To the credit of his vision, in a 2012 debate he said Russia was a concern in international affairs. Back then everyone looked at him funny like he didn't realize the Soviet Union had fallen 20 years earlier.
Yup, same here. I delivered pizzas in northern Ontario for 3 years while in school. During snowstorms it seemed quite a few people would decide to stay home ... and order a pizza. I carried about a dozen+ bricks with me that I would jam under the wheels of my front wheel drive whenever I got stuck, often several times per storm. Fun times fondly remembered.
I used to crash my FWD Sienna into snowdrifts next to stuck vehicles, dig them free, then wobble my way out. Fond memories indeed!
That being said, I would not trade my AWD Mazda 3. I've had to rock it once so far this season the morning after I plunged it into an unplowed slot during the last lake effect storm.
AWD isn't a necessity, but it sure feels like a cheat-code. No bricks, no kitty litter. I haven't had to exit my vehicle in the last years I've been driving it around upstate NY.
Maybe she didn't know it was a weather report encoded in telegraph jargon and instead thought it was some kind of crypto puzzle that she kept handy to work on in idle moments.
This is my favourite video for meditating or just chilling out. This Youtube video from TVO is almost 3 hours long. Although there are some stops along the way, most of the video is filmed from the front of the train looking down the tracks as it travels from Sudbury to White River through the forest of the Canadian Shield in Northern Ontario, Canada.
Not only one throat to choke, but most C-Suite had direct or indirect experience with what the old IBM (not sure about the current IBM) could do in those infrequent situations with high-impact, high-visibility, nasty technical problems. IBM had a well-defined process in place to handle these when they occurred. If the local team couldn't fix it, they could declare a "critsit" (critical situation) that launched a process that allowed them to pull in amazing resources and bypass red tape.
In one that I had direct experience in, they flew in one of the software's developers to do onsite troubleshooting. Also, being the hegemon of the tech world, IBM often would take the end-to-end role and not just stop at their boundary of a tech problem. I was involved in one in the late 1990's where we were running Netscape's iPlanet web server on an IBM JVM (on IBM's AIX) and it had a nasty memory leak in production where volumes were higher. We called Netscape and got what felt like a guy with a pager on the beach (it was outside business hours when we called); not helpful at all. We called IBM and things started to rock & roll. Eventually we had someone from their UK lab tracing the JVM until he found a JNI (Java Native Interface) call from external C-code (which would have been iPlanet's code) that had the wrong value for the flag that indicated who (JVM or C-code) should release the memory. He could have stopped there saying "not IBM's fault" but he just kept going reverse compiling the C-code to find the bad call. We were able to get back to Netscape saying in module yadayada.c, somewhere around line 47, there's a JNI call with flag=0, change it to flag=1. The patch from Netscape fixed the problem.
These infrequent critsits are something the C-suite remember for a very long time. They know that no way in hell their own staff could resolve these situations, especially in the days before the web, Stackoverflow, shared-knowledge, etc. If not for IBM squashing the bug, their bacon would be fried giving unsatisfactory explanations to their CEO.
