text:
Kitchen Confidential (Season 3, Episode 6)
May 27, 2016
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Show Notes
The Story
Two men decide to start a company. Everything is going well... until it's not. That's the moment they decide to start recording their conversations—painful, awkward, emotional conversations.
Jason and Vincent launched Bento about a year ago. Their goal was to make Pan-Asian food fresh, tasty, and on-demand. They joined the food tech swell just as it was winding down, just as the funding was drying up, just as the smaller players were being weeded out. With only a year under their belt and a quickly draining bank account, Bento's odds don't look good. We listen in on the co-founders as they try to decide whether their setbacks are just bumps on the road to success or a sign to shut things down.
The Update (06/09/16)
The day after this episode posted, the Bento founders sent an email to customers—Jason and Vincent announced they were turning off the Bento app.
It was a big change, and a surprising one to make right after raising $100,000 from investors. So what happened?
When we called Jason, he explained that what led to the decision was actually a good development. He had a positive meeting with the CEO of a catering company that buys meals from Bento. "They want to do more," Jason said. "They want to do much, much, much, much more with us. And this is super exciting."
This news also meant Jason was facing a conundrum. Ever since Jason and Vincent laid off twelve people in February, Bento has operated with a small kitchen staff. And that handful of people was already having trouble keeping up on busy days. With more orders on the way, something would have to give.
That is how the app wound up on the chopping block.
The number of orders coming in through the app has always been small. As Jason put it, "it's meaningless in terms of revenue." But those orders put pressure on the kitchen. "There's a lot of items on that menu," Jason explained. "It doesn't always mirror the items we're making for our partners."
The app gave a choice of 11 dishes, while the catering partners order four or five on any given day. So between the catering partners and a few dozen people ordering through the app, the kitchen could wind up making 15 different dishes in a single morning.
Once Jason stepped back and looked at that picture—a lot of extra work for little return—his decision was made. His meeting with CEO of the partner catering company happened the day we finished our episode. The Bento app closed for business the following afternoon.
Bento still has a little more than $100,000 left in the bank. Jason's hopeful that their burn this month will be lower than it's ever been, maybe as low as $10,000. And he's doing what he always seems to do: pushing ahead.
The Facts
Matthew Boll mixed the episode.
Our theme song was written and performed by Mark Phillips.
The special ad music, Microliters, was written and performed by Build Buildings.
Additional music by Matthew Boll, John Kimbrough, Tyler Strickland, and the band Hot moms dot gov.
Our logo was designed by Elias Stein.
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LISA: Hey, just a quick note—if you're a Gimlet member, or if you wanna be one, stay tuned. We have a little something for you at the end of the show.
LISA: From Gimlet, this is Startup. I'm Lisa Chow.
A few months ago, we got an email from a guy named Jason Demant. I've got it here in front of me. It's very direct. "Hello" it says. "We've raised 2 million dollars and have been featured in TechCrunch, CNBC and San Francisco Chronicle. We now have 350 thousand dollars left in the bank, which will last until the end of April. We need to raise more money or we will die."
So, we followed up with Jason. And he and his cofounder Vincent Cardillo agreed to record themselves during this particular moment in their company's life. Would they run out of money and close shop? Or would they figure out how to turn things around in time? They didn't know. We didn't know either.
The result is a rare and intimate look inside one startup—and inside Silicon Valley. And we should warn listeners, it occasionally includes swearing.
Our producer Molly Messick tells their story.
MOLLY: In one of the first recordings Jason and Vincent sent, they're sitting outside. They're in the backyard behind the commercial kitchen they rent, which is also their company's headquarters. It's a cramped spot shaded by bamboo and next to a couple of exhaust fans—a place they come to sometimes when they have important things to talk about. It's also a little noisy, as you'll hear in the tape. Today the thing they're talking about is their own salaries. Jason talks first.
JASON: Okay, so—I was pretty shocked to hear that you're thinking of not taking a salary. Like, I don't understand, like, what changed? I feel like you've been more adamant about this than I have.
VINCENT: I mean, if it saves us, that will save us eight thousand dollars.
MOLLY: Vincent's a little faint there. He says, "That'll save us eight thousand dollars."
Their company is called Bento, and it does on-demand food delivery. And the problem Jason and Vincent are facing is that almost a year into running it, they still haven't figured out how to turn a profit. Vincent wants to cut his own salary to buy them more time, but Jason's not so sure.
JASON: Like obviously like from a Bento standpoint I appreciate what you're doing. It makes me feel like I should do the same. It's just harder for me to do the same.
VINCENT: I know. It's not easy for me, either.
JASON: I know it's not easy for you, either. And I'm really surprised—
VINCENT: I mean I've saved like zero money. It's not like anything has gone into my savings account over the last year.
JASON: I mean, I almost like want to, like, talk you out of it. I guess my thought is on this I would rather continue to pay ourselves, and as we start getting close to running out of money, if things are looking optimistic, then we stop paying ourselves. But at this point, like, what if everything just falls to shit.
VINCENT: Yeah, that's a total risk.
JASON: And then...but why...like then—
VINCENT: I'm investing back into the company. And that's what I'm doing, right? It's more cash in the bank now.
MOLLY: On the tape right here, it sounds like Jason drums his fingers on the table.
The reason it's a harder decision for Jason is that he has two young kids, and his wife, Sharon, is a stay-at-home mom. Vincent isn't married, doesn't have children.
But in the end it's Jason who gets won over. After a lot of back and forth, he agrees to cut his salary. He tell Vincent, "Okay. I'm on board."
JASON: So what do you wanna...what do you wanna...what do you wanna cut? Do you want to just cut it all? You wanna do half?
VINCENT: Yeah, probably like half. If we each cut our salaries in half it's like one of us doesn't work here anymore.
JASON: Yeah. I probably need...I probably need at least six, seven hundred a week just to cover my health insurance. Like five hundred a week. Two thousand a month.
VINCENT: About half.
JASON: Yeah, that would be around half. Yeah, about half. So 30-40K. Somewhere in there. I'd be willing to do that.
MOLLY: That was one of the first conversations Jason and Vincent recorded. It happened a few months ago, in February. But to understand what they've been through with Bento—to understand the extremes they've experienced—you have to know how they started.
Because it didn't begin like this, with huddled conversations about dwindling bank accounts. When they first started Bento, it was like they'd been handed a script for startup success, and they played their parts exactly right.
Jason and Vincent met recently, in 2014, through a website called FounderDating. It's kind of like Match.com for business partners. Jason already had the idea for Bento and he wanted to team up with someone. He would be the CEO. And in Vincent, he found his CTO—his chief technical officer.
The two of them are kind of a study in contrasts. Jason's the optimistic one. The California native who gave up a steady job in his 20s to spend a couple of years travelling around Asia.
Vincent's an engineer. Quieter. The pragmatist. He grew up in New York, in Rochester, and by the time he was 24, he owned a house not far from his parents' place. But he'd always wanted to run his own company, and he figured he could do it in San Francisco. So he sold his house, packed his car, booked a room on Airbnb. He wound up living there for a year.
Bento's business is Asian food—customizable bento boxes that they make in their own kitchen and then deliver. Jason and Vincent imagine that Bento will be a known brand, like Chipotle. But instead of picking it up at a restaurant, you'll open up an app and order it on your phone.
Demand will be high enough that wherever you are, one of Bento's drivers will be nearby. Their cars will hold hot bags for hot food and cold bags for cold food. Individual pods of every dish that Bento offers, and minutes after you place your order, it arrives. Sometimes it happens so fast that it feels like magic.
They launched on stage at a startup festival with 2,000 people watching. And pretty quickly, they raised a million and a half dollars in seed money. Vincent says that at the time, it all seemed incredible.
VINCENT: It was the most ridiculous thing I'd ever seen. I mean, to see that much money come in so quickly. To see so many people so excited about an idea. That was kind of the point where I was like, "Okay this is my life for the next four, five, six years. This is what I came here to do.
JASON: I was always nervous somebody was going to launch something similar to my idea before I did.
MOLLY: This is Jason.
JASON: Once that didn't happen, then the reception being really good, people asking, like, "What are your expansion plans?" And you know, "How quickly can you go to LA?" or do this or do that—it's like, yeah sure. You're just thinking, like, "Wow, how fast can I run?" Like, nothing's going to go wrong. It's just going to be, like, a pretty steady line of growth and funding and yeah, yeah...
MOLLY: Bento did grow. When Jason and Vincent talk about the months after they launched, they use words like "insatiable" and "crazy" and "freaking nuts." Every week they sold more bentos than the week before. Three months after launch, they added a head chef, an operations person, and a new developer to work on their app. They moved into a bigger kitchen.
It was what they wanted. It was what their investors wanted. Growth equalled success, and they were killing it.
But then came late August, five and a half months after launch. That's when Jason got a report back from his accountant. It was a regular monthly report showing here's how much we spent, how much we earned, what our burn rate was. And it was for the previous month, July.
JASON: It was very late to get back July, but we got it back. And we burned...I want to say like seventy thousand dollars more than we expected? Which was like, thirty, forty percent more? And it was like, "Whoa, what happened?"
MOLLY: The short answer to that question—what happened?—is that Jason and Vincent are tech guys. Tech guys who had started what was basically a restaurant. There were a lot of details to manage. Bento was hiring cooks, buying saucepans, dispatching drivers. They were ordering wild-caught salmon and avocados and asian pears. They needed to take inventory, make sure pricey ingredients weren't going to waste. There were a lot of details—a lot of costs—that Jason wasn't tracking closely.
MOLLY: I'm trying to imagine what that day when you got that report back must have felt like. You'd been seeing this week over week growth, you thought everything was totally going the way you wanted it to. So what did you feel?
JASON: I mean, it's almost like a little embarrassing, because I should have been watching that. Especially in, like, an operationally intensive business like this. So, like, embarrassed that I hadn't done that before. Scared as to, like, where the problems were. Scared like, was I going to be able to find where the problems were? Um…yeah, so it's just—a lot of different thoughts.
MOLLY: He wrote to Vincent to tell him about the report.
VINCENT: I was walking into work and I read it on my phone. I just sort of went—I mean, my immediate reaction was like, "Holy," you know, "holy F."
MOLLY: It wasn't exactly a problem that they were spending more money than they were making. A lot of startups do that, especially in the early stages when they're trying to get customers. But Jason and Vincent had burned through way more than they'd planned.
In July and August alone, they'd used up almost a third of the money they'd raised. To make and deliver a bento that sold for 12 dollars, they were spending 32 dollars.
VINCENT: I trusted that—whatever was happening was working and that we were, I don't know, maybe losing one or two dollars, not 15 or 20 dollars on every bento. The unit economics said something, you know, horribly ridiculous like that.
MOLLY: But maybe the worst thing about the spot they were in…the weirdest thing...was that the more bentos they sold, the more money they lost. So if their sales went up, they'd go out of business quicker. Growth no longer equalled success. Growth had become the enemy.
Vincent put aside his daily work on the engineering side, overseeing the app, and he and Jason dove into the financials.
VINCENT: I was in our kitchen every day. Looking at the numbers. Talking to our chef. Figuring out what was going on.
MOLLY: To get food costs under control, they cut expensive dishes like ribs and duck confit. They let delivery times creep up. They added a delivery charge. And it worked. The price of a bento and the cost of making one started to even out.
VINCENT: I kept thinking, like, "Okay, not bad. Maybe we can do this. We can cross this threshold." And then there were three days where we managed to. So we got to, like, positive a penny—
MOLLY: Is this per-bento or overall?
VINCENT: That was per-bento. And then there was a day we had 50 cents. And there was a day where we had a dollar. For like three days in a row.
MOLLY: Making money on a bento was a big deal—an accomplishment. But it didn't last.
VINCENT: The days after that it just kind of fluctuated again back and forth between negative 50 cents, negative a dollar loss. And it was—it was a difficult thing to control and maintain.
MOLLY: What all of this meant was that Bento couldn't make money with on demand delivery—dispatching a driver every time a customer pressed a button in the Bento app. Jason and Vincent needed a better way of predicting demand, to reduce waste and keep cost under control. So they did a couple of things. They added a new feature: order ahead. It let customers schedule their lunch or dinner ahead of time instead of clicking on the app when they got hungry.
Jason and Vincent they also started selling bentos to catering startups—companies that work as middlemen between restaurants and corporate clients, delivering lunches for office workers. There are a lot of them in San Francisco, so Bento partnered with a few.
Here's a conversation Jason and Vincent recorded right around that time, in mid-February. They're in a coffee shop up the street from the Bento kitchen. Jason speaks first.
JASON: Now we finally—we finally built order-ahead. We finally know how to make money.
VINCENT: We aren't yet. We haven't. It hasn't happened. It's not happening.
JASON: Well, but we know—we know how to do it. We've got partnerships. We've got catering. This business is going to make money very soon. With or without investment, this business is going to make money. Would you disagree with that?
VINCENT: ...with enough time.
MOLLY: With enough time, he says. It's shorthand for: if we don't run out of money first.
JASON: Yeah, with enough time. Without much additional work, in terms of engineering and—
VINCENT: I would agree with that. Yeah. Sure
JASON: We've got it. We've built it. So now it's about executing on everything. You know, like, it's exciting.
VINCENT: (laughing) Yeah, yeah, I can see that. It's exciting.
MOLLY: As usual, Jason is focusing on the positive. The catering orders, the promise of making money. And as usual, Vincent has his eye trained on the warning signs: the alarmingly small number of dollars in the bank account.
And also that new order ahead option. Their customers aren't using it. Which makes sense if you think about it. If you could order your lunch hours ahead, as soon as you got to work, or later when you actually got hungry, which one would you choose? You'd order when you got hungry. And Bento would lose money every time.
But just one week later, events forced Jason into Vincent's camp. He agrees. Things are really bad at Bento. At this point they have about two hundred thousand dollars left, and they're burning through more than a hundred grand a month.
JASON: It actually probably hit me the most last night, when we got zero cater orders. Because next week's going to be awful.
MOLLY: Without catering, Bento's sales are going in the wrong direction. Jason and Vincent can't help looking backwards, considering their mistakes. Here's Vincent.
VINCENT: I wish we had started like this.
JASON: What's that?
VINCENT: I wish we had started with this, with order-ahead.
JASON: I mean, like, I hate saying this, but...this is why subject-matter experts make better founders. Like, what we have learned in the last year basically tells us that the way we started the business was fucking stupid. But if we had been in restaurants, or had tried a similar business, or worked for Spoonrocket for three years, like, we probably would have known all of this and Bento would have just been started basically where we are today. Right?
VINCENT: Yeah, yeah.
JASON: But now we're subject matter experts, so. Now we can—
VINCENT: I raised a lot of these concerns, like, in the beginning. And I think you thought we could just push through and it was going to work, right?
JASON: I did. I did.
VINCENT: But we didn't push through it.
JASON: I mean, we pushed through a lot of it.
VINCENT: Some of it.
JASON: Okay, I'm sorry. Like, I had a thesis. And we had smart people encouraging us. I don't know.
VINCENT: I don't know, either.
JASON: You know, it felt like...it felt like we were doing all the right things, and headed to the right place.
MOLLY: With sales number falling, they can't go back to investors. They just don't have a good enough story to tell.
So Jason and Vincent talk through their options. They come up with a plan.
And then Jason heads home to his wife, Sharon. The two of them don't usually talk that much about work. It only comes up when something big happens. So after dinner, when the kids are in bed, Jason fills her in.
JASON: It wasn't a great day…
SHARON: Oh, why?
JASON: Um, well. We didn't get any catering orders for next week. And that happened last night. And then we, like, confirmed it.
SHARON: Is that unusual?
JASON: Well, yeah. The last three weeks we've been doing really well on catering which has been good. And now next week is going to be awful. Like, really, really awful. So I think we may shut off and lay...and lay everybody off tomorrow.
SHARON: What do you mean shut off?
JASON: Shut off on-demand. And shut off the app.
SHARON: Like, permanently?
JASON: Yeah.
SHARON: You mean like, close Bento?
JASON: Not close Bento. By the way, I'm recording this.
SHARON: Okay.
JASON: Vincent and I are still trying to, like, figure out what exactly we would want to do. But we would basically lay off everybody with a salary.
SHARON: Can you please explain more what you're talking about, because it sounds like you're closing down Bento.
JASON: We're not closing it down. But we're basically, like, becoming, like, a catering business.
SHARON: Oh.
JASON: And...a catering business where me and Vincent are still running it and so we'll still be like building software and tools and things to make the business more efficient. But not like it is today.
MOLLY: He says they'd let go of their engineers and their marketing person, and also some of the kitchen staff.
SHARON: Tomorrow?
JASON: I mean, it's not the kind of thing that you want to procrastinate on. The good thing is, we have some money in the bank still. Like, if we do all these things and act quickly, like, we could still have two hundred thousand dollars in the bank. And that could be able to last us, like, four more months instead of like four more weeks, basically. And if we wait, you know, it just gets worse.
-phone rings-
MOLLY: The next morning Jason and Vincent have an emergency call with their board member, David Silverglide. He's the CEO of a small restaurant group based in San Francisco.
DAVID: This is David.
JASON: Hey, David. It's Jason and Vincent.
DAVID: Hey guys, how are you?
JASON: Can you hear us okay?
DAVID: Yeah.
MOLLY: They get to the point pretty quickly. Sales haven't improved like they hoped. Next week looks bad. And there's only enough money to keep the company going for eight more weeks. They're thinking about laying people off, focusing on catering. What does he think they should do?
David asks a lot of questions, ponders it for a while.
DAVID: It's a tough...in my mind it's a tough decision, because you're conceding that you can't raise on this existing path. But the other path is very different, right? It's basically just—you're operating a restaurant, you're operating a catering operation. Even if you have the vision in the future of saying, "Well, here's what we want to be and here's are the things we want to do," once you're down that path, convincing investors to come back in because you're going to pivot and change, is going to be I think an uphill battle.
JASON: Yeah.
MOLLY: And here, it starts to sound like David is saying—as gently as he can—"Hey, guys. This might be it. Maybe you should think about closing Bento."
DAVID: I don't want to shoot from the hip. I think a lot of it depends on what you guys want to do long-term, and where...where you think you can get it. Because your investors are already saying—their return is already gone. They're not going to be upset either way. But, now is a good time to look and say, "Hey, before we really prolong the inevitable, there's some cash in the bank which means that you guys can get paid to wind—" I mean, here's the kind of pragmatic: there's cash in the bank which allows you to do an orderly wind-down and get paid while you do it. And, there's no loose ends. It all gets cleaned up nicely. You don't feel like you're stuck dragging it out for another two or three months beyond its death, unpaid, where you can't move on, can't go do something else.
VINCENT: Yeah, I think that's a reasonable—
MOLLY: This is Vincent talking here.
VINCENT: I mean and I've said that as well. The alternative here is that we nicely shut down and everyone gets severances and we move on with our lives, right? I mean—
JASON: Yeah.
DAVID: Right. I mean, I'm glad you guys called me now and you guys are able to talk about this now rather than in 45 days because then there's not a lot left in the bank, the wind down becomes that much more painful, and you guys begin to resent the position you're in that much more because you can't move on, and you're stuck doing this for an extra, you know, whatever it takes. And you don't want to be in that position. So I think—and this is shooting from the hip which I said I didn't want to do, but if you guys feel you can't get it to where you need to be to fundraise, now is the time to make the decision. Not in thirty or forty five days.
LISA: So when your board member makes a strong case for winding down your struggling startup, what do you do? That's coming up after these words from our sponsors.
-ad break-
LISA: When we left off, Bento's board member had just given Jason and Vincent some stark advice. He'd basically said: this might be it. This might be the time to shut down the company. Our producer Molly Messick picks it up there.
MOLLY: The conversation with David Silverglide didn't end the way it sounded it would, with Bento closing. Jason just wasn't ready to make that decision. So he asked for other options, and David said, "Get your costs under control, stop losing money on every sale. See if you can increase revenue in the next few weeks."
JASON: So, menu changes every day. But today we've got a tikka masala, braised short ribs, sashimi...
MOLLY: It's three days later. Jason is in the Bento kitchen where a staff of ten is working on lunch orders. He and Vincent have a plan. And it has ramifications for a lot people who aren't named Jason or Vincent.
There's a tall woman with reddish hair wearing kitchen clogs and tossing kale leaves in a giant metal bowl. At the end of a long table, a sushi chef turns out rolls with a bamboo mat. The tall woman doesn't know yet that this is her last day at Bento.
JASON: That's part of what we're going to have to do today. Is start laying people off. Um—
MOLLY: So you're actually going to have those conversations this afternoon?
JASON: Yeah, yeah. So, after this I'll go talk with Vincent, now that lunch is almost out the door. And, yeah, we'll need to make some...make some hard decisions.
MOLLY: The layoffs are part of the plan to make Bento leaner and simpler. No more dinner service, no more on-demand delivery. Customers won't be able to open up the Bento app and get their bento right away. Instead, there will only be that order ahead option. Customers will have to use the app like a food scheduler—order by 10 a.m. to get a Bento at lunchtime. And finally, Bento will double down on catering partnerships. They'll try to work with more of those startups that pick up food from restaurants and deliver it to offices and corporate events.
Jason and Vincent lay off twelve people. They ask their two engineers to stop taking a salary for a couple of weeks. One engineer decides to leave. Jason cuts his own salary to zero. Vincent's already been taking nothing for a couple of weeks.
VINCENT: I don't think I ever thought things would be this sticky.
MOLLY: This is Vincent.
VINCENT: That we'd be, you know, laying off half the kitchen staff, taking no salaries and having to make all these tough decisions.
MOLLY: How comfortable or uncomfortable are you with this reality?
VINCENT: I—I think I was uncomfortable with it for a while. I don't know when or what changed or maybe it was a slow transition, but I think I've just gotten to the point where you realize: this is reality. And I could certainly throw in the towel and just kind of walk away. Or, you know, you could try to stick it out for the next one or two months and see if we can turn this around. I don't know whether that's—that's blind faith or whether that's wisdom. Whether that's grit. I haven't figured out the difference yet. Honestly, I'm not sure.
MOLLY: For the founders of a struggling startup, there's a range of futures to imagine. There's the rosy vision with a fleet of fuel efficient cars deployed all across the city, bearing Bento decals.
And then there's failure.
At moments like this, when it's not clear which future is in store, Vincent looks to other people's success stories.
JEFF BEZOS: ...led to starting Amazon.com was finding…
MOLLY: He likes to watch videos on YouTube of Elon Musk and Jeff Bezos talking about the early days. Musk flirting with bankruptcy. Bezos personally sending off Amazon orders.
JEFF BEZOS: ...I would drive these things to UPS and so we'd get the last one, and we'd wait till the last second...
MOLLY: Those guys take risks and push hard. But what if hard work and staying the course has very little to do with it? After all, plenty of people work long hours and rack up debt—and then they fail. In fact, it's the more likely scenario. There just aren't as many YouTube videos about it.
By the time Jason and Vincent launched Bento, there were already a lot of companies doing on-demand food delivery. Some were acting as middlemen between restaurants and customers. Others had their own kitchens. And investors were backing them. In the few months after Bento started, an on-demand food delivery company called Sprig raised forty-five million dollars. Another one, called Munchery, raised eighty-five million.
It's different now. There's a lot less venture capital going into startups than there was a year ago. Investors are more cautious. They're not just looking for companies that can grow quickly. They're looking for companies that can show them, "here's how we're going to make money."
And companies doing on-demand are getting special scrutiny. In March, right after Jason and Vincent did their layoffs, one of the better-known food delivery startups in San Francisco went out of business. A headline read, "SpoonRocket Shuts Down Amongst On-Demand Apocalypse."
Behind pronouncements like that are real experiences and people like Sharon, Jason's wife.
SHARON: That was in Angkor Wat in Cambodia. That was in Vietnam. We took a motorbike and got very, very lost.
MOLLY: I'm at Sharon and Jason's apartment in Oakland, where there's a wall covered in pictures from trips they took before they got married.
They grew up in the same city—Folsom, California—but they didn't start dating until after college. When Jason suggested they quit their jobs and travel, Sharon was game. She's Korean American, and for a long time she'd wanted to teach in South Korea. So they spent a year on the move, and then they settled in Seoul.
Even at that point, Jason knew he wanted to have his own company. So it's been a big deal to see him get Bento off the ground.
SHARON: I don't know, it just—it makes me so proud.
MOLLY: Sharon thinks back to a year ago, when Jason was first pitching the company.
SHARON : When he launched Bento on stage at the LAUNCH festival last year. I was like—ugly crying. Like, I was just so proud of him. I'm probably gonna start crying now.
[long pause]
SHARON: I don't want my voice to be all shaky…I'm like waiting. It was just— I know how hard he worked. And when he was on stage I was just so proud of him. I came up to him and I started crying and I was like—I'm so proud of you. And this was, like, before he even sold a bento. I was just so excited. I can't believe I'm that person, like, crying on a...on a thing right now. This is really embarrassing.
MOLLY: Well, it's this person you feel so close to, care so much about, who you know works so hard and wants nothing more than to have his own business and it's—and it's there within reach.
SHARON: Yeah. And he did a really good job presenting, too. So I was like—oh good job! Because he had been rehearsing with me for weeks. So I knew exactly what he was going to say, but then I saw him and I was just, like, bawling.
MOLLY: To you, like, what did it represent for him?
SHARON: It just represented his, like, his induction into this startup world. Rather than thousands of people who have an idea, they want to do something about it, they don't get to this point, I feel like. And he had gotten to that point where it was a real thing. And he was launching it on this huge, you know, stage with all these people watching who were—could potentially be customers and investors. And he was starting this company from our bedroom.
MOLLY: But Sharon also tell me that the ups and downs of having a founder husband are getting hard to take.
MOLLY: When you think about the idea of Bento closing, what comes into your head?
SHARON: Um, to be honest, a little bit of relief. A lot of sadness for Jason. Even though he's so logical about things that he wouldn't—he would be fine, um…
MOLLY: Tell me why you'd be relieved?
SHARON: I don't know, like, we're going to have, like, a steady income again? And we could possibly start saving to buy a house.
MOLLY: Do you think he knows that you'd feel a little bit relieved?
SHARON: Yes. I think if I told him, I don't think—I think he would laugh, but it wouldn't be a surprise. If he really thought about it.
MOLLY: Since Bento launched, Sharon has learned how hard Jason can work. How driven he is. And she loves that about him. She says it motivates her. But sometimes it also makes her lonely.
SHARON: Before Addi was born, our second baby was born, Jason was starting Bento. And when he started, he was doing all the dispatch, meaning he was working—he would probably come home at 11:30 p.m. every night. And he would leave work work anywhere from 6 a.m. to 7 a.m.So he was working like 15 hours a day. For months. And that was like the hardest… you know. And I only had one kid at the time, but I was pregnant at the time, also. And so—I think that's probably, if somebody asked me about my life with Jason as a founder, that would be my one thing that I remember the most, is just how hard it is with him working so much. And that time specifically when he was home, like, one hour a day in the morning.
MOLLY: It's Friday morning in the Bento kitchen, four days after the layoffs. Bob Marley's coming through on the speaker, and the back door is propped open to let in some cool air. There's the smell of ginger, jasmine rice. Bento's five remaining chefs and cooks pick up the pace as the ordering deadline gets closer.
JASON: Less than a minute. Twenty seconds.
MOLLY: Customers have until ten o'clock to place their lunch orders, and Jason steps out of his office to count down to the end of the ordering window.
JASON: Okay, it's final!
MOLLY: They've sold 37—better than they've done most days this week.
Overnight, Jason has run some new numbers based on the cuts they've made. To break even, the company needs to sell 2,000 bentos per week. Including catering, that means they have to more than quadruple their current business.
A few weeks later I call Vincent to find out how things are going.
MOLLY: Okay, so how are you?
VINCENT: I'm pretty good, can't complain.
MOLLY: He tells me that the first few weeks after the layoffs went really badly. Instead of improving, sales went down, and Jason and Vincent both got discouraged. Then a new catering partner brought them on, and suddenly the numbers turned around. They weren't selling anywhere close to the 2,000 bentos they needed to break even—but they were moving in the right direction.
And that put Jason and Vincent back into their familiar roles. Jason focusing on the positive trend. Vincent, very aware of their shrinking bank account. It was late March by this point. They had enough money left to last them another month. Maybe.
MOLLY: Do you think that you and Jason are on the same page right now about whether Bento will survive?
VINCENT: I mean I do worry about his...his level of optimism. I mean, I guess I'll put it this way: It's been—I don't want to say the whole year...maybe it has been. It's been a long time of kind of like—let's see what happens in the next two weeks, let's see what happens in the next two weeks, let's see what happens in the next two weeks. Over and over. Like let's just see how this plays out. And I don't want—yeah, I don't want him to play that out until the end? Like, I don't want people to come in on some random day and us to say, like, "Sorry we're out of money now, that's the end of it." Or to have us call people on a Saturday and say like, "Oh we've decided not to continue. Don't come to work on Monday." That's not how I want to end things.
MOLLY: Vincent has some news. He's decided to start looking for freelance work. Bento won't be able to pay him a salary anytime soon, and he can't work for free indefinitely... So he'll keep maintaining Bento's app, but he won't take on new projects. And he won't be in the office much anymore.
Jason's okay with Vincent's move. He understands it, even though he's making a different call. He and Sharon are living on their tax refund, and pretty soon they'll be using the money they've saved for a house downpayment. But with sales on the upswing at Bento, Jason can't see stopping now.
MOLLY: It sounds like you might run into the situation you've talked about a couple of times, which is, like—you at some point have to decide, how long can you keep going with no salary?
JASON: Yeah. That's a concern.
MOLLY: What's your thinking about that?
JASON: Try not to think about it too much. Umm. Yeah, I don't know. If—Vincent is able to, you know, find something on the side and doesn't need Bento to pay salary then I think there's a decent chance I can turn on a small salary for myself and then, we can kind of cruise along like that? But, yeah—I need to...part of my analysis will need to include that, for sure.
MOLLY: Jason tells me things have improved enough that he thinks he can raise more money. He's set a goal of 100 thousand dollars and his deadline in the last week in April.
I'm not sure if Jason would put it this way, but to me it seems like this is it. The last ditch effort. His final shot to turn things around at Bento.
JASON: Alright, uh, let's see it's Thursday. I sent out my begging for money emails Tuesday.
MOLLY: It's mid-April now. Jason's walking home from work. He's reached out to three of Bento's biggest investors.
JASON: I've received two responses. Both of them were no's. I guess I didn't expect this to be easy and it's—this isn't going to be easy. If all three had said yes it would have been easy, but I can't expect that.
MOLLY: By late April, he still hasn't closed the round. So he makes a desperate call to his landlord to see if he can put off paying next month's rent. She says yes.
Jason tells Vincent about what's happening, but at this point he's making the decisions on his own. Vincent's freelance work is keeping him busy. He hasn't been at Bento in weeks.
Jason and I check in again.
MOLLY : What is it about you that's made you stay?
JASON: I don't know I—I don't discount...sunk costs enough?
MOLLY: Explain that.
JASON: You're not—you're not supposed to factor in sunk costs into your decisions, right? So somebody who can—eliminate sunk costs from their decision may have said, "Yeah, then it doesn't make sense to continue." So, maybe I have a hard time getting rid of sunk cost.
MOLLY: But that's implying that you think you should've made a different decision by now.
JASON: Yeah, sure, yeah. If a year ago I had asked myself, "Where do I want to be in one year?" Like, let's say volume, revenue, whatever-wise. I would have probably written down some big numbers. And then said, "Okay, if we don't get to what number do you think we should quit?" And I guarantee you the number would've been higher than we currently are. But obviously I, you know, despite that, I still decided—yeah let's still keep going. Um...
MOLLY: Why is that?
JASON: I don't know, like, I think about the business that we've built, I think about the problems that we're solving, I think about the customers we have, and it feels like a business that should continue to exist. And, you know, I'm proud—proud of it.
MOLLY: Jason tells me the last few weeks have been the best ones he's had at the company—better than launch, better than raising more than a million dollars right out of the gate. Because he's built something that he believes can work.
The kitchen is really busy now. Just that morning, there was a big catering order for 230 bentos, and then a rush to meet the lunch deadline. Jason put on a hair net and helped with the kale salad.
He tells me that startups can be sort of like fantasy businesses. They spend a lot of money on growth—on getting customers or a big audience. But really the best thing to do is figure out how to build a real business, one where all the numbers make sense.
Bento is not at that point yet. Every week, the company still spends more than it earns. But now breaking even is just a matter of getting sales up. Another 600 bentos a week, and Jason thinks they'll be there.
A week and a half later, I get a message.
JASON: It's, uh, Wednesday, 3:15. As of 2:39 PM, our round is closed. Got the last 10K, pushed us over 100K. Yay!
MOLLY: It's Jason, letting me know that he's pulled it off. He's raised the money. Closed that hundred thousand dollar round.
JASON: Obviously happy. Excited to keep—to keep pushing on. Obviously nervous about other stuff, but that's, I guess I'll—hopefully I can sleep well tonight and start worrying about that stuff tomorrow.
MOLLY: There's money in the bank now, but there's a lot to worry about tomorrow and the next day and the next. There are salaries to pay, and bills and deferred rent. And beyond that, there's the bigger worry about whether all of this is worth it. How much longer should Jason keep pushing? Will Bento flounder again? Or maybe this will be the moment that Jason and his investors have been waiting for—the one that he'll look back on years from now, when Bento is a huge and memorable company,when he and Sharon have traded the Oakland apartment for an airy home in San Francisco, and when young startup founders scan for YouTube videos of him, talking about the early days.
LISA: Molly Messick is a producer for our show.
Coming up, we'll have scenes from the next episode of StartUp, after these words from our sponsors.
-ad break-
LISA: We'll be back in two weeks, on June 9th, when we'll hear from a founder whose getting ready to make one of the most important pitches of his life. The thing he's worrying about—his clothes.
MAN: Maybe I should have dressed up a little bit startup-y...right?
LISA: Why do you say that?
MAN: Cuz, like Blake is dressed with a hipster hat, and like, NDM beads...I don't know what the fuck he's wearing. I felt, like, competitor zone...looking, like, startup-y. I'm looking a bit corporate-y. My heart is beating fast.
LISA: This stage is a typical stop on a founder's path. But this founder's path has been anything but typical. That's coming up in two weeks.
So, I said at the top of the show that we'd have something special for Gimlet members. If you log in to the members section of our website, at GimletMedia.com, you'll see a special bonus episode featuring the co-founder of Reddit, Steve Huffman. I talked to him as I was reporting the Twitch story, and it was a super interesting conversation. I want to share bits of it with you. For those of you who aren't Gimlet members, you can join on our website, again, GimletMedia.com.
One more thing, we want to learn more about you, our listeners. And we would love it if you took our brief survey. Go to StartUpListener.club, that's C-L-U-B. For those of you that complete the survey, your name will be entered to win a free t-shirt.
Today's episode of StartUp was produced by Luke Malone. It was edited by Alex Blumberg, Peter Clowney, Kaitlin Roberts, Bruce Wallace and me.
Production assistance from Simone Polanen.
Mark Phillips wrote and performed our theme song. Build Buildings wrote and performed our special ad music.
Additional music by Matthew Boll, John Kimbrough, Tyler Strickland and the band Hot Moms Dot Gov.
Matthew Boll mixed the episode. We had extra help from Austin Thompson.
To subscribe to the podcast, go to iTunes, or check out the Gimlet Media website: GimletMedia.com. You can follow us on Twitter @podcaststartup. Thanks for listening.We'll see you in two weeks.
We do our best to make sure these transcripts are accurate. If you would like to quote from an episode of StartUp, please check the transcript with the corresponding audio.


text:
To support young adults as they live with, through, and beyond cancer. To be the connection to peers, bridge out of isolation, and source of inspiration. Any cancer, any stage, YACC's got your back.
Courtney had plans to return to work when she was diagnosed with a brain tumour earlier this year. Now, she has to navigate raising young kids while coping with cancer-related side-effects and regular check-ups on the part of her tumour that couldn't be removed.
Tune in across Canada on February 17!
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subset: commoncrawl


text:
Philippine Information Agency (PIA)
Tuguegarao City - The disaster risk reduction technical and provincial teams are conducting a five-day writeshop that from May 7 to May 11. This will aid the group in preparing a Disaster Risk Assessment (DRA) report. Earlier, the teams have conducted profiling, identifying and mapping disaster hazards and simulating various hazard events in the five provinces.
For the next stage, the provincial participants and other staff of the National Economic Development Authority (NEDA) were introduced to the assumptions, data, and methods in using the Vulnerability Index for the Sectoral Impact Assessment.
The Vulnerability Index Method is used to analyze the impact of hazards to the various sectors and critical elements identified from the first stage of the DRA report.
NEDA Officer-in-Charge Regional Director MaryAnne E.R. Darauay has informed the group that changes had been made in the approach of disaster assessment method as discussed during a workshop last April 16 to 20, at Pasig City where the provincial participants also attended.
She said that through the index method the vulnerability of various sectors and hazards will be assessed in a more qualitative approach.
The group will be discussing the rates and weights that will be used by the provinces in the said assessment and arrive at doable and effective strategies that shall mitigate the effects of the hazards.
The strategies must also illustrate the adaptive capacity of the affected sectors, properties and people to effectively lessen the damages of the disasters. At the end of the writeshop, the group shall also set their calendar of activities in further improving their outputs and mainstreaming the report in their respective Provincial Development and Physical Framework Plans.
The project "Mainstreaming DRR/Climate Change Adaptation in Local Development Planning and Decision-Making Processes" started last 2010.
The project aims to enhance local planning and decision-making by incorporating the importance of disaster risk reduction and climate change adaptation as these are ultimately considered as important factors in the local development. (TCB/AU-PIA 2)
Permalink: https://www.preventionweb.net/go/26670


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text:
All members in good standing are free to post here. Opinions expressed here are solely those of the posters, and have not been cleared with nor are they endorsed by The Miniatures Page.
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Back to the Conventions and Wargame Shows Message Board
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Back to the WWII Rules Message Board
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©1994-2018 Bill Armintrout
Comments or corrections?
The Fireball Forward rule book and 'Panzer Lehr at St-Lo' scenario book are now at the printers! They will be ready for Historicon and will be available in the dealer's hall. Both books will retail for 25$.
The rules contain 13 scenarios that include:
Paratroopers on D-Day, Normandy Mini-Campaign-Easy Company, Normandy, 1944-Pouppeville, Normandy, 1944-Tank Assault at La Fiere, Normandy, 1944-Choctaw Warrior, Normandy, 1944
Paratroopers on D-Day, Sicily mini-campaign-Devils in the Dark, Sicily, 1943-Road to Gela, Sicily, 1943-Taming the Tiger, Sicily, 1943
Other Scenarios:Bridegrooms of Death, (Spanish Blue Division) Russia, 1941The Bear, Guadalcanal, 1942Red Cavalry, Russia, 1941Road to Beaumont, France, 1940Guards Counterattack, Stalingrad, 1942St. Lambert, (Canadians) Falaise Gap, 1944
Fireball Forward is an innovative rules set for re-creating company-scale engagements in WWII using tabletop miniatures of any scale. The game is easily learned, fast-playing, and above all it emphasizes story elements of the battle so that the narrative which emerges has a natural feel of a historical written account. Attention is focused on active units, and the full story of each activation is followed until a natural break point is reached, similar to the end of a paragraph in a historical memoir. The game turn has no !re phase, rally phase, etc., but instead, active units may !re, move, rout & rally in any order as needed to develop their plan. Non-active units play an important role at all times, looking for opportunities to derail the active plan. Fireball Forward is playable on a kitchen table in one evening, and it's designed to challenge players with realistic tactical choices, resulting in a satisfying game for everyone. Flames of War, Command Decision, Battlefront and many other miniatures and basing can be used for Fireball Forward. Learn the game as you go with these programmed rules.
I can't wait to get my copy! Of course, I illustrated both books and did their covers so I am completely biased. 8)=
For that price I will have to pick up a copy.
Of the games I played the only rule I didn't like was all infantry in a building being a target, has that been tweaked at all since Fall In? (might even have been last Historicon).
Just to be clear – I really like the rules and intend to buy them, I will just do a house rule in the case above though.
Dynaman8789 – You should feel free to play Fireball with any house rules that you feel appropriate. I am confident it will not break the game or scenarios.
Writing rules is a very subjective endeavor
.everyone has their own idea of how things should 'feel' in a rules set. The basics of Fireball are solid
.adding your own spin on it will make them tailored to your group.
Are these available in PDF, and do you know when printed copies will be available in the UK?
These will not be available as PDF but we are working on creating eBooks of them. But those will not be available for a few months. I will see about printed copies in the UK. You will be able to order them from Brigade Games.
I'm with Nazrat. Great set of rules. The scenarios are solid and usually go down to the last turn. Full disclosure: I'm a member of the development team for these rules.
Excellent news well done and it will be great to get my paws on a set and the scenario book. I have really enjoyed playing the rules at H Con the last two years
Kudos to Mark and the gang on finally going to press. I am biased as well as I helped play test this rule set. There is a lot to like here and te games are fast and have the right feel.
I have looked over the play test kit and it looks good. Am looking forward to getting in a Demo game or two at Historicon.
One of the demo games we will be offering is the scenario from the playtest kit, 'Easy Company.'
The other demo is an all-armor tank battle in africa.
There are also about 14 non-demo Fireball games being run during the con.
I recently started a canvass page on BGG about Fireball Forward.link
We ship to the UK all the time. Pick the book rate on checkout. Both books can be shipped in the same envelope for $15 USD by Priority Mail.
Brigade Games,
I ordered them about a week ago. For us that wont be attending Historicon, when do you expect to ship the rules out to us?
Thank you.
I'm possibly arranging a friend from the BGG forums to pick up from Brigade booth 9AM Saturday morning and rush down the street half-a-mile to the FedEx office and send me a copy plus supplement before the priority pickups at 10:30.
Yes, that's how desperate I am for a copy. :-)
Great Davey did you receive them yet. I emailed Brigade, but havent heard back as to when they'll ship. but i did read on their site that they were filling orders as best they could as they were out of town for Historicon.
Actually, we mailed most of the FBF and St Lo books today. The few remaining will go tomorrow except for a few of the orders from the last two days. Those will go Thursday as I am awaiting a parcel to arrive with restock of the core rules.
We did get home in NJ around 11pm Sunday night. My boys unloaded most of the stock from the trailer and the trucks yesterday and were completing that today along with doing inventory.
We pulled most of the orders when we were at the convention except for the items that needed to be cast because we sold through when at Historicon. Those requiring casting should be done by Friday and shipped.
Thanks to all for your patience.
No problem brigade, ive ordered from you many times and have never been disappointed. Glad you are a true supporter of the hobby and your showing at Historicon is proof of that as well as your business etiquette. Not minding the wait. The nerves are my problem ;0)
Got my your order has shipped notice last night
rules arrive in mail today. They are wonderful!!!!!! Thanks Brigade for the quick shipping and Thanks To the designers of the rules.
Thanks Mooseheadd
All – Fireball Forward restock has arrived and all FBF orders have shipped. We now have more copies available for sale.
Sorry - only verified members can post on the forums.


text:
Ask a Law Question, Get an Answer ASAP!
Hello my name is ***** ***** I will help you.
Could you please explain your siaution a little more?
Ok. Did you list a Spec of what the project would have and what it would not have?
Ok. They have requested extras or different spec?
Did you ever say those extras would be additional charge?


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This is tuna:
This is also tuna:
© Greenpeace/Alex Hofford
The current webbie on the Esperanza, Richella, has been writing about tuna today. Funny this, as I'd been thinking about tuna myself the last few days (yes, I think about fish a little too much, but probably not as much as certain people I know in the UK office).
In this modern world of fast food and supermarkets, we live far from our sources of food - both geographically and philosophically. When we sit down and eat a steak, we don't think of the animal that it came from, because we never laid eyes on the poor dumb beast.
Likewise, if I'm with friends and the conversation turns to food, then fish, there's a "Hush! Don't mention fish in front of Dave, he's against us eating them". Well, it's not true - I love eating fish - that's why I'm so concerned about the state of the world's fisheries. I explain this to my companions, and detail what's relatively 'safe' to eat, and what's not.
Later in the evening, someone will sidle up to me; "Dave... it's ok to eat tuna isn't it. I mean, it's not like it's really fish, is it?"
I stare at them flatly. "Does milk come from cartons in supermarkets, or cows?".
This is what decades of sucessful marketing has brought us - a complete disconnect between the notion of that delectable soft flesh in a can, and the muscular, fast moving fish of the open ocean. You can blame Richella - she used to work in Marketing:
"I've even worked on a tuna campaign before, at an Ad agency, though the focus was rather different. Our client sold fish, just three types of it and wanted to sell much more. The most seductive footage we had was of a majestic tuna being caught on a hook and line. Our job was to convince consumers that the freedom and vitality of the fish could be transferred to them via a can of precooked, pre-flavoured tuna meat." More on Ocean Defenders »
Also today, an article appeared in >today's Independent and on Common Dreams titled Dolphin-Friendly Tuna? Don't Believe It
It makes for shocking reading - even after a couple of years of thinking about fish all the time, I'm still completely unnerved by the states of the world's fishstocks, and how we 'harvest' the fish. Some key quotes from the intro to the article - which you really should read all of:
Where would we be without a tin of tuna? In many kitchen cupboards the ever-ready tuna chunks have become the 21st century's answer to baked beans: quick, tasty, brimming with fatty acids and other healthy things. Sainsbury's alone sells 665,000 tins a week. What is more, this bottomless thirst for tuna fish is shared by most of the world. Between us we ate roughly four million tons of tuna last year.
On many cans you will spot a "dolphin friendly" logo... [creating]... the legend that tuna is a "green" food, healthy for us, healthy for the environment. Hence that happy dolphin. Don't believe a word of it.
Read the rest of the article »
What fish is ok to eat? »
What fish should I avoid? »
How sustainable is your seafood?
Ocean Defenders: Mediterranean tuna expedition »
Ocean Defenders: Pacific tuna expedition » (happening right now!)
"Imagine what people would say if a band of hunters strung a mile of net between two immense all-terrain vehicles and dragged it at speed across the plains of Africa…". From The End of the Line by Charles Clover »
Our place in the world »
Dolphin-Friendly Tuna? Don't Believe It »
Video: what happens after the tuna has been caught.
Ocean Defenders: From sea to shelf
We don't harvest fish, we mine it. Right now the worlds fisheries are run as an extractive industry. If we really farmed fish we'd be a lot better off...
We don't harvest fish, we mine it. Right now the worlds fisheries are run as an extractive industry. If we really farmed fish we'd be a lot better off...
13 October, 2006 at 21:26
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Fish farming, however, brings its own problems - like Tuna ranching »
Fish farming, however, brings its own problems - like Tuna ranching »
13 October, 2006 at 21:35
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Fish farming, however, brings its own problems - like Tuna ranching »
13 October, 2006 at 21:35
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what the hell is that thing that appears to be pumped out of the tuna's mouth in the video?
14 October, 2006 at 13:07
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They're blowing its guts out its mouth. I think that's the swim bladder you're looking at.
16 October, 2006 at 15:26
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News in today. Japan agrees to halve its blue fin tuna quota after admitting that overfishing is threatening stocks.
Read more here
16 October, 2006 at 16:52
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Well that is some good news for sure :-)
18 October, 2006 at 4:09
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text:
Mumbai doctors concerned about the emergence of Sickle Cell Disease
Doctors treating a teenage patient say SCD cases, though rare, have been recorded at most civic hospitals. The genetically transmitted disease is more common in some central Indian states
A relatively unknown, dangerous genetic blood disorder that can be fatal if undiagnosed, may have silently crept into Mumbai. Raja Yadav, an 18-year-old boy who is battling the debilitating disease known as sickle cell anemia may not be the only one in the city with the disease, though as of now he is one of the very few to be diagnosed with it.
Brothers Ajay and Raja Yadav who were reunited recently
The teenager was recently reunited with his younger brother following a report in mid-day (Sion hospital becomes home for orphan with blood disorder, mid-day April 7). But doctors now say, since this blood disorder is hereditary in nature, even his brother Ashok will have to go through a battery of tests to ensure he is not afflicted with the same disease.
Medical experts say most Sickle Cell Disease (SCD) patients hail from central Indian states. "The disease is not very common in Mumbai. Most patients we have come across, are migrants from Jharkhand and Bihar or are from Nagpur or the Amravati belt in Maharashtra," said Dr Harshad Argekar, associate professor at the orthopaedic department of Sion hospital.
"In Raja's case, since his hip bones were damaged at a tender age, we had to wait for his bones to fully develop before we could operate on him. We will now have to test his brother, Ashok, who is expected to come to the hospital soon," added Dr Argekar. He said the hospital gets around four to five SCD patients every three months.
Speaking to Sunday mid-day, Dr Sachin Bhonsle, consultant orthopaedic surgeon at Mulund's Fortis hospital, said, "There are two types of SCD, both of which are genetically transmitted. If both parents are carriers, they should be counselled before having children."
At the hospital, doctors treat nearly 30 SCD patients each year, some of whom require multiple joint replacements caused by avascular necrosis.
SCD is a genetic blood disorder where the shape of hemoglobin cells is 'sickle' shaped due to which its oxygen binding capacity decreases.
In severe cases where SCD is diagnosed late, patients tend to develop avascular necrosis, or cellular death of the bone components due to lack of blood supply.


text:
We'll see you at Humboldt Park to catch some of these amazing bands playing 2016 Chill on The Hill! 6/7 Opening Night THE MOSLEYS with Bay View High School Drum Line 6/14 FOREIGN GOODS with Collective Neurosis 6/21 MILWAUKEE SYMPHONY ORCHESTRA, Edo de Waart, Music Director, Yaniv Dinaur Conductor, presented by Habush… Read more »
Kneel to Neil
Happening this Saturday and now in its 8th year, Kneel to Neil has become a special yearly occurrence for Milwaukee fans of Neil Young, one that is perfectly housed in the friendly confines of Jim and Marty's Linneman's Riverwest Inn. Kneel to Neil lines up Milwaukee bands both fresh-faced and seasoned with each band selecting… Read more »


text:
interesting links
- interesting websites
- culture
- sports & leisure
- nature
- towns and villages
- weather forecast
- transport
- partners
Paintball, Futgolf, Football 3/5/7 etc. Only 200m from the campsite
Golf Pitch & Putt Gualta
Club pitch&at 15 km
Aqua Brava
Huge water park located in Roses, at 17 km.
Golf Peralada
Golf Club at 35 Km. & Put, putting green, approach area. At 35 Km.
Mare Nostrum
Boat trips to discover the most beautiful and typical of the Costa Brava: Cap de Creus, Cadaques, The Foradada, Medes Islands, etc.
FC Barelona
All the information about one of Europe's most important football clubs.
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Go into the deep with Dive paradis, diving school. Beginner courses and dive trips for all different levels. Don't hesitate any longer and discover the submarine world of the Costa Brava


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Martial Arts in Malaysia + Add to My Sports
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Calibration Nightmare
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Posts: 379
Calibration Nightmare
I had never had a display professionally calibrated previously, so I was eagerly looking forward to the calibration I had scheduled for my new Samsung HL67A750. In order to ensure a proper, professional calibration, I was careful to obtain the ISF-certified calibrators telephone number from the ISF website. He arrived with several expensive-looking cases of test equipment. I explained the sequence of keys required on the remote control to access the service menu. Once inside the service menu, the calibrator was completely stumped about what to do next. For some reason, the menu item grayscale was not an available menu option while in HDMI mode. After several frantic telephone calls to both Samsung and his trainer, a guy named Jamie who works at Sencore (the company which sold the test equipment), he still could not figure out what to do next, and so he informs me that the grayscale cannot be adjusted on this model while in HDMI mode. Though I knew that this didnt make any sense, I breathed a sigh of relief, realizing that someone tinkering around inside the service menu might cause some real damage. I later learned that the grayscale is adjusted from the submenu, WB (white balance). I also knew that gamma was supposed be between 2.2 and 2.5, though I didnt understand why the default setting was 3. (This is not the actual gamma, but rather a user selectable parameter, which is chosen to achieve a gamma of between 2.2 and 2.5, depending on preference and ambient lighting.)
Furthermore, this ISF-certified calibrator had no idea what either CCA or Blue mode were for. CCA is Samsungs color coordinate adjustment system, which automatically corrects primary and secondary colors to system specifications, and therefore must first temporarily be disabled before performing calibration of color and tint. I explained that using blue mode was much more accurate than using filters, and explained how bars are compared while in this mode. When we then turned on the blue mode and everything turned blue, he looked at me and asks, Where are the bars? So I explain that the blue mode only turns off the other colors, and that he still has to send the SMPTE test pattern to the display with his signal generator. He continued for a while really messing up all of my user settings. For example, he turned the contrast from 90 all the way down to 20. I explained to him, as politely as I could, that I had called him primarily for the grayscale calibration, since I didnt have a colorimeter; and that since all of the other adjustments I could do myself with my AVIA II disk, he was now free to leave. At this time, he demanded that I pay him $70 for the service call. He wasnt going to charge me the full amount, he said, since he didnt finish the calibration. I preferred to just give him the 70 bucks to get rid of him, than have an argument.
So, Kal, maybe next time, I should simply invest my money in a colorimeter and follow your online instructions.
Perhaps I should even contact Sencore for a refund of my $70? After all, they are the ones, in this case, responsible for providing training. Clearly they are much more interested in selling equipment than they are in maintaining professional standards in the industry. What do you think?
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Strangelings Masquerade Ball Fairy
Jasmine loves to paint the little fairies she sees and calls them Strangelings - for their cute large eyes and mischievous ways. Now these playful Strangelings are available in figurine form. Each adorable Valentine Masquerade is hand painted.
Dimensions: 4 H x 1 3/4 W x 3/4 D
Material: Resin
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About Mongo
Short Bio
Wess Mongo Jolley is a poet and poetry promoter living in Vermont. He is Founder and Executive Director of the Performance Poetry Preservation Project (http://poetrypreservation.org), and is most well known for hosting the IndieFeed Performance Poetry Channel podcast (http://performancepoetry.
Long Bio
Wess Mongo Jolley is a poet and poetry promoter, who spends his time moving between his home in rural Vermont, and his adopted city of Manhattan.
Mongo's first excursion into the internet poetry world began in the 1995, when he created the website ginzy.com as a tribute to the great poet Allen Ginsberg. The site quickly grew to become the most respected and comprehensive source about Ginsberg on the internet. At the time of Ginsberg's death in 1997, the site was selected by major media sources as the primary resource for information on the poet, and Mongo became key in organizing readings to celebrate Ginsberg's life, all across the country. Ginzy.com was closed in 2001, as Google and other search engines made the clearinghouse nature of the site unnecessary.
In 2006, Mongo founded the IndieFeed Performance Poetry Channel, which featured the best spoken word artists in the field today. In over ten years of podcasting IndieFeed featured more than 600 poets and 1,600 episodes, with a total download count of almost ten million episodes distributed. The show was consistently listed as one of the top three poetry podcasts in the iTunes music store, and the archive of the show can still be found at http://performancepoetry.
In 2010 Mongo, along with Cristin O'Keefe Aptowicz and Thomas Bouliane, founded the Performance Poetry Preservation Project (P4). This partnership between the poetry slam community and the academic world has ambitions to collect, preserve, protect, and provide access to the recorded history of the poetry slam movement. Incorporated as a private non-profit in 2011, the Project is in the process of securing funding and building relationships for a roll out in 2017. The P4 website can be found at http://poetrypreservation.org.
In another life, Mongo was a Certified Records Manager and an information management professional with over 35 years experience in the field. For 22 years he was the Records Manager at Dartmouth College in Hanover, New Hampshire, where he had also served as the Interim Manager of the Special Collections Library at the College. In these two roles, he indulged a keen interest and built extensive experience in both historical preservation issues, as well as information technology, data system design, and digital record keeping. Prior to his work at Dartmouth College, Mongo spent a half dozen years as a Crisis Counselor and Data Management Coordinator for the California Runaway Hotline in Sacramento, California.
Mongo's poetry has appeared or is forthcoming in Off The Coast, PANK, The New Verse News, Danse Macabre, The November 3rd Club, The Legendary, decomP, Dressing Room Poetry Journal, RFD, Warrior Poets, and in the Write Bloody Press book The Good Things About America. Audio versions of his poetry have been featured on the IndieFeed Performance Poetry Channel, and Cloudy Day Art. He has performed his work at many open mics across the country, including The Green Mill, The Bowery Poetry Club, The LouderArts Project, and the Nuyorican Poets Cafe.
In between all of these things, Mongo characterizes himself as a polyamorous queer faerie pagan poet bear, living happily on a ten acre mountain in very rural Vermont, along with his partner of more than 20 years and an extensive chosen family that he cherishes. His website can be found at http://wessmongojolley.com, and he can be reached at email@example.com.


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Critical and Creative Thinking in Religious Education
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Discussion in 'General Gallery' started by elsaspet, Dec 29, 2004.
Hi all. I really love the colors in this photo. Would like to hear what the experts say.
do you have a bigger(higher resolution) version of this picture that we can see?
Yes, but I think it's something like 8mg. I've been trying to resize things in my Paint Pro 7. I put up my own website so that I could load photos there without size restrictions, but have idea what's a good size.
When you resize for this forum, what size do you make your photos?
I'll try it again this evening when I am back to the machine this photo is stored on.
I usually make the photos 200k and 800 pixels large.... that seems to work good...
About your photo... I like the colors, although I think the dark trees are distracting around the right side of the pic.
Ah, I see. I'll try it that size.
Are you talking about the willow tree? I was trying for that theory of thirds thing. I guess it didn't work well.
Would it work better if I cropped it out or would it make it lopsided?
I'm not sure.... I think it may work if you can re-take the picture and move in front of that tree.... although if you can't re-take it for some reason I would just leave it instead of cropping it..... I do like the picture though...
Separate names with a comma.


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Senate and Assembly Democrats are pushing a bill that would prohibit drivers from lighting up with a child under the age of 14 in the car.
The bill would allow for $100 penalty to drivers stopped for suspicion of spoking with underage passengers. Other states have adopted a similar law, but the age limit is often 18.
The Assembly is expected to vote on the bill today or tomorrow. It's unclear if or when the Senate will do the same.


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Police are looking for the public's help in solving a pedestrian hit and run at the largest shopping mall in Newfoundland and Labrador.
The incident happened at the Avalon Mall parking lot around 6:10 p.m. on Jan. 16, the Royal Newfoundland Constabulary said.
A woman was hit by a black sedan when she was at a crosswalk near the Winners entrance of the mall.
The RNC said the vehicle was described as a Honda or a Toyota.
Police said the sedan's front hood likely sustained damage from the collision.
The RNC said people who may have seen the incident should call the force directly at 729-8000 or the anonymous Crime Stoppers service at 1-800-222-8477.


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Not all of the spells on this site are going to work. For instance, there is a Fantasy section in which none of the spells will work. And there are other spells here that aren't in the Fantasy section yet are still to be considered fantasy. If the spell sounds like it was taken from Harry Potter, D&D, or other fictional sources then it's a pretty good bet that it isn't going to work.
Other spells on here do work, but only if you understand how and why magic works and have taken the time to master the skills that permit one to use magic. And even with the most accomplished magic user spells will occasionally fizzle out for one reason or another. I think it's pretty safe to say that no spell works 100% of the time.


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My good pal and former Attack of the Show gadget producer Bruce Greene does a show at Machinima called Wrecknology, on which they review stuff and then destroy it. In this ep he gives you the low down on the 4s, and then we introduce its predecessor to liquid nitrogen.
Do not try this at home. Or work. Or wherever you might have your liquid nitrogen supply and some free time.


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In a story so fantastical, it has to be true (because we seriously can not make this stuff up) Pancho Villa's great nephew Gen. Carlos Bibiano Villa Castillo has become the top cop in the coastal Quintana Roo state of Mexico.
And apparently, much like his uncle, Gen. Villa is not easily intimidated. Before he began his job at his new post last month, the vicious Las Zetas cartel (known for being the most ruthless of all the Mexican narcotraffickers) sent him a clear message by leaving a dismembered body outside of the resort city of Cancum with a note that read, "This is a little gift for you. You're next, Villa."
"Damn good that they sent me a warning," Villa told The Associated Press. "If they are warning me, I'll be ready." Villa's approach is controversial, especially since he admitted that he sleeps with a rifle and a pistol he has affectionately nicknamed "mi negrita," and that he believes in a military style of policing that often subscribes to a "shoot first and ask questions later" mentality. Some critics have suggested that this attitude will only lead to increased violence in the area.
Villa's response? "I don't want advisers, I want people on the street," Villa says. "What I want is to 'go out and bust some heads.'"


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"The NFL Today" on CBS opened on a quiet, somber note Sunday, showing American flags flying at half staff in recognition of Friday's tragedy in Newtown, Conn.
Host James Brown and the four cast members then voiced various opinions for several moments about the impact of the 27 shooting deaths before getting involved in any football talk.
This was the series' way of attempting a broadcasting comeback.
Two weeks ago, the Sunday gabfest opened with jovial talk, a promotional plug and "humorous" comments about wardrobes, including "who has the best tie" dialogue between Bill Cowher and Shannon Sharpe.
Completely ignored for five minutes was any commentary about the shooting death of Chiefs linebacker Jovan Belcher, who killed himself after fatally shooting his girlfriend, Kasandra Perkins, the mother of their 3-month-old daughter.
Finally, Brown, in an almost throwaway style, said: "All right fellas, a little switch …"
I would have liked to have been a fly on the wall after the show when CBS Sports chairman Sean McManus talked with producers and talent.
It should be noted the pregame shows on Fox, ESPN and the NFL Network discussed the Kansas City tragedy Dec. 2 and also covered Friday's horrendous Newtown events Sunday.
Actually, Brown hit the comeback trail on the Dec. 9 hour with incisive interviews regarding the death of Cowboys player Jerry Brown, who died in an accident in a car driven by teammate Josh Brent.
CBS Sports, perhaps still working to regain a more positive image for "The NFL Today," had its first team (Jim Nantz and Phil Simms) in Dallas on Sunday for the Cowboys-Steelers overtime battle.
Nantz contributed a report on the show, outlining how the death has affected the Cowboys — on and off the field.
Sunday's NFL coverage on all channels regularly features commercials for violent movies and pay-for-view features, which are awash with lots of blood provided by hulking figures using a variety of clubs and automatic weapons.
Was I the only viewer who found them out of place?
Meanwhile, Broncos fans probably felt a different type of anxiety before the kickoff in Baltimore, where the Broncos had lost five straight to the Ravens.
That anxiety dissipated a bit near the end of the first half after Chris Harris intercepted a Joe Flacco pass and returned it a team-record 98 yards for a touchdown. That play also produced the TV scene of the game: a frustrated Flacco, his face in the turf, after his tackle failed to keep Harris out of the end zone.
Greg Gumbel and Dan Dierdorf turned in solid performances, although Dierdorf and an early on-screen graphic referred to Elvis Dumervil as Von Dumervil. Gumbel, shortly after, mentioned Dumervil on a tackle, emphasizing his first name is Elvis.
The flex game. The NFL will offer its first "Flex Schedule" change of the season Sunday.
Initially, NBC's Sunday night game was San Diego at the New York Jets, which now moves to CBS in an early time period. NBC gets the key game — San Francisco at Seattle, originally scheduled on Fox on Sunday afternoon.
Fox will air the New York Giants at Baltimore in that time period.
Ratings roulette. The Broncos had shared an important first-place honor with the Steelers since the start of the season.
Their Sunday night meeting Sept. 9 on NBC in Denver produced the largest national NFL audience of the season, 27.6 million viewers.
That was eclipsed on Thanksgiving when 28.7 million viewers watched the Redskins-Cowboys game in Dallas.
Quotable. "John Elway has to be considered as the NFL's executive of the year." — Dierdorf
TV spotlight: "One on One" with swim superstar
Altitude can't show viewers an ice sports star because of the NHL lockout. So the cable channel is offering a profile of an Olympic-winning water personality.
"One on One: Missy Franklin," premiering at 7 p.m. Monday, features Julie Browman's 30-minute interview, which touches on a variety of issues — Franklin's fame, life at Regis Jesuit High School and her decision to enroll at the University of California rather than turning pro.
The program, also features interviews with her parents and swimming coach Todd Schmitz.
Repeated at 11 p.m. Monday, "One on One" is on the Altitude schedule several times during the holidays.
Longtime Denver journalist Dusty Saunders writes about sports media each Monday in The Denver Post. Contact him at firstname.lastname@example.com


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It's always been the GP rule that a skater/couple must be replaced if the withdrawal occurs 14 days or more before the start of the competition. After that, the host federation is not required to, but may be able to make a replacement up to a week before the competition. Once you get into that one week area, it's just too late.
Also, it is the choice of the HOST FEDERATION to choose a replacement. The host can choose one of five skaters from a replacement list, based on the 2011-2012 rank on the Seasons Best list. There is no obligation to choose a specific skater, be it Misha Ge or Kaetlyn Osmond.


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At times, their knowledge or dedication to these topics surpassed ours.
Do yourselves a favor and visit Chichen Itza.
Originally posted by MissingRonnieR
Yep I am going to ignore every legitimate scientist, and astrophysicist and put my faith is a bunch of stone carving, blood drinking, sacrifice your daughter to the Puma God, mud hut dwellers. Some of you guys need your heads examined.
Originally posted by Raivan31
The facts are that this ancient people had amazing astronomical information and they could predict (at the very least) the movements of the night sky better then modern astronomers.
Originally posted by SpaceCowboy78
So when is the release date of the documentary? Any news?


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"Creating a success that is different to society's version of success, is a success in itself"
Showcasing my multifaceted work in writing and publishing, web strategy and design, photography and digital media, and my biggest passion of all, snowboarding!
Editorial & Pubishing
From freelance article writing to publishing an award-winning guide book, this is my editorial and publishing work history.
Photo & Video
Focused around 360 degree panoramic photography and specialist time lapse creation, my work behind the lens is specific yet can also be diverse.
More than 25 seasons of experience from around the World as an Instructor, Guide, Competitive Coach / Judge, and Instructor Trainer / Examiner.
Web Design & Strategy
User-focused web services, from the design of simple and effective websites to the creation of social media strategies.
a brief bio
Snowboard Coach and Trainer | Photographer and 360 Media Specialist | Writer and Web Professional | NZSIA Board Member | Traveller and Lover of the Outdoors
Based in Wanaka, New Zealand, I have irons in many different fires. My horizon is constantly morphing and new projects capture my inspiration on a regular basis.
My professional life blends the snowsports, digital media and publishing industries together. I am continually balancing my time between coaching on snow, experimenting behind the lens, publishing my written work in both web and print, and creating web sites.
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We stayed in the hotel for few days for combined business (me) and leisure (rest of the family). Family room is good choice, with bunk beds that are fun for kids and all the needed practical stuff. Hotel is clean and service is great, there's...More
"Avoid the ground floor due to tram noise but not sure about higher floors."


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Sears Canada Announces New Appointment to Board of Directors
May 22, 2012, 07:00 ET from Sears Canada Inc.
TORONTO, May 22, 2012 /CNW/ - Sears Canada Inc. (TSX: SCC) announced today the appointment of Don Ross to its Board of Directors, effective immediately. Mr. Ross is a partner at a prominent law firm in Toronto and is a member of the Law Society of Upper Canada, the New York State Bar Association, and the Canadian, American and International Bar Associations.
Sears Canada also announced today the resignation from the Board of Deidra Merriwether, Senior Vice President and President - Retail Services of Sears Holdings Corporation.
"The Board of Directors of Sears Canada is pleased to have attracted Mr. Ross to our Board," said William C. Crowley, Chairman of the Board, Sears Canada Inc. "Mr. Ross brings extensive experience in both domestic and cross-border commercial matters as well as in corporate governance, and the Board welcomes such an esteemed lawyer, educator and author."
"The Board would like to express its gratitude to Deidra Merriwether, who served diligently on our Board since 2007," added Mr. Crowley. "We thank Ms. Merriwether for her loyalty, hard work and business sense that she brought to Sears Canada. Ms. Merriwether's several years of experience in the retail industry and deep understanding of the workings of the retail business has been greatly appreciated by the Board."
Sears Canada is a multi-channel retailer with a network that includes 196 corporate stores, 278 hometown dealer stores, 29 home service showrooms, 1,500 catalogue and online merchandise pick-up locations, 105 Sears Travel offices and a nationwide home maintenance, repair, and installation network. The Company also publishes Canada's most extensive general merchandise catalogue and offers shopping online at www.sears.ca.
SOURCE Sears Canada Inc.


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Cashel Arts Festival - Playing With Fire
The tenth Cashel Arts Festival got off to a flaming start on the Plaza at 6.30pm on November 9th. "Cats and dogs are not our friends, it's just a game that we pretend". Thus ran the lyrics for Realta's opening fire dance routine, and considering the day that had been in it, we were all lucky that it wasn't in fact raining cats and dogs.
Not to be put off by minor considerations such as the cold, this scantily clad duo came from Galway to kindle the festival spirit. Unfortunately, the ground was wet and so the promised stilt action couldn't happen. A large crowd attended and all were thrilled with the display that brought life and fun to the centre of Cashel that evening.
Saturday morning and most of the day in Cashel was busy with workshops in all available venues. The science, puppet making and solo singing events proved to be great success. Saturday night in the Brian Boru was the place to be to see Garr Cleary preform his own songs from his just released E.P. Garr enjoyed his experience in Cashel and rounded off his night by playing to the volunteers who worked tirelessly on the unique 24 hour sculpture on the Plaza. For all who were very lucky to see and experience this amazing piece of art depicting 'the Cow' were blown away by its size and illuminating features
A big thank you to all the volunteers that turned out in a cold and wet weather and worked through the night to create the 'Holy Cow' and for Liam Maher plant hire who generously donated one of his tower lights to cast some light on the situation.
The Arts Festival annual food and Craft fair on Sunday at the Cashel Palace Hotel was buzzing with excitement when all who attended were entertained by the Brass Band Coel na leanai, Anne Whelans School of Irish Dance, Vocalize, a new and fantastic band (who are still working on a name) and Dara's Magic. Children enjoyed Jelly Bean Jullies story and puppet shows, while other decorated gingerbread men. Wood turning and basket making demonstrations were some of the craft attractions on the day. There are still events that you can attend and enjoy at this, our 10th year of the Cashel Festival, until Sunday the 18th. A drama workshop based on 'A play in a Day'led' by Shane Dempsey of Stagecraft, Clonmel and Fragments, London, can be booked through the Heritage centre on 062-62511. Life Drawing workshop, Kilinure Castle, is the setting for this 2 day workshop led by Sahoko Blake. Book your place Heritage Centre 062-62511. Places for the Graphology workshop based on hand writing analysis can be booked through Heritage 062-62511. The Dinner theatre on Friday 16th at Cafe Teressa is a thoroughly great treat for all. A night of thrills and comedy based on excerpts from the works of Edger Alan Poe, live music and song will also be part of the performance. Tickets can be obtained on line www.cashelartsfest.com, Heritage Centre 062-62511 or at Cafe Terasse, Cashel Shopping.
The 'Voices' Concert on the Sunday 18th Nov in St John the Baptist Cathedral, Johns St., Cashel at 3pm is an afternoon of poetry, song and the Debut of the Cashel Arts Festival Choir. Book at the Heritage centre 062 62511 or on the door.


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Hi there
I'm looking to have truncated posts show up on my home page (just a paragraph or two), so that readers click the post heading on the home page to go to the full post. I'd prefer the home page to show a list of posts that the reader can then click through to. I can't seem to find a setting for this, can someone help?
The blog I need help with is dancingonhotcoals.wordpress.com.


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Brenda DeJonge
Director of KidsHope USA
Brenda helps members of VictoryPoint get the training and motivation they need to mentor students at Great Lakes Elementary School so they can make a difference in a child's life. Read More
Pam Dreyer
Lead Administrative Assistant
Pam supports the staff and others at VP assisting daily office needs and managing VP's general administrative activities so they don't have to. Email firstname.lastname@example.com Inspiration "Do all the good Read More
Karin Greenwood
Financial Administrator
Karin helps the staff at VictoryPoint by keeping our finances in order so our ministries can continue to grow. Email email@example.com Inspiration "It's not that you can't do it, it's Read More
Brendan McClenahan
Pastor in Residence
Brendan helps develop members of VictoryPoint as disciples through worship, spiritual formation, and mission so they can grow and flourish in the kingdom of God everyday. Email email@example.com Inspiration Wendell Berry, Read More
Laurie Nanninga
Director of KidZone
Laurie helps Kids of Kid Zone, volunteers, and Kid Zone leaders learn to be like Jesus. Email firstname.lastname@example.com Inspiration "Let your faith be bigger than your fear." The best food Read More
John Roelofs
Facilities Manager
John helps maintain our facility so that our community can gather together for worship every week Email email@example.com The best food in the world is Mexican Food! Like this:Like Loading...
Pete Schuett
Director of Student Ministries
Pete helps middle and high school students encounter God so they can grow to look more like Jesus. Email firstname.lastname@example.com Inspiration "We can be in our day what the heroes Read More
Matt Yount
Lead Pastor
Matt helps VictoryPoint keep the vision and mission central in all that we do so that we continue to experience and reveal the Kingdom of God in our families, our Read More
Earl Tieman
Managing Pastor
Earl helps keep things running smoothly behind the scenes so the staff and volunteers at VictoryPoint can continue to grow and develop. Email firstname.lastname@example.com The best food in the world Read More
Art Van Wyhe
Community Outreach Pastor
Art helps the least, the lost and the lonely respond to God's call and make changes in their lives so that they experience the blessings of becoming more and more Read More


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Re: Murray Donnahoo SC connection
In reply to:
Re: Murray Donnahoo SC connection
Joseph, I think we have a match.
1850 Greenville..............1860 Polk
Murray.......9..................May - 19
I have not seen the 1860 census original.
Could the May, listed as a 19 yr old female, actually be Murray, 19 yr old male.
Spelling and handwriting in census records are often very hard to decipher.
I have suspected that Murray had a brother named Edward.
See the 1900 census record and comments below.
Murray Donnahoo was my ggGrandfather.
George Donnahoo was my gGrandfather.
Stewart Donnahoo was my Grandfather.
Louvera Donnahoo Parris is my mother
I am John R. Parris.
Most of The following information was given to me by Esther Jolley, daughter of Maggie Donnahoo and J.W. Lee.
I have a copy of a photograph taken at the home of Angeline Johnson Donnahoo.
The date is ca. 1915.
There are about 60 people in the photo, including my gGrandfather, George and my Grandfather, Stewart.
Also, known in the photo are Rowland Donnahoo, Jerry Lee, Annie Burton, Martha D. Smith, Maggie D. Lee
Alice D. Burton, Carrie D. Louis, holding a baby named Eunice, and Boyce Smith.
Murray Donnahoo (1840/1844-2/13/1898); m. Angeline Johnson (9/20/1844-2/?/1926;dau. of Rueben Johnson)
....Martha Donnahoo b. Aug 16,1868 marr.Miller Smith Aug.27,1897
....John Donnahoo b. Aug. 23, 1870 marr. Mary Hightower (b. Aug. 1873) on Aug. 19, 1894
....Allice Donnahoo b. July 29, 1872 marr. Luther Burton Jun 23, 1895
....Candis Donnahoo b. Oct 13, 1874 d. Nov. 16, 1895
....Carrie Donnahoo b. Aug 13, 1877 marr. Ed Louis Jan. 13, 1900
....Charles Donnahoo b. Aug. 11, 1881 marr. Gatha Pope Mar. 4, 1900
....George Donnahoo b. July 3, 1884 marr. Belle Kimbrell Mar 1, 1903
........Stewart Donnahoo b. 1900-1910 marr. Annie Elizabeth Crow b. 1910
............Robert George Donnahoo
............Ralph Donnahoo
............Dupre Donnahoo
............Louvera Donnahoo Parris b. 1929
................John R. Parris (me) b. 1952
............Jerry Donnahoo
........Dewey Donnahoo
....Maggie Donnahoo b. Oct 20, 1889 marr. J.W. Lee Oct 20, 1907
The 2 Donnahoo families below are from 1900 census records from around the same geographic location.
While I have no information to link these, they are possibly brothers to Murray.
Rowland, the son of Edward, listed below, could possibly be the Rowland in the photograph on Angeline's birthday.
He appears to be about the right age in the photo.
An Edward Donnahoo appears in the 1860 Polk Co. Census
with what may be Murray's family.
Edward D. Donnahoo b. Dec. 1850 marr. Sarah A. b. Feb. 1849
Rowland b. Aug 1879
Minnie b. Mar. 1882
Martha b. Jun 1884
Georgia F. b. Apr. 1887
John Donnahoo b. Aug. 1839 marr. Mary b. May 1845