A Game of Thrones Chapter Sixty-three

Catelyn The forested areas were brimming with murmurs. Twilight winked on the tumbling waters of the stream underneath as it wound its rough path along the floor of the valley. Underneath the trees, warhorses whickered delicately and pawed at the damp, verdant ground, while men made anxious jokes in quieted voices. Occasionally, she heard the chink of lances, the black out metallic crawl of networking mail, however even those sounds were muted. â€Å"It ought not be long now, my lady,† Hallis Mollen said. He had requested the respect of ensuring her in the fight to come; it was his right, as Winterfell's commander of gatekeepers, and Robb had not rejected it to him. She had thirty men around her, charged to keep her safe and see her securely home to Winterfell if the battling conflicted with them. Robb had needed fifty; Catelyn had demanded that ten would be sufficient, that he would require each blade for the battle. They made their tranquility at thirty, neither content with it. â€Å"It will come when it comes,† Catelyn let him know. At the point when it came, she realized it would mean passing. Hal's demise maybe . . . or then again hers, or Robb's. Nobody was sheltered. No life was sure. Catelyn was substance to pause, to tune in to the murmurs in the forested areas and the black out music of the creek, to feel the warm wind in her hair. She was no more bizarre to pausing, all things considered. Her men had consistently made her pause. â€Å"Watch for me, little cat,† her dad would consistently advise her, when he headed out to court or reasonable or fight. Also, she would, standing calmly on the fortifications of Riverrun as the waters of the Red Fork and the Tumblestone streamed by. He didn't generally come when he said he would, and days would ofttimes go as Catelyn stood her vigil, peering out among crenels and through bolt circles until she got a brief look at Lord Hoster on his old earthy colored gelding, running along the rivershore toward the arrival. â€Å"Did you watch for me?† he'd ask when he twisted to bug her. â€Å"Did you, little cat?† Brandon Stark had offered her hold up also. â€Å"I will not be long, my lady,† he had promised. â€Å"We will be marry on my return.† Yet when the day came finally, it was his sibling Eddard who remained adjacent to her in the sept. Ned had waited hardly a fortnight with his new lady before he also had headed out to war with guarantees all the rage. At any rate he had left her with more than words; he had given her a child. Nine moons had come and gone, and Robb had been conceived in Riverrun while his dad despite everything warred in the south. She had delivered him in blood and torment, not knowing whether Ned could ever observe him. Her child. He had been so little . . . What's more, presently it was for Robb that she held up . . . for Robb, and for Jaime Lannister, the overlaid knight who men said had never figured out how to hold up by any stretch of the imagination. â€Å"The Kingslayer is fretful, and brisk to anger,† her uncle Brynden had told Robb. What's more, he had bet their lives and their best any expectation of triumph on reality of what he said. In the event that Robb was scared, he offered no hint of it. Catelyn watched her child as he moved among the men, contacting one on the shoulder, imparting a joke to another, helping a third to delicate a restless pony. His shield rung delicately when he moved. Just his head was uncovered. Catelyn watched a breeze mix his reddish hair, so like her own, and pondered when her child had become so enormous. Fifteen, and close as tall as she might have been. Let him develop taller, she asked the divine beings. Tell him sixteen, and twenty, and fifty. Let him develop as tall as his dad, and hold his own child in his arms. If it's not too much trouble it would be ideal if you please. As she watched him, this tall youngster with the new whiskers and the direwolf lurking at his heels, everything she could see was the angel they had laid at her bosom at Riverrun, such a long time ago. The night was warm, yet the idea of Riverrun was sufficient to make her shudder. Where right? she pondered. Could her uncle have been off-base? So much laid on reality of what he had let them know. Robb had given the Blackfish 300 picked men, and sent them ahead to screen his walk. â€Å"Jaime doesn't know,† Ser Brynden said when he rode back. â€Å"I'll stake my life on that. No winged creature has contacted him, my toxophilite have seen to that. We've seen a couple of his outriders, however those that saw us didn't live to recount it. He should have conveyed more. He doesn't know.† â€Å"How huge is his host?† her child inquired. â€Å"Twelve thousand foot, spread around the stronghold in three separate camps, with the waterways between,† her uncle stated, with the jagged grin she recalled so well. â€Å"There is no other method to attack Riverrun, yet still, that will be their demise. A few thousand horse.† â€Å"The Kingslayer has us three to one,† said Galbart Glover. ‘True enough,† Ser Brynden stated, â€Å"yet there is one thing Ser Jaime lacks.† â€Å"Yes?† Robb inquired. â€Å"Patience.† Their host was more prominent than it had been the point at which they left the Twins. Ruler Jason Mallister had brought his capacity out from Seagard to go along with them as they cleared around the headwaters of the Blue Fork and dashed south, and others had crawled forward also, fence knights and little rulers and masterless men-at-arms who had fled north when her sibling Edmure's military was broken underneath the dividers of Riverrun. They had driven their ponies as hard as they set out to arrive at this spot before Jaime Lannister had expression of their coming, and now the hour was close by. Catelyn watched her child mount up. Olyvar Frey held his pony for him, Lord Walder's child, two years more seasoned than Robb, and ten years more youthful and increasingly on edge. He lashed Robb's shield set up and gave up his rudder. At the point when he brought down it over the face she cherished so well, a tall youthful knight sat on his dark steed where her child had been. It was dim among the trees, where the moon didn't reach. When Robb turned his head to take a gander at her, she could see just dark inside his visor. â€Å"I must ride down the line, Mother,† he advised her. â€Å"Father says you should let the men see you before a battle.† ‘Go, then,† she said. â€Å"Let them see you.† ‘It will give them courage,† Robb said. Furthermore, who will give me fortitude? she pondered, yet she kept her quietness and made herself grin for him. Robb turned the enormous dim steed and strolled him gradually away from her, Gray Wind shadowing his means. Behind him his fight watch framed up. At the point when he'd constrained Catelyn to acknowledge her defenders, she had demanded that he be watched also, and the masters bannermen had concurred. A large number of their children had clamored for the respect of riding with the Young Wolf, as they had taken to calling him. Torrhen Karstark and his sibling Eddard were among his thirty, and Patrek Mallister, Smalljon Umber, Daryn Hornwood, Theon Greyjoy, no under five of Walder Frey's tremendous brood, alongside more seasoned men like Ser Wendel Manderly and Robin Flint. One of his buddies was even a lady: Dacey Mormont, Lady Maege's oldest little girl and beneficiary to Bear Island, a thin six-footer who had been given a morningstar at an age when most young ladies were g iven dolls. A portion of different rulers murmured about that, yet Catelyn would not tune in to their grievances. â€Å"This isn't about the respect of your houses,† she let them know. â€Å"This is tied in with keeping my child alive and whole.† Also, on the off chance that it ends up like that, she pondered, will thirty be sufficient? Will 6,000 be sufficient? A feathered creature called faintly out yonder, a high sharp trill that felt like a frigid hand on Catelyn's neck. Another fledgling replied; a third, a fourth. She realized their call alright, from her years at Winterfell. Snow shrikes. Once in a while you saw them in the profound of winter, when the godswood was white and still. They were northern flying creatures. They are coming, Catelyn thought. â€Å"They're coming, my lady,† Hal Mollen murmured. He was consistently a man for expressing the self-evident. â€Å"Gods be with us.† She gestured as the forested areas developed still around them. In the tranquil she could hear them, far away yet drawing nearer; the track of numerous ponies, the clatter of blades and lances and protective layer, the mumble of human voices, with here a chuckle, and there a revile. Ages appeared to travel every which way. The sounds became stronger. She heard more chuckling, a yelled order, sprinkling as they crossed and recrossed the little stream. A pony grunted. A man swore. And afterward finally she saw him . . . just for a moment, confined between the parts of the trees as she looked down at the valley floor, yet she realized it was him. Indeed, even a good ways off, Ser Jaime Lannister was undeniable. The evening glow had silvered his reinforcement and the gold of his hair, and turned his dark red shroud to dark. He was not wearing a rudder. He was there and he was gone once more, his shimmering protective layer clouded by the trees again. Others came behind him, long sections of them, knights and sworn blades and freeriders, seventy five percent of the Lannister horse. â€Å"He is no man for sitting in a tent while his craftsmen construct attack towers,† Ser Brynden had guaranteed. â€Å"He has braved with his knights threefold as of now, to pursue down marauders or tempest an obstinate holdfast.† Gesturing, Robb had contemplated the guide her uncle had drawn him. Ned had instructed him to understand maps. â€Å"Raid him here,† he stated, pointing. â€Å"A scarcely any hundred men, no more. Tully standards. At the point when he comes after you, we will be waiting†Ã¢â‚¬his finger moved an inch to the leftâ€â€ here.† Here was a quiet in the night, twilight and shadows, a thick rug of dead leaves underneath, thickly lush edges slanting delicately down to the streambed, the underbrush diminishing as the ground fell away. Here was her child on his steed, looking back at her one final time and lifting his blade in salute. Here was the call of Maege Mormont's warhorn, a long low shoot that moved down the valley from the east, to reveal to them that the remainder of Jaime's riders had entered the snare.

An Exploration of the Application of Environmental Ethical Thought to Animal Rights

Presentation nature is a basic component to every living life form, including creatures and individuals. It anyway requires appropriate consideration or taking care of as far as protection to guarantee maintainability which thusly makes it helpful for development just as thriving of all life forms that rely upon it.Advertising We will compose a custom article test on An Exploration of the Application of Environmental Ethical Thought to Animal Rights explicitly for you for just $16.05 $11/page Learn More Animal rights then again involves the observation that different creatures, aside from people, ought to be agreed the rights they merit with respect to their advantage and what is beneficial for them rather than simply seeing what premiums individuals to the detriment of animals’ languishing. It is an idea that has been confronted with a ton of contention with various individuals having changing perspectives. This bit of work sees basic entitlements and nature with much accentu ation being given to Polar Bear and the ecological issues that encompasses it for example a worldwide temperature alteration and human exercises like chasing and contamination. It likewise investigates the perspectives that individuals have towards nature including the qualities that add power to those mentalities. The effects of the mentalities and qualities in transit individuals treat the earth will likewise be featured. Polar Bear Polar bear is a notable creature. It is positioned as the biggest bear and the world’s biggest land meat eater and thus so much significance is connected to it, particularly with respect to the travel industry, because of its novel attributes. Its physical qualities are an adaption for chilly climate and for permitting simple development across ice, snow just as untamed water. They are likewise referred to for chasing as a method of getting food to continue themselves. Polar bears are conceived ashore however burn through the vast majority of th eir lifetime at the ocean. Like some other sort of creature, the polar bear is subject to nature for fundamental viewpoints like settlement and food and any type of interruption of the earth influences it adversely. Polar bears have been characterized among the powerless or imperiled species. As per Johnson (2006), roughly eight out of 19 polar bear regions are in the decay and thus at a danger of eradication. This has been connected to various elements and exercises with the main one being chasing. Therefore, different advances, laws, control measures and developments have been set down with an end goal to defend them and forestall odds of annihilation. The effect and extent of the natural issue There are different ecological issues related with the presence and improvement of the polar bear. They incorporate viewpoints like an Earth-wide temperature boost, deforestation looking for land for settlement and farming just as charcoal consuming, contamination and chasing among other ec ological issues.â Global warming has become an ecological issue as days pass by and individuals keep meddling with the regular setting of nature and its constituents.Advertising Looking for exposition on ecological examinations? How about we check whether we can support you! Get your first paper with 15% OFF Learn More It involves the expansion in temperatures in the air. It is generally filled by human exercises which in one manner or the other add to creation of ozone depleting substances in the air for example through deforestation and contamination which could be because of different discharges for instance from businesses and vehicles just as copying of petroleum products. An Earth-wide temperature boost is a factor of environmental change on the negative side. Unfriendly environmental change influences every living creature adversely by meddling with their development and maintainability as it influences viewpoints, for example, oxygen course in the climate just as in the oc eans and seas, the measure of precipitation got and impacts of radiation because of annihilation of the ozone layer. A dangerous atmospheric devation influences the presence of the polar bears through the impacts it has particularly on the seas and oceans, from which the polar bears get food, through chasing. Deforestation is additionally another natural issue that influences the polar bears. Being creatures that live ashore and backwoods to be explicit, the presence of timberlands and their constituents is a key issue that adds to their endurance. This is through helpful condition offered by the timberlands just as settlement. Much the same as individuals, polar bears are influenced by contamination and its belongings. Contamination could take different structures for example air contamination, water contamination, soil/land contamination just as commotion. The travel industry is another viewpoint that has influenced nature when all is said in done and the presence of the polar bea rs specifically. This is particularly where the travel industry exercises in a given locale surpass its ability limit for example as far as the guests who can visit a region at once. This prompts over misuse of the assets that are vital for maintainability of both the earth and the life forms contained in that. Chasing is in any case the significant issue that undermines the presence of the polar bear and builds their pace of decrease henceforth prompting their elimination. This is so in light of the fact that chasing has been completed in huge scope to a degree of raising neighborhood as well as worldwide concern and mediation (through controls and amounts) for rationing the species for what's to come. Chasing of the polar bear has for an extensive stretch of time been a key angle for the indigenous individuals in the Arctic district. This is on the grounds that they have considered polar bear as an extremely critical wellspring of noteworthy crude materials which incorporate thing s, for example, hide utilized for attire and footwear, meat, fat for lighting families just as for food, ligaments and other body parts, for example, the heart and gallbladder which are controlled through drying, powdering and legitimate capacity and utilized for therapeutic purposes among others.Advertising We will compose a custom paper test on An Exploration of the Application of Environmental Ethical Thought to Animal Rights explicitly for you for just $16.05 $11/page Learn More Any measure that is invested in an energy to either control chasing or keep away from it totally has hence been gotten adversely and with a ton of resistance. A genuine guide to outline the extent of chasing as an ecological issue that is related with the polar bear is to take a gander at its temperament in Canada and the United States of America. In Canada, it is assessed that around 500 polar bears get executed by the individuals living in the nation through chasing every year. This has been connecte d to the way that Canada has had permissive guidelines with respect to chasing, giving individuals a great deal of opportunity to do what they wish. All things considered, this is a disturbing number that requires a few moves to be made if the eventual fate of the polar bear species is to be kept at a supportable level for both the present time frame just as what's to come. In the United States of America, the circumstance isn't any better. Chasing has been related with decrease in the quantity of polar bears in this country. In the year 2008 for instance, polar bear was recognized as a defenseless animal groups, a viewpoint that prompted its consideration in the jeopardized species Act that administers all species that are regarded to be at a danger of annihilation. Following this Act, all exercises comparable to polar bears were restricted particularly importation of polar bear items, for example, trophies (Hemstock 1999). These models are sufficient proof that chasing is a danger towards the presence and thriving of polar bear in some random locale. This accordingly requires severe moves be made with respect to protection of nature through supporting for ecological well disposed tasks that guarantee that none of the gatherings in question, be it the human people, the creatures or even the biological system everywhere, experience the ill effects of the exercises that would some way or another be kept away from or did in a suitable way. The idea of the ecological issue Human creatures are the significant components that are related with both the positive and negative effects on the earth and henceforth the impacts on living beings that exist in the earth for example the polar bears. This is through the practices individuals are engaged with, regarding how they live, work and their general utilization designs. The expansion in populace development for example has had heaps of antagonistic impacts on the earth as it is connected with the infringement of the per ipheral territories as the quantity of individuals surpass the accessible land, it likewise prompts over utilization of common assets for instance the timberlands as wellsprings of fuel and over the long haul prompts contamination because of creation of waste items for example through charcoal burning.Advertising Searching for paper on natural examinations? How about we check whether we can support you! Get your first paper with 15% OFF Find out More The absence of reliance on agribusiness and move to different parts has likewise prompted rustic urban relocation which influences the earth antagonistically because of insufficient water and sanitation administrations, weakening of transport frameworks and deficiency of fitting lodging offices. Every one of these elements lead to contamination (air, soil and water) and land debasement. Human alterations to the earth have prompted loss of natural life like the polar bears, corrosive downpours, and the consumption of the ozone layer because of overabundance contamination and deforestation which pulverizes biodiversity. Industrialization and modernization in the Arctic have likewise been considered to effectsly affect the earth for example crumbling of the nature of air brought about by the discharges from businesses and plants just as vehicles. The losses from ventures additionally influence the nature of water in light of the fact that as a rule th

Caribian Crisis Essays - CubaUnited States Relations, Fidel Castro

Caribian Crisis Essays - CubaUnited States Relations, Fidel Castro Caribian Crisis Framework A. Presentation 1. Point 2. Point question - Give proof - Give instances of different thoughts 3. Theory B. Batista/Castro Government 1. Before Castros rule - traditionalist from the outset - turned socialist 2. USSR stayed partner with Castro C. U-2 Spy Plane Incident 1. Francis Gary Powers - USAs pardon - 1958 occurrence 2. Note to the US government - air space infringement - Cuba 90 miles off the expense of Florida 3. Dismissal of open skies proposition - Eisenhower left for the highest point gathering - no more U2 trips over the USSR 4. Forces attempted and sentenced for undercover work by the incomparable court of the USSR - Castro held onto all American-claimed properties - petroleum treatment facilities - sugar factories - electric utilities - USA furious D. Synopsis of The Inspector General's Survey of The Cuban Operation 1. Opportunity of Information Act to the National Security Archives - bunch that distributes declassified government archives - the porpoise of archive 2. A Program of Covert Action Against the Castro Regime - Cuban outcast association - purposeful publicity offense - surreptitious insight - paramilitary power E. The CIA's Plan of Invasion 1. The sound of Pigs - Cuban outcast association - purposeful publicity offense - surreptitious insight - paramilitary power 2. Spending plan affirmed - Political activity - purposeful publicity - paramilitary - insight assortment F. What Went Wrong In The Bay of Pigs Invasion 1. The real Plan 2. The Inspector Generals ends - The Central Intelligence Agency - disappointments with the task and organization G. What Actually Happened In The Bay of Pigs Invasion H. End The attack at the Bay of Pigs has brought up numerous issues and many intriguing things have come out of it. What individuals need to know is, the reason it occurred, for sure caused it, however the most significant inquiry that isn't usually posed is what was the principle influence of the attack? Some state that the influences are relatively few. Individuals accepted for some time that there was no chance that the US could experience the ill effects of the intrusion on Cuba, they weren't right. The primary influence was that Cuban chiefs dreaded another direct US intrusion, thus they permitted the USSR to put atomic rockets in Cuba, focused on the United States, this is known as the Cuban Missile Crisis. The Soviet Union advertised military guide to Cuba, and Cuba consented to let the Soviet Union send rockets and materials to assemble dispatch locales. In October 1962, the United States discovered that Cuba had atomic rockets set up that could be propelled toward American urban communities. President John F. Kennedy requested a maritime bar to end the further shipment of arms. He requested that the Soviet Union expel all rockets from the island and disassemble the remaining rocket bases. For a few days, the world remained near the very edge of atomic war. At long last, the Soviet Union expelled the weapons under dissent from Castro. The Soviet activity came after Kennedy secretly made a deal to avoid attacking Cuba. Kennedy additionally consented to expel U.S. atomic rockets from Turkey, which the Soviets viewed as a danger. All as a result of the attack on Cuba at the Bay of Pigs. Fulgencio Batista y Zaldvar turned into the despot of Cuba in 1952. The United States had been benevolent to Batista. Not long after, Fidel Castro, turned into the pioneer of an underground antigovernment gathering. In the wake of driving a few bombed uprisings, and being captured for driving those rebellions, Castro at long last lead an effective disobedience to Batista. In 1959, Castro turned into the Premier. From the outset, Castro was extremely moderate, however after he understood how much force he had picked up, he began manhandling it, being extremely threatening to both the Cuban individuals, and the United States. The United States, who had been very great to Cuba, yet the U.S. begun to blow up when, in 1960, Castro held onto American oil processing plants, sugar factories, and electric utilities. In the mid 60s, he additionally began to welcome socialism and shaped close binds with the USSR. In 1959, when Castro got chief, the Central Intelligence Agency, (CIA) begun arranging an intrusion close Guantnamo Bay, a US maritime base in Cuba, in the Bay of Pigs, in southern Cuba. The CIA set up a little sub-association with the sole reason of arranging the attack. In spite of the purposeful publicity, knowledge arranging, counter insight arranging, and paramilitary arranging, the mission despite everything fizzled. In February 1962, the Inspector General composed a report called The Inspector General's Survey of the Cuban Operation. This was esteemed top mystery until 1997. Inside it tells numerous purposes behind the disappointment. For what reason didn't the CIA think about these issues in front of time? Prior to Castro's rule over Cuba, a man named Fulgencio Batista y Zaldvar was the Premier from 1952 to

Network and Telecommunicating in HC

System and Telecommunicating in HC Emergency clinic clinical specialists depend on significant and solid clinical databases for the expert execution of their clinical pledge. The examination focuses on physicians’ trade of clinical research data with different doctors in the network. The examination focuses on both the disadvantages and expected advantages of information circulation frameworks. The medical clinic doctors can pick between dispersed information preparing and brought together information processing.Advertising We will compose a custom report test on Network and Telecommunicating in HC explicitly for you for just $16.05 $11/page Learn More Distributed information handling focuses. Under this procedure, various projects have their own databases. Every one of the emergency clinics will have their own different databases (Http://Ebookee.Org). The specialists in a single emergency clinic can't get to the databases from another medical clinic in the network. Emergency clinic A will have its own database programming. Thusly, Hospital B will have its own database programming. The various medical clinics have their own database programming frameworks. Each hospital’s programming doesn't have similar documents with different emergency clinics in the network. In a solitary processor PC, the focal handling unit (CPU) and its information/yield activities are isolated and covered (Ozsu, 2011, p. 2). Different instances of dispersed information handling incorporate online applications, electronic trade business over the web, media applications, just as clinical imaging. There are normal advantages from utilizing the dispersed information handling framework. One of the normal advantages of the framework is the usage of the separation and vanquish rule. One can more readily take care of a confounded issue by isolating the issue into portions. Every individual or gathering is doled out to illuminate one separate section of the issue simultaneously. Each group will contribute its own fr agment answers for the whole gathering. Under the circulated information handling framework, the time expected to tackle one issue is diminished to passable timeframes. Second, each hospital’s database can't be gotten to by unapproved people in another medical clinic. Since different emergency clinics can't get to the database of different medical clinics, the danger of programmers is diminished. Programmers can utilize programming that will recognize, erase, or sidestep the passwords of a given database. Third, the doctors or clinics can helpfully utilize the conveyed information handling framework for the planning of classified budgetary, clinical, and other important reports. The doctor or emergency clinic can utilize a similar preparing framework to process finance, stock, authoritative tasks and capacities. The system’s program is associated uniquely to one medical clinic framework. Another emergency clinic has its own information preparing framework (School Gradu ates to Distributed Data Prcoessing System, 1983, p. 42). There are a few downsides from actualizing the disseminated information handling framework. One emergency clinic can't get to the necessary database from different medical clinics. For instance, Hospital A can't get to the diabetes investigate database of emergency clinic B. a similar Hospital B can't get to the disease look into database of Hospital C. In a similar light, emergency clinic D can't recover the necessary AIDS/HIV database of Hospital A. Second, some unapproved people may utilize the hospital’s terminals to get to ordered clinical records.Advertising Looking for report on business correspondence? We should check whether we can support you! Get your first paper with 15% OFF Learn More With the coming of Wi-Fi innovation, a programmer can enter the hospital’s site and sign on to hospital’s confined clinical database. While inside the hospital’s database programming, the programmer can r ecover secret information, include unapproved information, alter private information, and erase a portion of the hospital’s classified and crucial clinic tolerant data. To determine the programmer danger, the safety efforts must be set up. The safety efforts diminish information robbery under the appropriated information preparing framework. Proposed change to brought together information handling model. Under this procedure, various projects can get to a similar database source. All the various projects can control information accumulated from just a single enormous focal database. The database is shared by all the projects, doctors, and emergency clinics. Remote work stations can get to a similar database and create comparative reports (Hall, 2012, p. 424). There are normal advantages from actualizing the brought together information preparing framework. In the first place, the utilization of lesser number of PC frameworks is included. The security frameworks decrease secur ity dangers. Under this procedure, restricted security methods are required contrasted with the safety efforts actualized under the appropriated information preparing framework (McEwen, 1990, p. 15). Second, one emergency clinic can get to any necessary database data from the other seven medical clinics in the network. Medical clinic A can get to the tuberculosis explore database of emergency clinic E. Emergency clinic B can get to the dentistry inquire about database of medical clinic F. Emergency clinic G can investigate the AIDS inquire about database of medical clinic H. There are a few hindrances from actualizing the brought together information handling framework. The incorporated information handling framework decreases the risk of unapproved people spilling data. Stricter information safety efforts must be set up in the brought together information preparing framework when contrasted with the safety efforts executed under the conveyed information handling framework. The stri cter safety efforts incorporate scrambled passwords and security work force keep unapproved people from entering the work stations. In view of the above conversation, clinical specialists need pertinent and solid clinical databases for their medical clinic rehearses. The appropriated information preparing framework has its normal advantages and disadvantages. Thus, the incorporated information handling framework has its own one of a kind anticipated advantages and downsides. Obviously, the clinic doctors can effectively pick between dispersed information handling and concentrated information preparing for their clinical database inquires about. References Hall, J. (2012). Bookkeeping Information System. New York: Cengage Press.Advertising We will compose a custom report test on Network and Telecommunicating in HC explicitly for you for just $16.05 $11/page Learn More McEwen, J. (1990). Cops Nad Computers: Microcomputers in Criminal Justice. New York: Diane Press. Ozsu, M. (2011). St andards of Distributed Database Systems. New York: Springer Press. Business Data Communication, Retrieved from https://ebookee.org/School Graduates to Distributed Data Prcoessing System. (1983). Computerworld , 17â (45), 42.

Business-Finance Paper -Read FULL directions Essay

Business-Finance Paper - Read FULL bearings - Essay Example As of now the country’s money, the ruble, had been the most noticeably awful among monetary forms far and wide as far as generally speaking execution for 2014, losing 48 percent of its incentive over the previous year. As of January 20, 2015, the estimation of the ruble was pegged at around $65.2765 in the exchanging markets. Dropping oil incomes and the falling estimation of the ruble is aggravated by dangers from the evaluations offices to lessen Russia’s FICO assessment to garbage, which would additionally build the expenses and dangers of obtaining for Russia comparative with universal budgetary markets. This would additionally handicap the country’s odds of having the option to obtain cash to fund its spending deficiencies. As of now, the nation had been utilizing its dollar stores to prop up the ruble’s esteem, spending around 20 percent of its absolute dollar crowd for the reason, with the goal that what had been an impressive save had been decrease d to $386 billion. The destiny of the stores level of dollars for Russia is attached to the cost of oil, and at $45 a barrel, the nation is relied upon to have the option to fund in any event three years of spending shortfalls and eat through about portion of its present dollar saves. With the economy expected to contract in 2015, the test for Russia is to have the option to judiciously utilize its dollar stores to keep the economy above water and the ruble from tumbling off a precipice regarding buying power. The normal spending shortfall for 2015 is around two percent of GDP, and the assents on Russia by the west due to the former’s interfering in Ukraine, in addition to the danger of a FICO score minimize, all contrive to make it hard for Russia to keep the economy on a level pushing ahead (Andrianova). The circumstance adds up to an approaching monetary emergency for the Russian government, as it were. The deficiency is developing in light of the fact that the oil value drop is by all accounts something that won't right soon. In the mean time, the credit downsize and the authorizations from the Ukraine circumstance implies that

MapR

MapR INTRODUCTIONMartin: Hey, have you heard of big data, Hadoop and all those kind of stuff? Maybe then you have heard about the terminology of MapReduce as well. Today we are in San Jose at MapR. Hi John. Who are you and what do you do?John: Well, I’m John Schroeder. I’m the CEO and co-founder of MapR. I started the company a little over six years ago and named the company MapR, named after kind of the seminal algorithm for big data. So Google fellows wrote a paper on MapReduce in 2004, that really started the whole inspiration behind Hadoop so we named the company MapR. We’ve been off to the races and it’s a wonderful, wonderful opportunity. We are having a lot of fun running the company.Martin: Awesome. What did you do before you became an entrepreneur?John: Wow. I’ve been in startups for quite a long time. I was a general manager at a public company back in the nineties. I spent over twenty-five years in database, storage, big data, business intelligence. So this is really my fourth start-up. First one I founded but my four start-ups.So I was at Brio Technologies in the nineties. And Brio got out in public and listed on NASDAC in 1998. So there was an exciting ride back in the nineties. Then I was CEO of a company called Rainfinity which had a file virtualization switch that was acquired by EMC; became a very successful product line for them. Prior to starting MapR I was CEO of a company called Calista Technologies. And there we actually wrote software that ran on a GPU that would virtualize the GPU and render and remote 3D graphics and multimedia. That was acquired by Microsoft and became the Microsoft RemoteFX, remote display protocol. So it’s been database, storage, enterprise software.What was obvious for me in 2008 were that macro trends on big data. Companies just needed new ways to connect with their customers and ways it would provide value to the customers. Health care providers need a more accurate way to prescribe treatments for their pat ients. Wide range of governance across financial services and telecom, forcing them into Big Data solutions for storing email archives and call data record archives and telecom providers and carriers. So those macro trends were obvious and then you could see this new wave technology around things Hadoop. So that excited me to stay in that enterprise software space and go give value to those customers with a big data solution that would really serve these macro trends.Martin: And how did you then start with MapR? I mean especially did you talk to some potential clients before or did you talk to investors or maybe just friends, validating your idea?John: Yes. All through 2008, I built a really good rolodex of CIO CTO’s across industries, across geographic territories. And I really just start out with open-ended questioning. Like, what are your big challenges for the next five to ten years? Why are they challenges? What happens if you are able to accomplish these challenges? What hap pens if you don’t? And through that that really formed a lot of the basis for the big data was important. This was in the top two or three priorities for almost every individual I talked to across the industry.Then I got more into, well what sort of technologies are you trying to use? And what do you like about it and what don’t you like about it, and how ideally would you like them to work? The macro trend for big data was obvious. Which technologies, you can imagine 2008 it wasn’t just Hadoop, it was Hadoop and Cassandra, MongoDB, and CouchDB and Volt DB. I mean there were just so many emerging technologies that the signal-to-noise ratios there wasn’t quite as strong but you could see a little more market share for Hadoop.But more importantly, my co-founder M.C. Srivas was working at Google at the time. He and I can look at and see how can we grow Hadoop to really cover all the big data needs? So all these technologies started out in kind of a niche and Hadoop’s niche wa s batch predictive analytics and scale. Well that’s a part of what the customers need but they also need interactive, they need primary storage, they need real-time, they need messaging. So one of the reasons we chose Hadoop was being able to see that we could grow the technology; really handle one hundred percent of the customer’s use case.So then based on that, well in the valley for a long time you know you’ve got Sand Hill Road and you find your friends on the Sand Hill Road and we put together a good business plan. In my case I likes to have a consortium of two really tier one investors at my A-round. So in this case we chose Lightspeed Venture Partners and NEA and they split their round. And then if you’ve got two investors with deep pockets at the table. If you’ve got good investors they’ve got great networks to talent, they’ve got great networks to customers. So I met my senior vice president of product management through NEA and I actual met my co-founder thro ugh Lightspeed. So we put two tier one’s in that A-round and that was very important and that sets up for future funding because when you get around to your B-round, well to get another tier one investor, you need to have tier one’s in you’re A-round. In most cases.Martin: So this means first you validated your idea with some of your connections, so to speak. Then you used your connections on Sand Hill Road for raising some money. What was the next step? Did you fully build your kind of platform and acquired tons customers already? Or did you only ship the MVP and try to validate whether there is some kind of customer demand there?John: It took us about a year and a half to get into beta, so we had this pleasant year and a half experience. If you can imagine, during the company you set your own milestones and then you’re the one who judges whether you made the milestones or not. So it’s kind of the least pressure stage of the company compared to now where we’ve got a qua rterly number that me got to match to every quarter.What we did is we kept in contact with those forty some odd customers we had done the primary research with and then we grew from there. We kept adding more customers to continually validate the concept and then put prototypes in front of them and get their feedback. So once we got to our beta period I think we had thirty-seven companies in beta and we exited our beta program with just under a million dollars in sales. So by staying really in contact with those customers we’re building the product they needed so it’s no surprise that they brought once the product was ready to run.BUSINESS MODEL OF MAPRMartin: Let’s talk about the business model of MapR. So John, what are your target customers?John: We’re a platform sales. So it’s not a Jeffrey Moore crossing the chasm find a little niche. We sell to just about everybody in the top financial services market. Telecoms are our number two market segment. We do about twenty-fi ve percent of our business to web 2.0. So companies like comScore, Rubicon Project, Millennial Media, companies like that. So it’s very horizontal, we’ve got customers who bought over a million dollars worth of software in eight different vertical markets. We’re about seventy percent domestic and about thirty percent rest of world. The uptake for the product’s been really strong in Japan, Korea as well as other countries you’d expect in EMEA as well.Martin: How is your product or product offering comparing to competitors offering?John: It’s kind of a continuation of your question on business model, which is, like everyone in Hadoop space or in a big data space the way to build ubiquity through a platform is through open source. I mean you get tremendous innovation and you have comfort from the customers that they’re using something that’s industry standard. There is basically a reference implementation available and in our case and provided by Apache software. So tha t builds ubiquity, that builds the polls in the market, that gets customers very comfortable. Then what we did is we looked at Hadoop and its very early in its life technology lifestyle. So it’s open for massive innovations. You know, how did you take this badge predictive database and really make it really interactive in real-time and then even support real-time messaging. So that’s where we built our differentiating technology as a platform that can run that open source.And so that’s the concept of how we ship our product and that drives a different business model. So rather than just selling services and support around free software we’ve got value in our software. And we saw the value that software customers in the form of software subscriptions. So we end up being unlike most of the others in the space. Very high gross margin, we are less capital intensive which for an entrepreneur, every dollar you raise is also taking some stock out of your pocket. So you have to full y capitalize your company and make sure you can spend at the rates to be successful and build the company that you want.On the other hand, you don’t have to create a business model that’s too capital hungry. And that’s very, very negatively impactful for a lot of companies who tried to build open source companies because they’re so capital intensive that they end up raising hundreds of millions of dollars and then having a hard time making those investors happy and then also maintaining the equity values for the employers of the company as well.Martin: Big data is a buzz word nowadays. And lots of people know that, for example, you take some data sources, plug it into or push is into the HDFS, and then you have some kind of batch analytics processing. You also said that you have this kind of real-time analytics solutions. How does that work?John: If you really look at end to end use case that the customers want it never going to end at batch. So I’ll give you an example of Rubicon project, runs on of the largest ad exchanges today. So if you look at what they’re doing is they’re placing online advertisement as people are browsing the web. So there is a primary storage component of that, they have to store all the auctions, all the bids, all the asks, and the outcomes, right? And then there’s a new analytics piece in it which is they need to analyze those auctions and come up with yield estimates for certain types of page views and certain types of publishers. But then in real-time they have to mediate between thousands of brands and publishers, right? And so it’s a real-time activity. Well they can do all that in MapR. And if they tried to use an alternate to MapR they’d have deploy multiple technologies, multiple silos of data and deal with the complexity of data governance across platforms. So of course they prefer to do that in MapR or we could do a hundred percent of the use case on one platform.Martin: When you think about your custome r relationships and especially the question relates to, how do you manage them and nourish the customer relationships you are currently having?John: You have to make that the number one priority for your company. I mean, your customers are not your customers, they’re your partners. I mean you have to do anything possible to make sure they’re successfully with the use cases they’re deploying on your technology. So that’s key and if you do it properly you’ll have different conversations with them. Sometimes, they’ll be coming to you and saying, “Hey you know, we really love your products but we really need this additional feature set and.” And you’ll learn a lot from them. And other times when you’ve got brilliant engineers and a brilliant CTO, they’ll be bringing ideas to the customers and saying, “Hey, what if you had this? How would you implement this as part of your next use case?” And you’ll be enlightening them as well.So that partnership is very, ver y important. We’ve had a wonderful customer advisory board. I mean another successful program we’ve had here is to take our top twenty/top twenty-five customers out of their offices, get them in a good environment, share with them what our roadmap is and then just listen to them as far as what are your use cases? What are your challenges? What do you want us to do more of? Those are just fantastic events as far as really helping us shape our roadmap.Martin: How often do you do these events with these twenty-five customers?John: The formal events are once a year. We’re connected to the customers constantly but once a year we try to pull together really representatives cross industry and across geo and get them together in a room, and it’s a wonderful experience.And I would say three years ago they took something like priority number twenty on our list and said, “No, you don’t understand. That has to be in the top five.” And so we moved it up and it was a great advice. L ast year M.C. Srivas my CTO and co-founder, he gave them a talk on how to do scalable messaging on MapR. And that’s where you can see them learning and challenging him, “Well why wouldn’t you do it this way? Why wouldn’t you do it that way? And he’d say, “Well, have you thought through the aspects of high availability or performance for things like that?” So it’s a great two-way conversation and it’s, you know, if you can pull together a good set of customers likes that they’ll really push you in the right direction.Martin: John, this is your fourth start-up and the first one that you started yourself: over those four start-ups, what have been the major obstacles that you’ve seen and how did you overcome them or manage them?John: I mean I’ve been very fortunate. I have had one public company and two successful acquisitions and then MapR’s been a really fun ride. And to be honest with you MapR’s straightest line from A to B of all of them. The other ones a ll needed some sort of strategic change. So with MapR we have been able to set a course and stay very, very close to that course over time.The challenges, I think you have to be resilient if you think about the different attributes especially in Silicon Valley or in tech that people value. They value of the brightest of the bright. And then work ethic, the work ethic in tech is epic. People just work all their waking hours and they love it like. It’s not their grueling you know, unhappy working at ten o’clock at night, they’re enjoying it. They enjoy the challenge and they enjoy the technology. So you could say the brightest of the bright, the hardest working, teamwork’s a given, things like that. But to be honest with you, resilience is probably the most important attribute because you know, you think about six years ago Srivas and I were talking and saying, “Well, in a couple years we’re going to have our software deployed running critical risk and fraud algorithms at the largest credit card company in the world. How easy it that going be?” Right? So you can image the technology challenges and things like that.So you have to be resilient and as long as you go after a great a market and you team with really, really talented people, you’ll be able to go through those ups and downs. And overall hopefully the trend is up.ADVICE TO ENTREPRENEURS FROM JOHN SCHROEDER In San Jose (CA), we meet CEO and Co-Founder of MapR, John Schroeder. John talks about his story how he came up with the idea and founded MapR, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hey, have you heard of big data, Hadoop and all those kind of stuff? Maybe then you have heard about the terminology of MapReduce as well. Today we are in San Jose at MapR. Hi John. Who are you and what do you do?John: Well, I’m John Schroeder. I’m the CEO and co-founder of MapR. I started the company a little over six years ago and named the company MapR, named after kind of the seminal algorithm for big data. So Google fellows wrote a paper on MapReduce in 2004, that really started the whole inspiration behind Hadoop so we named the company MapR. We’ve been off to the races and it’s a wonderful, wonderful opportunity. We are having a lot of fun running the company.Martin: Awesome. What did you do before you became an entrepreneur?John: Wow. I’ve been in startups for quite a long time. I was a general manager at a public company back in the nineties. I spent over twenty-five years in database, storage, big data, business intelligence. So this is really my fourth start-up. First one I founded but my four start-ups.So I was at Brio Technologies in the nineties. And Brio got out in public and listed on NASDAC in 1998. So there was an exciting ride back in the nineties. Then I was CEO of a company called Rainfinity which had a file virtualization switch that was acquired by EMC; became a very successful product line for them. Prior to starting MapR I was CEO of a company called Calista Technologies. And there we actually wrote software that ran on a GPU that would virtualize the GPU and render and remote 3D graphics and multimedia. That was acquired by Microsoft and became the Microsoft RemoteFX, remote display protocol. So it’s been database, storage, enterprise software.What was obvious for me in 2008 were that macro trends on big data. Companies just needed new ways to connect with their customers and ways it would provide value to the customers. Health care providers need a more accurate way to prescribe treatments for their patients. Wide range of governance across financial services and telecom, forcing them into Big Data solutions for storing email archives and call data record archives and telecom providers and carriers. So those macro trends were obvious and then you could see this new wave technology around things Hadoop. So that excited me to stay in that enterprise software space and go give value to those customers with a big data solution that would really serve these macro trends.Martin: And how did you then start with MapR? I mean especially did you talk to some potential clients before or did you talk to investors or maybe just friends, validating your idea?John: Yes. All through 2008, I built a really good rolodex of CIO CTO’s across industries, across g eographic territories. And I really just start out with open-ended questioning. Like, what are your big challenges for the next five to ten years? Why are they challenges? What happens if you are able to accomplish these challenges? What happens if you don’t? And through that that really formed a lot of the basis for the big data was important. This was in the top two or three priorities for almost every individual I talked to across the industry.Then I got more into, well what sort of technologies are you trying to use? And what do you like about it and what don’t you like about it, and how ideally would you like them to work? The macro trend for big data was obvious. Which technologies, you can imagine 2008 it wasn’t just Hadoop, it was Hadoop and Cassandra, MongoDB, and CouchDB and Volt DB. I mean there were just so many emerging technologies that the signal-to-noise ratios there wasn’t quite as strong but you could see a little more market share for Hadoop.But more impor tantly, my co-founder M.C. Srivas was working at Google at the time. He and I can look at and see how can we grow Hadoop to really cover all the big data needs? So all these technologies started out in kind of a niche and Hadoop’s niche was batch predictive analytics and scale. Well that’s a part of what the customers need but they also need interactive, they need primary storage, they need real-time, they need messaging. So one of the reasons we chose Hadoop was being able to see that we could grow the technology; really handle one hundred percent of the customer’s use case.So then based on that, well in the valley for a long time you know you’ve got Sand Hill Road and you find your friends on the Sand Hill Road and we put together a good business plan. In my case I likes to have a consortium of two really tier one investors at my A-round. So in this case we chose Lightspeed Venture Partners and NEA and they split their round. And then if you’ve got two investors with dee p pockets at the table. If you’ve got good investors they’ve got great networks to talent, they’ve got great networks to customers. So I met my senior vice president of product management through NEA and I actual met my co-founder through Lightspeed. So we put two tier one’s in that A-round and that was very important and that sets up for future funding because when you get around to your B-round, well to get another tier one investor, you need to have tier one’s in you’re A-round. In most cases.Martin: So this means first you validated your idea with some of your connections, so to speak. Then you used your connections on Sand Hill Road for raising some money. What was the next step? Did you fully build your kind of platform and acquired tons customers already? Or did you only ship the MVP and try to validate whether there is some kind of customer demand there?John: It took us about a year and a half to get into beta, so we had this pleasant year and a half experience. If you can imagine, during the company you set your own milestones and then you’re the one who judges whether you made the milestones or not. So it’s kind of the least pressure stage of the company compared to now where we’ve got a quarterly number that me got to match to every quarter.What we did is we kept in contact with those forty some odd customers we had done the primary research with and then we grew from there. We kept adding more customers to continually validate the concept and then put prototypes in front of them and get their feedback. So once we got to our beta period I think we had thirty-seven companies in beta and we exited our beta program with just under a million dollars in sales. So by staying really in contact with those customers we’re building the product they needed so it’s no surprise that they brought once the product was ready to run.BUSINESS MODEL OF MAPRMartin: Let’s talk about the business model of MapR. So John, what are your target custom ers?John: We’re a platform sales. So it’s not a Jeffrey Moore crossing the chasm find a little niche. We sell to just about everybody in the top financial services market. Telecoms are our number two market segment. We do about twenty-five percent of our business to web 2.0. So companies like comScore, Rubicon Project, Millennial Media, companies like that. So it’s very horizontal, we’ve got customers who bought over a million dollars worth of software in eight different vertical markets. We’re about seventy percent domestic and about thirty percent rest of world. The uptake for the product’s been really strong in Japan, Korea as well as other countries you’d expect in EMEA as well.Martin: How is your product or product offering comparing to competitors offering?John: It’s kind of a continuation of your question on business model, which is, like everyone in Hadoop space or in a big data space the way to build ubiquity through a platform is through open source. I mean you get tremendous innovation and you have comfort from the customers that they’re using something that’s industry standard. There is basically a reference implementation available and in our case and provided by Apache software. So that builds ubiquity, that builds the polls in the market, that gets customers very comfortable. Then what we did is we looked at Hadoop and its very early in its life technology lifestyle. So it’s open for massive innovations. You know, how did you take this badge predictive database and really make it really interactive in real-time and then even support real-time messaging. So that’s where we built our differentiating technology as a platform that can run that open source.And so that’s the concept of how we ship our product and that drives a different business model. So rather than just selling services and support around free software we’ve got value in our software. And we saw the value that software customers in the form of software su bscriptions. So we end up being unlike most of the others in the space. Very high gross margin, we are less capital intensive which for an entrepreneur, every dollar you raise is also taking some stock out of your pocket. So you have to fully capitalize your company and make sure you can spend at the rates to be successful and build the company that you want.On the other hand, you don’t have to create a business model that’s too capital hungry. And that’s very, very negatively impactful for a lot of companies who tried to build open source companies because they’re so capital intensive that they end up raising hundreds of millions of dollars and then having a hard time making those investors happy and then also maintaining the equity values for the employers of the company as well.Martin: Big data is a buzz word nowadays. And lots of people know that, for example, you take some data sources, plug it into or push is into the HDFS, and then you have some kind of batch analytic s processing. You also said that you have this kind of real-time analytics solutions. How does that work?John: If you really look at end to end use case that the customers want it never going to end at batch. So I’ll give you an example of Rubicon project, runs on of the largest ad exchanges today. So if you look at what they’re doing is they’re placing online advertisement as people are browsing the web. So there is a primary storage component of that, they have to store all the auctions, all the bids, all the asks, and the outcomes, right? And then there’s a new analytics piece in it which is they need to analyze those auctions and come up with yield estimates for certain types of page views and certain types of publishers. But then in real-time they have to mediate between thousands of brands and publishers, right? And so it’s a real-time activity. Well they can do all that in MapR. And if they tried to use an alternate to MapR they’d have deploy multiple technologies , multiple silos of data and deal with the complexity of data governance across platforms. So of course they prefer to do that in MapR or we could do a hundred percent of the use case on one platform.Martin: When you think about your customer relationships and especially the question relates to, how do you manage them and nourish the customer relationships you are currently having?John: You have to make that the number one priority for your company. I mean, your customers are not your customers, they’re your partners. I mean you have to do anything possible to make sure they’re successfully with the use cases they’re deploying on your technology. So that’s key and if you do it properly you’ll have different conversations with them. Sometimes, they’ll be coming to you and saying, “Hey you know, we really love your products but we really need this additional feature set and.” And you’ll learn a lot from them. And other times when you’ve got brilliant engineers and a brilliant CTO, they’ll be bringing ideas to the customers and saying, “Hey, what if you had this? How would you implement this as part of your next use case?” And you’ll be enlightening them as well.So that partnership is very, very important. We’ve had a wonderful customer advisory board. I mean another successful program we’ve had here is to take our top twenty/top twenty-five customers out of their offices, get them in a good environment, share with them what our roadmap is and then just listen to them as far as what are your use cases? What are your challenges? What do you want us to do more of? Those are just fantastic events as far as really helping us shape our roadmap.Martin: How often do you do these events with these twenty-five customers?John: The formal events are once a year. We’re connected to the customers constantly but once a year we try to pull together really representatives cross industry and across geo and get them together in a room, and it’s a wonderful experience.And I would say three years ago they took something like priority number twenty on our list and said, “No, you don’t understand. That has to be in the top five.” And so we moved it up and it was a great advice. Last year M.C. Srivas my CTO and co-founder, he gave them a talk on how to do scalable messaging on MapR. And that’s where you can see them learning and challenging him, “Well why wouldn’t you do it this way? Why wouldn’t you do it that way? And he’d say, “Well, have you thought through the aspects of high availability or performance for things like that?” So it’s a great two-way conversation and it’s, you know, if you can pull together a good set of customers likes that they’ll really push you in the right direction.Martin: John, this is your fourth start-up and the first one that you started yourself: over those four start-ups, what have been the major obstacles that you’ve seen and how did you overcome them or manage them? John: I mean I’ve been very fortunate. I have had one public company and two successful acquisitions and then MapR’s been a really fun ride. And to be honest with you MapR’s straightest line from A to B of all of them. The other ones all needed some sort of strategic change. So with MapR we have been able to set a course and stay very, very close to that course over time.The challenges, I think you have to be resilient if you think about the different attributes especially in Silicon Valley or in tech that people value. They value of the brightest of the bright. And then work ethic, the work ethic in tech is epic. People just work all their waking hours and they love it like. It’s not their grueling you know, unhappy working at ten o’clock at night, they’re enjoying it. They enjoy the challenge and they enjoy the technology. So you could say the brightest of the bright, the hardest working, teamwork’s a given, things like that. But to be honest with you, resilience is probably the most important attribute because you know, you think about six years ago Srivas and I were talking and saying, “Well, in a couple years we’re going to have our software deployed running critical risk and fraud algorithms at the largest credit card company in the world. How easy it that going be?” Right? So you can image the technology challenges and things like that.So you have to be resilient and as long as you go after a great a market and you team with really, really talented people, you’ll be able to go through those ups and downs. And overall hopefully the trend is up.ADVICE TO ENTREPRENEURS FROM JOHN SCHROEDERMartin: John, imagine your child is coming to you and says, “Daddy, I would like to start a company and this is my idea.” What general advice would you provide to her?John: Well for children or friends or other potential entrepreneurs, I think the first one is to look at the market opportunity. What’s the macro trend that’s going to drive your company going forward? So many of us, like I’m a computer science grad and a software engineer at heart. So we get so excited about technologies and I don’t know about you but like, even when I was a kid, I didn’t know how everything worked. I took things apart whether they were engines or electrical devices or whatever. And you get really, really interested in technology but you really have to step away from that and look at what’s the trend that’s going drive this? How are you going to find a very large addressable market?Because, there is kind of three levels of risk and a technology start up.The highest order risk is the big market risks. I mean, if we all wake up tomorrow and big data is no longer important, I’m in trouble. It’s like how do you reposition this company and technology you built.The second level if your technology company is your technology. Does the product work as advertised? And you might be able to fix a problem there. You can say, “Hey, the p roducts needs some work. Let’s raise a little more money and give engineering another year.” So that’s a little bit fixable.And then there’s really kind of an executions risk. Which is you’ve got a great market, you got a great product, then you know you got it to bring market properly, you have to service your company properly. And that’s the easiest to fix, right? I mean you could afford a few mistakes there and you could resolve things pretty well.So if you look at those three elements of risks, before you start the company make sure the market’s there. Make sure there’s a huge addressable market you can go after and then you really set yourself up for a great ride. And you should be able to build a great product and you should be able to build a team around it that can execute well as well.Martin: One question regarding your assessment of the future. So imagine we have 2030 or 2040. What is your perspective on how companies will use data and build their database and data pipelines?John: The next big wave is internet of things. So we’ve gone through this whole wave of just ubiquity of computer connectivity and storage and it’s open up a huge new opportunity that we’re addressing today. But now you’re starting to see machines talking to machines and it’s going to a be a whole other wave of big data.So you’re going to see it move from being a central repository if you look at when people talk about MapR and Hadoop they’ll say, “Well, I’ve got x amount of data in MapR”. When you get to Internet of Things you’re going to have to distribute that workload again. So if you look at some of the technology we’re building now it’s to have a small form factor that let’s say on a smartphone, a little bit larger form factor on an edge device and then still have the cloud deployment that could be very scalable but you’ll see it move from a centralized model to a more decentralized model.Martin: The very old model was one centr al database. So now we have in 2.0 which is the big data, Hadoop where you say, “Okay. At least we have some distributed files and distributed calculations and so on and now the thought wave would be: Every device, whatever it is we’ll do some calculations for itself.John: Exactly. And it’s really not new. What we do as an industry is we distribute workloads and then we consolidate workloads and we distribute workloads. So IOT by definition, if you have; whether their devices, servers, automobiles, smart phones, you’ve got a broad number of technologies out there that need to be able to communicate, make decisions locally and then just forward on what’s required to the next layer of the stack. So I think you’re going to see the last few years has been how do you scale a large cluster for running something like Hadoop or you’re going to see more decentralized processing with local decisions being made at the end point, at the edge, and then back enough more a central cl oud.Martin: John, what is the challenge or what keeps you up at night and saying, “Well I need to fix this?” Or what is the one thing you are thinking of?”John: Probably the toughest thing of being an entrepreneur you can think of the initiatives faster than anybody can do them. I mean, I can look back on different documents that we wrote back in 2008 and we still haven’t implemented some of that. In the meantime we’ve come up with a thousand more ideas. So there’s just an endless amount of value you could bring to the market and how you can do that in a way that you can bring to market, package it so the market can even understand it. I mean the rate of innovations if very higher. So while all engineering organizations worldwide can’t get done everything they want to, it’s also the market that had to be able to absorb it fast enough as well. So I think that’s the challenge, you got the reins on the team of horses and you think, “Wow, I can make them go faster,† you have to go at a speed that the market can really absorb the technology.Martin: Great. Thank you so much for your time and for sharing your knowledge.John: Right. Thanks for having me on the video today.Martin: Great, John. So next time you are thinking about data and big data, check out MapR. Great. Thanks.John: Thank you.Martin: Thank you so much.

529 Plan Details Can Lower Financial Aid

Before facing those intimidating piles of financial aid application forms, consider how your 529 plan for college savings could affect the ability to receive those funds. To maximize your college savings strategy it's wise to clear up any misunderstandings now and take potential steps to receive more need-based aid. Filing for financial aid with 529s in mind can assist you during early 2010, as FAFSA, or Free Application for Federal Student Aid, applications are turned in, typically, from January through March. "The FAFSA is based on your assets on the day you file the application," says Joe Hurley, a CPA and founder of Savingforcollege.com. "If you change your assets the day before, that's effective for the purpose of that application." One change could impact 529s The new FAFSA form has changed in one major way with regard to 529 plans, says Gary Carpenter, a CPA and owner of Syracuse, N.Y.-based College Planning Services. An UGMA/UTMA account with the student as a beneficiary is assessed at a 20 percent rate in determining the expected family contribution toward attending college. But a special exception says that 529s are not reportable as student assets. Whether owned in an UGMA or UTMA account, or directly by either the student or the parent, a 529 account for a dependent student is reported as a parent asset and subject to a lower assessment rate of 5.64 percent. One option is to move assets from the student category into the parent category to reduce your expected family contribution immediately, Hurley says. To do so, take money that's in a UGMA or UTMA and put it into a 529 UGMA or UTMA, also known as a custodial 529 account. "A parent or guardian has to sign the paperwork and act as a custodian of the account, but it's really owned by the minor," Hurley says. Hurley warns that there are some disadvantages to taking this step. One is because the custodial 529 is more restricted than a parent-owned 529, he says. The beneficiary cannot be changed to another family member, at least not until the current beneficiary reaches the age of majority. At the age of majority, the current beneficiary takes over direct ownership of the account, as with a regular UGMA or UTMA. Also consider this: To move the money into a 529, any existing investments have to be liquidated because 529s only accept cash. "The process of liquidating investments could trigger capital gains, depending on the situation," Hurley says. "It's not a slam dunk." Meanwhile, plans that are owned by the parents for other siblings also are considered parent assets. "If you have a 529 plan for the younger sister, that would have to be reported as a parents' asset," Carpenter says. Income has an impact Consider the income, not just the assets. "Some of the confusion, I think, is the impact of income in affecting financial aid eligibility," Hurley says. "It's not just assets you worry about, it's income. Income is typically a bigger determinant of aid eligibility than assets." For those filing a FAFSA in 2010, it's the 2009 income that counts, and income is assessed at as much as 47 percent in determining expected family contribution. Hurley says a big benefit with 529s is if you took distributions in 2009. As long as it came out tax free, it's not included in base income on the 2010 application, as opposed to someone who sold mutual funds in 2009 to pay for that year's college expenses. Also, make sure you are identifying student or parent assets correctly. Some families tend to put some information under the student asset category incorrectly, when the parents actually own the plan, says Kalman A. Chany, president of Campus Consultants Inc. and author of "Paying for College Without Going Broke." "No one's going to tap you on the shoulder and say you did it wrong, but you're going to get less aid," he says. Aid policies can differ Some private colleges are asking questions that are more detailed about funds in 529s and other savings vehicles, especially about plans owned by grandparents. Chany says in his book those questions include: Who sets them up? Who owns them? How much will be withdrawn or redeemed in a given year? It's important for parents to investigate and determine the school's policy. If it's working against you, ask for a meeting. "I would have a discussion with the financial aid office (and say), 'Let's not penalize the student because we saved for college,'" Carpenter says. "I do not want the student to be penalized because they used a 529 to pay for college. Some will; some won't. You want to make sure you're pushing very hard on that side." Posted January 15, 2010 Before facing those intimidating piles of financial aid application forms, consider how your 529 plan for college savings could affect the ability to receive those funds. To maximize your college savings strategy it's wise to clear up any misunderstandings now and take potential steps to receive more need-based aid. Filing for financial aid with 529s in mind can assist you during early 2010, as FAFSA, or Free Application for Federal Student Aid, applications are turned in, typically, from January through March. "The FAFSA is based on your assets on the day you file the application," says Joe Hurley, a CPA and founder of Savingforcollege.com. "If you change your assets the day before, that's effective for the purpose of that application." One change could impact 529s The new FAFSA form has changed in one major way with regard to 529 plans, says Gary Carpenter, a CPA and owner of Syracuse, N.Y.-based College Planning Services. An UGMA/UTMA account with the student as a beneficiary is assessed at a 20 percent rate in determining the expected family contribution toward attending college. But a special exception says that 529s are not reportable as student assets. Whether owned in an UGMA or UTMA account, or directly by either the student or the parent, a 529 account for a dependent student is reported as a parent asset and subject to a lower assessment rate of 5.64 percent. One option is to move assets from the student category into the parent category to reduce your expected family contribution immediately, Hurley says. To do so, take money that's in a UGMA or UTMA and put it into a 529 UGMA or UTMA, also known as a custodial 529 account. "A parent or guardian has to sign the paperwork and act as a custodian of the account, but it's really owned by the minor," Hurley says. Hurley warns that there are some disadvantages to taking this step. One is because the custodial 529 is more restricted than a parent-owned 529, he says. The beneficiary cannot be changed to another family member, at least not until the current beneficiary reaches the age of majority. At the age of majority, the current beneficiary takes over direct ownership of the account, as with a regular UGMA or UTMA. Also consider this: To move the money into a 529, any existing investments have to be liquidated because 529s only accept cash. "The process of liquidating investments could trigger capital gains, depending on the situation," Hurley says. "It's not a slam dunk." Meanwhile, plans that are owned by the parents for other siblings also are considered parent assets. "If you have a 529 plan for the younger sister, that would have to be reported as a parents' asset," Carpenter says. Income has an impact Consider the income, not just the assets. "Some of the confusion, I think, is the impact of income in affecting financial aid eligibility," Hurley says. "It's not just assets you worry about, it's income. Income is typically a bigger determinant of aid eligibility than assets." For those filing a FAFSA in 2010, it's the 2009 income that counts, and income is assessed at as much as 47 percent in determining expected family contribution. Hurley says a big benefit with 529s is if you took distributions in 2009. As long as it came out tax free, it's not included in base income on the 2010 application, as opposed to someone who sold mutual funds in 2009 to pay for that year's college expenses. Also, make sure you are identifying student or parent assets correctly. Some families tend to put some information under the student asset category incorrectly, when the parents actually own the plan, says Kalman A. Chany, president of Campus Consultants Inc. and author of "Paying for College Without Going Broke." "No one's going to tap you on the shoulder and say you did it wrong, but you're going to get less aid," he says. Aid policies can differ Some private colleges are asking questions that are more detailed about funds in 529s and other savings vehicles, especially about plans owned by grandparents. Chany says in his book those questions include: Who sets them up? Who owns them? How much will be withdrawn or redeemed in a given year? It's important for parents to investigate and determine the school's policy. If it's working against you, ask for a meeting. "I would have a discussion with the financial aid office (and say), 'Let's not penalize the student because we saved for college,'" Carpenter says. "I do not want the student to be penalized because they used a 529 to pay for college. Some will; some won't. You want to make sure you're pushing very hard on that side." Posted January 15, 2010