CHETWYND, B.C. – Police in Chetwynd have made an arrest following a townhouse fire on Wednesday night.On June 15th at approximately 9:44 pm, the Chetwynd RCMP responded to a structural fire at a townhouse complex. Upon arrival, two adult residents of the townhouse were located outside, although it was unclear if a third occupant was still inside. The third occupant was later found to have made it safely out of the residence.One of the residents of the townhouse sustained minor injuries while attempting to escape the fire, and an officer suffered from smoke inhalation after attempting to locate the third occupant who was unaccounted for inside the home.- Advertisement -An RCMP Fire Investigator and local Fire Department members determined after an investigation that the fire was suspicious in nature.A 20 year-old resident of the townhouse, whose name has not been released, has been arrested and may be facing charges of Arson with Disregard for Human Life, Mischief Endangering Life and Mischief over $5000. The suspect is scheduled to appear in a Dawson Creek courtroom later today.
Jose Mourinho (Chelsea)Jose Mourinho proved himself to be the Special One in his first spell at Chelsea but lost the dressing room in his second term months after delivering another Premier League title © AFP / Lindsey ParnabyHis first spell from 2004-07 justified the never shy Portuguese handler’s self-anointed ‘Special One’ status. Two Premier League titles — they never lost a home league game in his first spell — an FA Cup and a League Cup as well as two Champions League semi-finals had Russian oligarch Roman Abramovich grinning from ear to ear. However, his relations with Abramovich soured and he walked out in September 2007 when he dared the Russian to sack him following a brief exchange in a corridor when he had been told the team had to improve.Chelsea came calling again in 2013 after a disappointing spell at Real Madrid and initially Mourinho’s magic touch continued delivering another Premier League title in the 2014/15 campaign. However, the following season things fell apart from the start and having lost the dressing room he was sacked in late December — hours after hosting the squad’s Christmas lunch — with the Blues having lost nine of their 16 league matches. “There obviously seemed to be a palpable discord between manager and players and we feel it was time to act,” opined technical director Michael Emenalo.Neil Warnock (Crystal Palace)Neil Warnock required all his combative qualities to get through his first spell at Crystal Palace but despite returning when they were in better financial health and in the Premier League he failed to fire them up and lasted only a few months © AFP / Ian KINGTONThe combative Englishman — who slightly belies that image by penning poetry in the rare moments he is not in a club’s dug out — needed that trait to battle through a turbulent three year stay (2007-2010) in the second tier Championship which resulted in the ‘Eagles’ entering administration. Warnock had said this would be his final managerial role and guided them to the 2007/08 play-offs. However, he went back on his promise to hang up his tracksuit and left ailing Palace — who had been docked 10 points for being placed in administration — in March 2010 to take over another struggling London club QPR. The administrator of the club claimed Warnock had said he ‘lacked the stomach for the fight’ which the manager dismissed as rubbish.Back came Warnock in August 2014 with Palace in the Premier League but he failed to last through to 2015 being dismissed in December with the club in the bottom three. The by then 66-year-old took the sacking philosophically: “I’ve watched seven episodes of Downton Abbey in the last few days -– you miss out on things like that … things are not all doom and gloom.”Kevin Keegan (Newcastle)Kevin Keegan earned the title ‘King Kev’ from Newcastle fans after a sparkling first spell but a surprise return in 2008 lasted less than a year due to a falling out with controversial owner Mike Ashley © AFP / ANDREW YATESThe former England striker enjoyed iconic status both in Liverpool and then Newcastle as a player. His appointment as manager in 1992 was greeted with delight by the fans and this enthusiasm was reflected eventually on the pitch as through several wise acquisitions including rising star Andy Cole he guided Newcastle back to the top tier. A third-placed finish followed in the 1993/94 season but it is the ’95/’96 title race which remains embedded in Magpies fans memories as they let slip a 10 point lead and lost out to Manchester United. The pressure appeared to get to Keegan, who lost his cool live on TV with a tirade aimed at United manager Alex Ferguson: “I would love it if we beat them! Love it!”. Despite being dubbed ‘King Kev’ during this spell by fans he resigned out of the blue in January 1997 months after signing hometown boy Alan Shearer for a then world record fee. “It was like losing a family member,” commented the chairman at the time Freddy Shepherd.The King returned from exile in a surprise move in January 2008 but it all quickly soured largely due to disagreements with controversial owner Mike Ashley. Keegan’s gripe was a lack of funds for transfers, and he walked out in September 2008.0Shares0000(Visited 17 times, 2 visits today) 0Shares0000David Moyes has returned to West Ham for a second spell but previous examples of managers having second terms at clubs do not augur well for the Scotsman or Hammers fans © AFP/File / Ben STANSALLLONDON, United Kingdom, Dec 30 – David Moyes returned to manage Premier League strugglers West Ham for a second time on Sunday.West Ham fans who hope Moyes can save them as he did in a six month spell in the 2017-2018 season may not be encouraged as AFP Sports picks out three other managers who had two spells at the same club with mixed results:
1 Lijnders came with Klopp when the German first became Liverpool manager in October 2015 Pepijn Lijnders has returned to Liverpool to take up a position in Jurgen Klopp’s coaching team.The Dutchman ended a three-and-a-half year spell as a coach at Anfield in January to return home to take over NEC Nijmegen.It is understood that Lijnders’ return will have no impact on whether or not Zeljko Buvac will return to his role as assistant manager.Lijnders guided NEC to third place in the second-tier Eerste Divisie in Holland but lost in the play-offs to Emmen and left the club just five months after taking over.However, he has agreed to rejoin Klopp on Merseyside after accepting a senior position in the coaching set-up.
Johannesburg, Tuesday 02 April 2019 – Brand South Africa says that during quarter four of the 2018/2019 financial year, business confidence indicators took a distinct negative turn. This analysis stems from the Bureau for Economic Research (BER) Business Confidence Index (BCI), which gathers input from 1700 business executives in South Africa.The BER BCI reasons that the weakening business confidence is wide-ranging, and can be attributed the following factors: Eskom and load shedding; strike action in certain sectors; revelations on State Capture from the Zondo Commission of Inquiry; as well as residual concerns regarding policy uncertainty – mainly due to the approaching National Elections in South Africa.The BER BCI covers five economic sectors that are most sensitive to cyclical up and down turns in the economy – namely: Building/Construction; Manufacturing; Retail; Wholesale; and Automotive/New vehicle sales.Dr Petrus de Kock, the General Manager for Research for Brand South Africa says the BER BCI points out that at a total level, strong business confidence in the SA economy was last seen in quarter 2 of the 2017/2018. “In addition to the influences mentioned above that contributed to weakening business confidence, it is apparent that fundamental economic activity indicators weakened substantially – thus contributing to weaker business confidence.“From our analysis, the BER BCI average activity indicators for 2019 are now at a similar level to the first quarters of Q1 2017 and 2009. This is a sobering picture of weak GDP expansion, and slipping business confidence, all of which impacts on the reputation of the Nation Brand negatively,” says Dr de Kock.However, Dr de Kock says that this outlook is expected to improve after the May 2019 general elections. “We welcome these findings as they provide us with guidance on strategic focus areas that we need to improve on. We as Brand South Africa call on all partners across all sectors to reinforce the investment drive in order to restore business confidence – not only among investors but also for our citizens. While there are internal challenges to the economy, South Africa also needs to pay close attention to weakness in the global economy, uncertainty caused by trade war dynamics, emerging economic nationalism in so-called advanced economies, and isolationist tendencies.“Brand South Africa will share with stakeholders a much more detailed analysis and will be working with stakeholders to establish focused efforts to implement measures that address the challenges highlighted in the document,” concludes Dr de Kock.
Share Facebook Twitter Google + LinkedIn Pinterest By Todd NeeleyDTN Staff ReporterOMAHA (DTN) — Many ethanol companies in the United States have done about all they can do to weather the downturn in the industry, while others have been less fortunate and have idled production.As President Donald Trump’s administration continues to consider some kind of biofuels deal, the economics of ethanol production still remain difficult.Donna Funk, a certified public accountant with K-Coe Isom, based in Lenexa, Kansas, who works with ethanol plants, said producers continue to look for ways to survive an ongoing downturn in profit margins.“What I’m hearing is plants are continuing to evaluate costs and make adjustments when possible, but the options are getting fewer and fewer as they don’t want to sacrifice on repairs and maintenance too much because they know that is not a good solution long-term,” she said. “The cost structure for the plants doesn’t really allow for a lot of cost-cutting in the operations side, so they are looking at the discretionary spending and making adjustments when they can.”That includes cutting costs on attending conferences, sponsorships, travel, and other items.Many publicly traded companies have reported losses in the past few months, and many have idled production. At last count, 18 ethanol plants are known to have idled production.In addition to poor economics that include lower ethanol prices and higher corn prices, the biofuels industry as a whole has seen the EPA grant 85 small-refinery exemptions totaling about 4 billion ethanol-equivalent gallons not blended in petroleum since 2016. As a result, the prices of renewable identification numbers (RINs) have plummeted in the past year.“Some plants have or are considering not giving pay raises or bonus this year if they stayed the course last year and made upward adjustments,” Funk said. “Plants are continually looking at their run rate and evaluating how much below 100% they can produce before the losses per gallon are higher than if they run at higher rates. The federal policy is certainly taking a toll on the mental state of management and board members, because they are being forced to run their businesses not knowing how federal policy is going to get implemented or waiver after the fact, and they are left with no recourse.”Funk said management at ethanol plants continues to struggle to get a read on where federal biofuels policy may go. The industry has gone from having hope in recent weeks that the Trump administration had decided on a deal that would reallocate biofuels gallons lost to exemptions one week, to no deal following a White House meeting involving lawmakers from oil-producing states who oppose reallocation.“The stings hurts a bit more, given it feels like the ethanol industry is being used as a pawn in a chess game as it relates to political agendas for some,” Funk said.“There are a lot of jobs that were created and investments made that are now being undercut. I totally get that things change and we all have to adjust and adapt our business models to stay relevant, which I think every ethanol plant would agree with, but having to change to anticipate mood swings that go in reverse is a totally different game than anticipating the future and adapting.”ETHANOL MARGINS IMPROVEDTN’s hypothetical Neeley Biofuels 50-million-gallon plant in South Dakota continues to show some easing of market pressures that have been hammering producers in 2019. Plant margins, however, continue to be deep in the red.The plant this week reported a 34-cent loss, which is a significant improvement from our Aug. 1, 2019, update that showed Neeley Biofuels losing 43.9 cents per gallon. This number includes debt service.Most ethanol plants are not paying debt, however. If the hypothetical plant was not paying debt, the loss would be 3 cents per gallon, compared to a 13-cent loss in our previous update.The margin improvement was fueled by a drop in the corn price paid by the plant, from $4 per bushel based on the Chicago Board of Trade futures price in August to $3.74 for this latest update.The plant saw a drop in the ethanol rack price from $1.63 per gallon in August to $1.53 for this update. In addition, the price received for dried distillers grains fell from $131 a ton to $130 for this update.It has been a long year for the ethanol industry.Since July 2018, ethanol margins have taken a severe turn south. Neeley Biofuels reported a 22-cent-per-gallon net profit on July 6, 2018. By Sept. 20, net profits sank to 8 cents per gallon. By Oct. 16, 2018, the plant reported a net loss of 34.5 cents. Margins hit what was then a low in December, as the hypothetical plant reported a net loss of 37.9 cents. The plant has since had losses topping 60 cents at times during the past few months.DTN established Neeley Biofuels in DTN’s ProphetX Ethanol Edition as a way to track ethanol industry profitability. Using the real-time commodity price data that flows into the “corn crush” in ProphetX, and some industry-average figures for interest costs, labor and overhead, DTN is able to track current profits. It also tracks how much Neeley Biofuels would make or lose under an infinite number of “what-if” scenarios.DTN uses industry-average figures from Iowa State University economist David Swenson. Included in the figures are annual labor and management costs, transportation costs, debt-servicing costs, depreciation and maintenance costs. Although Neeley Biofuels is paying debt-service and depreciation costs on its plant, many real plants are not in debt.Also, it should be noted the calculations include all other costs, such as chemicals and yeasts, electricity, denaturant and water. While DTN uses natural gas spot prices for these updates, many ethanol plants lock in prices on the futures market, so they are not as vulnerable to natural gas market volatility.Todd Neeley can be reached at email@example.comFollow him on Twitter @toddneeleyDTN(BAS/CZ)© Copyright 2019 DTN/The Progressive Farmer. All rights reserved.
The layout is improved, and we should save moneySo did the redesign simplify construction, improve energy performance, and reduce cost?We haven’t run a cost analysis or energy performance calculation yet, but we are confident we have been successful. Perhaps more importantly, we like this revised layout even better than the previous one. Is it possible to tweak the design of EdgewaterHaus to simultaneously get more energy performance from the building, pay less to build it, and still keep about the same square footage and floor plan?We liked the aesthetics of the design and floor plan, except for a few niggling concerns. To maximize solar heat gain for the Passive House Planning package energy analysis, our architect Chris Briley made the windows on the south facade as large as possible. The bottom of the windows are set just high enough off the floor so we don’t need safety glass, and the top of the windows are less than one inch from the ceiling. We never really liked that look; it doesn’t leave any room above the window to install interior shades. A lesser concern was the roof truss over the family room limited the depth of ceiling insulation we could apply near the eaves; we’d have to substitute higher R-value but more expensive spray foam to maintain a consistent R-value in the ceiling. RELATED ARTICLES But these were quibbles. So why, you ask, would we want to change anything besides replacing the Unilux windows we have now rejected because of their poor customer support? [Editor’s note: Roger and Lynn Normand are building a [no-glossary]Passivhaus[/no-glossary] in Maine. This is the 18th article in a series that will follow their project from planning through construction.] BLOGS BY ROGER NORMAND West wing changes could lower costsCould we redesign the west wing of the house to pull the study within the rectangle of the house while also reducing the width of the entire west wing, so the square footage stayed about the same? That would simplify excavation, erecting the foundation, framing the walls, and eliminate one type of roof truss.From a PHPP perspective, the study would now be part of the larger, rectangular floor to wall ratio. The consensus was this was no home run, but perhaps a base hit on energy performance and another on cost savings for material and assembly. Chris said it would be a small redesign effort. So let’s do it!Image #2 (below) shows the revised floor plan. Note how the study is now part of the rectangle of the west wing of the house. It’s now excavated the same way as the rest of the house, with the same approach for the footers, foundation, walls, and trusses. That should cost less for material, time and labor. The floor-to-wall ratio is better, and there are four fewer corners to improve energy performance.It turns out this redesign led to other positive benefits. I suggested we flip the position of the his/her closets with the master bath. That brought the plumbing runs in the master bath some 35 feet closer to the core of the house, nearly above the mechanical room in the basement. That helps PHPP energy performance more than you might think.Ready to take a hot shower in the morn? You turn on the hot water and wait to purge the cold water in the pipes before the hot water arrives and you step into the shower. You just wasted all that cool-to-warm-to-now-hot water down the drain. Now why did none of us think of this before? Walking a few extra feet to the bathroom will also provide better sound isolation when one person is showering and the other still asleep. Is this a big closet or a small bedroom?We ended up with an small net increase of 87 square feet – we cut 25 square feet from the main floor, but added 112 square feet to the lower level. In Passive House parlance, we reduced the main floor’s “treated floor area” (a measurement that excludes walls and stairs) by 70 square feet, and added 112 square feet of TFA to the lower level.Chris also revised the window dimensions on the south facade. Reducing the window height cut 25 square feet of south facing glass. That will hurt us on PHPP, but allows us to install interior shading devices above the windows and still show about 6 inches of wall. It also allowed Chris to have the trusses bear on the top of the south wall rather than hung on metal hangers, which will provide more head room for cellulose insulation in the ceiling.But wait, there’s more. The “her” closet had become too big — much too big, Lynn agreed. It was big enough to be a bedroom. There didn’t seem any convenient way to reduce its size without creating other layout conflicts. Hmmm… In a moment of seeming clairvoyance, the problem became the solution: let’s make it a legal bedroom. We will likely use it as a closet/storage area, but future owners could use it as a bedroom — say to monitor an infant sleeping nearby. At 4,400 square feet, a five-bedroom house is more appropriate than one with four bedrooms. Conveniently, this will also help us on LEED scoring and the revised green appraisal we are awaiting. Time to rein in costsCost. Costs have grown — a lot — since we started putting dollar signs in front of the many building categories. More than we expected or felt comfortable with. It wasn’t a matter of affordability, but a decision of how much of our assets we wanted to sink into EdgewaterHaus, vs. other desires such as world travel. The cost of EdgwaterHaus was on a bad upward trend, and we hadn’t even started construction yet!We had to put EdgewaterHaus on a diet. Where to start? We asked Chris, Marc Rosenbaum our energy consultant, and Symphony Construction, our notional (we never did sign a contract) builder, for ideas.Some things were easy to spot. The amount of stonework had nearly doubled. The stone plus installation cost about $40 per square foot. We eliminated the stone flanking the upper portion of the family room bump-out and the less visible east side of the house.There were six stone planters leading to a trellis made of five parallel stainless steel cables stretched above the windows along the south facade. Ivy would grow along the trellis to shade the windows in the summer. The leaves would die in the fall to again allow the sun to penetrate through the windows to heat the interior of the house. But we’re talking Maine, and the PHPP identified only a few weeks of potential overheating. The minisplit heat pump system we will use for heating also provides air conditioning; overheating solved.More importantly, have you ever tried to tame ivy? You can’t. It spreads uncontrollably, and grips tenaciously. I pictured myself perched on a ladder several times each year yanking ivy off the stone, the siding, the metal roof , the solar collectors, and the windows. I have seen ivy grow through a closed window into the house!Good-bye trellis. We could also pass on etching a color into the concrete for the lower level. GBA Encyclopedia: Integrated DesignThe Pretty Good House Looking Through Windows — Part 7Designing Superinsulated WallsCutting Down Trees and Milling LumberA Visit to the Local SawmillSeeing Red on a Green Property Appraisal — Part 1Seeing Red on a Green Property Appraisal — Part 2Seeing Red on a Green Property Appraisal — Part 3 Forget about Passivhaus?Symphony suggested we abandon the Passivhaus standard and cut back on the “excessive” insulation levels: reduce the amount of rigid foam under the basement slab and the depth of cellulose in the walls and ceiling. Lynn and I talked about that, but I wasn’t ready to give up on Passivhaus. Still, we felt the need to identify other savings opportunities.I kept looking at the study on the west wing of the house. With its unique foundation, slab-on-grade, and roof trusses, the study seemed like a misfit appendage to the west wing of the house. The deep, sandy soil on the site would likely require excavating this area to nearly equal that for a full depth basement. Its small floor-to-wall ratio and four exterior corners hurt PHPP energy performance.We would have to bury a tube in the concrete slab to carry condensation from the minisplit (HVAC) wall cassette on the exterior wall of the study to the plumbing in the basement. Would that buried tube become a future headache? The first article in this series was Kicking the Tires on a Passivhaus Project. Roger Normand’s construction blog is called EdgewaterHaus.
The Rise and Rise of Mobile Payment Technology Tags:#Microsoft#mobile#now#smartwatch#wearable technology Role of Mobile App Analytics In-App Engagement What it Takes to Build a Highly Secure FinTech … Related Posts When Microsoft CEO Satya Nadella said his company would forget past blunders—like missing the boat on smartphones—and focus on the future, he wasn’t kidding. The Surface maker is planning on entering the rapidly growing smartwatch market with its very own wristworn contender, Forbes reports.See also: Microsoft’s New CEO Wants To Look Beyond Its Past To Find Its FutureAccording to sources “with knowledge of the company’s plans,” the device will be festooned with sensors and will incorporate technology and expertise from Microsoft’s Kinect motion-detecting controller, specifically in optical engineering, to continuously track heart rate. The gadget will supposedly feature a color display oriented on the underside of the wrist, presumably for privacy protection, with an overall appearance similar to Samsung’s Gear Fit.Unlike Samsung’s device, however, Microsoft’s version will work with Androids, iPhones and Windows Phones when it debuts, possibly this summer.Image collage by Adriana Lee for ReadWrite Why IoT Apps are Eating Device Interfaces adriana lee
Tags:#custoemr experience#featured#Hostelworld#Internet of Things#IoT#T-Mobile#top Ronald van Loon Follow the Puck Related Posts Small Business Cybersecurity Threats and How to… I attended the interview with Nick Drake, Senior Vice President, Direct to Consumer at T-Mobile and Otto Rosenberger who serves as CMO at the Hostelworld Group at the Adobe Summit. The key takeaway of the entire session was that customer experience is the beginning and the core of digital transformations – it is where it all begins.T-Mobile and Hostelworld are completely different companies, but what kind of connects them is the fact that they both focused on customer experience when transforming their companies.So why is customer experience the key to it all? Because it links organizations to customers at an emotional and physiological level.The story of HostelworldHostelworld is now a leading hostel booking platform. Three years ago, it was set up as just a booking engine, as a transactional business. Today, the company accompanies their customers throughout the entire trip. Hostelworld operates globally, with most of the customers based in North America, whereas 30% to 35% come from Europe.What fueled their growth? They went beyond booking, and helped their customers out in each and every way so that they get the best offers around, and can enjoy invitations and group tours during the trip. Almost 50% of their bookers use the app when they are travelling, and 90% of these people say the app made their trip so much more fun.So what did Hostelworld do differently? They tapped into the emotions of their customers, and offered them the experiences they were looking for. Yes, a lot of internal changes were required, but it was worth it. They had to work on their business goals, operating principles, and the team they had. Additionally, they had to divide the budget appropriately between marketing and tech.T-Mobile’s journeyDrake shared the journey of T-Mobile. When Drake joined T-Mobile, the company was doing well in terms of customer acquisition, but they weren’t living up to its potential. Only 35% of all acquisitions were made on the digital channel, and so Drake’s task was to raise the bar.T-Mobile had to radically transform their business, giving the IT team enough breathing space to platform their legacy. They decided to go forward with multi technology platforms, taking a radically different approach to customer experience, but they had to bring about a lot of changes. They understood their audience, and figured out ways to interact with them over various channels, while reinventing and customizing their product offerings.T-Mobile has seen surprising results, and doubled their subscriber base since they stepped into the race. They completely redesigned themselves using the Adobe Marketing Cloud. Using personalized content, they reduced clicks by 60%, and drove higher engagement levels. From a technical perspective, they redeveloped their mobile app in order to provide a better service. A new feature called asynchronous messaging was introduced, which allows users to strike up a conversation with customer services.Drake advised that it is important to think about what kind of business you are in, and then invest in both the current day and future. Plus, there should be a balance between the commitment made to the shareholders and then ensuring that commitments RE met for the next few years.So what does this boil down to?Experiences impact the way in which people feel and respond. But businesses must provide rich and immersive experiences that go deeper than redesigning and managing interactions. Experience is more about building, and then nurturing an emotional connection with your audience – so that they completely connect to your brand.Your business may not have begun to transform digitally, but sooner or later, you’ll have to take the step. And if you don’t, you’ll be eaten up by the competition- that is what it gets down to.Stay updated with what’s going in the digital world with Ronald van Loon, Top Ten Global Influencer for Big Data, the Internet of Things (IoT), and Predictive Analytics on LinkedIn and Twitter. Internet of Things Makes it Easier to Steal You… Why IoT Apps are Eating Device Interfaces
Investing in a solid setup is well worth your money. Let’s take a look at three of the best A-Cam, B-Cam video camera setups currently on the market.There are more video cameras available today than ever before. Not only do you have your great line of DLSR and mirrorless prosumer cameras, there are also many high-end cinema cameras that run the gamut of specs and price tags.Speaking from experience, when I worked in-house with a video production company, there were often times when I needed at least a couple of cameras for a shoot. In many cases, these are A-camera and B-camera setups, where your A-cam is your high-end option for the majority of your filming, while your B-cam is usually your slightly lower-end camera, used for off-angle coverage and pickup shots.In any situation, you can always mix and match your camera selections for the unique needs of your project. However, if you’re looking to invest in a solid setup — or just looking for some good go-to options — here are some of the best A-cam, B-cam setups currently on the market.Blackmagic URSA Mini Pro and the BMPCC 4KBlackmagic isn’t quite the “legacy” brand like some other names on this list, but the masterminds behind DaVinci Resolve are trailblazing their way into the forefront of the digital video camera game. While the URSA Mini Pro has been a solid A-camera (4.6K, ProRes 444 + 422 recording) cinema workhorse since 2017, the real variable in this equation is Blackmagic’s new Pocket Cinema Camera 4K, which is a popular B-camera companion that boasts many of the same specs but at a fraction of the price.You could also consider Blackmagic’s recently announced URSA Mini Pro G2, which features greater high-frame rate recording. However, now may be a good time to strike, with the original Mini Pro most likely about to drop in price, thanks to the next-generation release.Specs for the Blackmagic URSA Mini Pro:Super-35mm CMOS sensor4608 x 2592 video up to 60pCompressed raw recordingReady-to-Edit ProRes 444 + 422 recordingDual CFast 2.0 memory card slots12G-SDI output, timecode & REF input1080p flip-out screenTouchscreen interface2 x XLR audio inputs with phantom powerMagnesium alloy bodyPrice: $4,995Specs for the Blackmagic Pocket Cinema Camera 4K:4/3″-sized HDR sensorRecord DCI 4K 4096 x 2160 up to 60 fpsDual-native ISO to 25,6005″ touchscreen displayActive micro four-thirds lens mountRecord up to 120 fps windowed HDCFast 2.0 & SD/UHS-II card slotsExternal recording via USB Type-C13-stop dynamic range, 3D LUT supportPrice: $1,295Canon C300 and the Canon 5DI might be one of the last people in the world who still likes Canon cameras, but I spent years shooting on the Canon C300 — and both the Canon 7D and Canon 5D. Most of my career has been run-and-gun videography (and sometimes photography, to boot), so a reliable camera like the 5D or 7D has been invaluable.Meanwhile, Canon’s C300 has been a very solid cinema A-camera offering — a favorite of documentary filmmakers and corporate video producers (also for its reliability and favorable color science).And while we list the Canon 5D Mark IV as a good B-camera pairing (the brand’s latest version of its flagship camera), the 5D Mark III is actually pretty comparable as well, and you can find it much cheaper (or possibly used). You can also combine your combo workflow with the C100 as an A-cam, as well as other Canon cameras, like their new mirrorless EOS R or EOS RP. Or other DSLR options like the 7D or the 6D for the B-cam.Canon C300 Mark II specs:Super 35mm CMOS sensor4K,1920×1080 60/50i, 23.98/25p True 24pCanon XF AVC H.264 codecEF lens mountDual-pixel CMOS AF technology>Rotating 4″ LCD monitor2 x 3G-SDI output, 2x XLR inputs2 x CFast card slotsTimecode I/O, genlock in & sync outCanon Log 3 gammaPrice: $9,999Canon 5D Mark IV specs:30.4MP full-frame CMOS sensorDIGIC 6+ image processor3.2″ 1.62m-dot touchscreen LCD monitorDCI 4K video at 30 fps; 8.8MP still grab61-point high density reticular AFNative ISO 32000, expanded to ISO 102400Dual pixel RAW; AF area select buttonDual pixel CMOS AF and movie servo AF>7 fps shooting; CF & SD card slotsBuilt-in GPS and Wi-Fi with NFCPrice: $2,999 (body only)Sony FS7 and Sony A7 IIILet’s not leave out the other major player in digital mirrorless and cinema cameras of the past several years. Going full Sony for your A-camera/B-camera setup may be your best image capture option. The Sony FS7, with its Super 35mm-sized CMOS sensor, is one of the most diverse and multi-functional A-cams on the market.Combined with the full-frame Sony A7 III (or perhaps the Sony A7S II), you should get the best of Sony’s sharp and crisp color science, and superior low-light performance, for more uncontrolled and vérité-style shoots.Here are the specs for the full Sony PXW-FS7 XDCAM Super 35 Camera System:Super 35-sized CMOS sensorSony E-mountDCI 4K (4096 x 2160) up to 60pUHD up to 60 fps, HD up to 180 FPS4096 x 2160 via external recorderXAVC-I, XAVC-L, MPEG-2XAVC-I Up to 600 Mb/sDual XQD memory card slotsDual HD/3G-SDI & HDMI outputErgonomic handgrip with camera controlsPrice: $6,999And the specs for the Sony A7 III:24MP full-frame Exmor R BSI CMOS sensorBIONZ X image processor & front-end LSI693-point hybrid AF systemUHD 4K30p video with HLG & S-Log3 gammas2.36m-dot Tru-Finder OLED EVF3.0″ 922k-dot tilting touchscreen LCD5-axis SteadyShot INSIDE stabilizationISO 204800 and 10 fps shootingBuilt-In Wi-Fi and NFC, Dual SD SlotsUSB Type-C Port, weather-sealed designPrice: $1,999 (body only)Cover image by lapandr.For more camera and gear insights and advice, check out some of these articles:NAB 2019: Our Favorite Releases From This Year’s Show5 Steps for Prioritizing Your Filmmaking Gear InvestmentsIndustry Roundup: Top Destination Jobs for VideographersGear Roundup: Finding the Best SD Cards for Your CameraThe Cameras Behind Popular Netflix Originals: Films and Series
Having too few salespeople may be your problem. You can’t make your number without the proper headcount, and you can’t cover all the opportunities in your territory without the human capital necessary. You may want to hire fast, and you may want to hire right now. And there are a lot of people right now who need jobs. Some of these people may even pretend to be salespeople in order to get work.But hiring non-sales people for a sales role is a mistake. I’m not writing about hiring people without sales experience. If you have the ability to train and develop sales people there’s nothing wrong with hiring people without sales experience.What I’m writing about here is hiring people who don’t really believe that they’re sales people. They don’t enjoy the work of selling. They don’t love the challenge of winning a new client. They don’t love the challenge of opening a relationship with a prospective client, creating enough value to win their business, and eventually acquiring a new client.They don’t love the chase. They don’t love the hunt. And they don’t love the hustle.Some of these people may have worked in roles that they considered sales, but roles in which the clients came to them. Like retail. These people are perfectly comfortable in sales–without the opportunity acquisition component and without the “asking for commitments” component. If that’s the kind of salesperson you need, fine, hire them.But if you truly need hunters, the sales people who can acquire opportunities for your business, then hiring non-salespeople will only give you the false comfort that you have your headcount and that you can make your goals. But you can’t. And you won’t.It’s difficult to find hunters. It’s tough to building a salesforce that can acquire opportunities. It takes longer, too. But it’s the fastest path to growing your revenue. Anything that feels easier, is probably wrong. Take your time. Hire well. And then work like crazy to coach, to train, and develop your sales hunters.