Saturday, April 07, 2007
2 comments:
- AnonymousThursday, April 12, 2007 8:56:00 am
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Kickers: Brett Maher, Sr.; Mauro Bondi, So.
Punters: Brett Maher, Sr.;
Holders: None
Long Snapper: P.J. Mangieri, Sr.;
Return: Ameer Abdullah, So.; Tim Marlowe, Sr.; Kenny Bell, So.; Jamal Turner, So.
Well, how about that! Just about everybody is back on special teams, except holder Austin Cassidy. Frequently the punter ends up being the holder, and while Brett Maher seemed to do it all last season, holding for his own kicks might be expecting just a little too much.
Jon: Last year's biggest story line heading into the season was "Who's going to replace Alex Henery?". It didn't take long to get the answer to that question as Brett Maher made it seem like Henery had never left, doing an excellent job in both punting and kicking.
The surprise of the season had to be the early play of Ameer Abdullah, who was fun to watch and didn't have us holding our breath whenever he caught the ball.
Mike: Actually, Maher probably outplayed Henery much of last season. So I'm not concerned about kicking this season.
The return game could be interesting. The NCAA is going to experiment with moving kickoffs up to the 35 yard line, and spotting the ball at the 25 after a touchback. You won't necessarily want an Adi Kunalic kicking off, but rather a guy who can kick it high and let the coverage team do their part. That means that kickoff returners will need to create their own holes.
I'm wondering if we'll see Jamal Turner get a shot to return kicks this season. Last year, everybody inked Turner into this role, only to have Abdullah seize the job. What I found curious was Kenny Bell and Tim Marlowe getting opportunities before Turner did. The only explanation I can offer is that Turner was struggling with the mental aspects last season. Maybe that was a calculated decision to try and get him ready to play on offense, but it may have limited one of Nebraska's biggest weapons.
Jon: I get the idea that Turner was struggling with the idea that he had to practice hard to get on the field - same problem he had as a receiver. You don't get to just show up and play at this level even if you're capable.
In fact, as we wrap up the 2012 preview - let's take that and apply it across the board.
Mike: I think you're onto something there, Jon.


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Microsoft Windows Phone has relatively fewer apps compared to Android and Apple iOS apps. Microsoft is trying to increase the number of applications in the Windows Market Place through funding the app development themselves. Apps are the features in smartphones now a days and if your platform doesn't support the popular apps then you are losing some customers.
NYT reports that Microsoft is actively funding third party developers to develop apps for Windows Phone Platform. The app development usually costs from $60,000 to $600,000 according to app development studios, developers are not willing to fork out that much money on app development for a platform that has to prove itself.
Microsoft has also came up with incentives like free Windows phones, prime spots in its appstore and featuring the apps in Windows Phone advertising apart from funding the app development.
Foursquare and Cheezburger network apps are one of those funded by Microsoft. Foursquare's head of Business Development, holger Leudorf told times "We have very limited resources, and we have to put them toward the platforms with the biggest bang for our buck,†"But had Microsoft not offered to pay an outside company to do the work, Mr. Luedorf said Foursquare would "probably not†have developed an app for Windows Phone.â€
Facebook app for Windows Phone is not developed by Facebook, Microsoft funded the project and Facebook has certified the application.
Windows Phone has 70,000 in its appstore currently, whereas Android has around 400,000 applications in Google Play and Apple appstore has 600,000 applications. Microsoft is trying to get the popular apps be developed to the platform, despite the efforts Times notes that popular apps like Pandora, Instagram are missing. Instagram for Android has been just released few days back, so we don't expect it to come to Windows Phone any time soon, unless Microsoft takes an active role in convincing developers to develop an app for.
Microsoft has admitted that it is giving incentives for the Windows Phone app development Casey McGee, senior marketing manager for Windows Phone at Microsoft said "We are by no means satisfied with our catalog.†"That's something we can get better at, and do better at, every day.â€


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The Daily Comforts
A closet full of bespoke suits and hand-made shoes is a wonderful thing. But there are much more basic, much more accessible items that can be just as rewarding. The list could end up enormous, so here are a few examples of things I use nearly every single morning that make all the difference in my day.
We can start in the bathroom. Few rituals beat the luxury of slathering on some hot foam with a soft badger shave brush after a steamy shower. It's one of those indulgences which quickly becomes requisite. A few months ago I forgot a brush on a week long trip and ended up returning home covered in stubble – I just couldn't bring myself to shave without my fluffy friend.
Edwin Jagger makes good brushes at great prices, while Simpson charges a little more but makes brushes in dozens of shapes and sizes to suit your needs perfectly. You want a handle that is comfortable for you to hold and a head size and shape that feels right on the contours of your face.
Once I'm all showered and shaved I try to have time for a relaxing breakfast before getting to work for the day. I hate the feeling of wandering around barefoot, so slippers are a requirement. I hate those puffy shearing things that leave your feet sweaty but am also clumsy enough that slides are a hazard. For me Grecians or Albert are a perfect fit.
You can go for something in leather, velvet, needlepoint, whatever floats your boat. The key is picking something that is as enjoyable to wear as your favorite bench made shoes – you'll likely spend more time in your slippers than any other single pair of shoes you own. Sturdy soles and a proper heel are a must for me, but some people prefer soft leather bottoms.
Finally, if you drink either, please buy decent coffee or tea. Remember, this isn't just a website about clothing. I'm not saying you need to spend thousands on a hand-built Florentine espresso machine (though do if you can), but just do not buy huge sacks of cheap pre-ground coffee. Splurge on a grinder, buy beans in small quantities, and buy something good. Most major and mid-sized cities have great local roasters these days, and it's the morning equivalent of a great single malt. Enjoy your coffee and enjoy your day.


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Rattan Light Hack: How to get the look for less!
I have been eyeing up Rattan pendant lights, but did not love the price tag that came along with them. I have seen upwards of $200 for ONE LIGHT and that just isn't me. So I decided to create the look for less and let me just say, WOW. I am obsessed with the statement this adds to the island. Let me show you how I managed this Rattan pendant light hack for under $50!
Here's what you'll need:
Rattan Baskets currently on SALE for $17.98
Plywood I used scraps I had from another project.
Zip Ties
PREP WORK: Be sure to shut off all electrical switches at the breaker box then proceed to take your current light down. (You may not need to disconnect the current light depending on what kind you have.)
Cut the wires out that hold the candle in and the handles.
Measure and cut a round piece of plywood (7" in diameter)
Drill a hole through the center of the circle.
Place the plywood circle inside the Lantern and feed the pendant light up through the circle. Place the zip ties around the wires to hold the plywood circle up and cut off the access. Rewire your light and straighten your new shade. Then stand back and admire your beautiful, CHEAP new Rattan Cover!


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Digital Media Consult estimates over 32 million Digital Media Players shipped Worldwide in 2013. With an Estiamted 15% CAGR from 2009 sales of 4,5 million players.
At the moment the best selling units of these include;
Numbers are based on Industry sources, sales of Chipsets by Sigma and Realtek, and other estimates. Excluding sales of game consoles.


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The cover art is done for Ogres of the Fen and Cover Layout nearing completion. A good deal of writing remains, maps, and of course… a good tunnel crawl. :)
Check the cover out to whet your appetite, and you can read a bit about the intro here.
Coming soon from Fail Squad Games – Ogres of the Fen!


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