Damn, i wish i could think of soithemng smart like that

damn, i wish i could think of soithemng smart like that
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Thank yu rais.While I think it was gd that they maintained their fcus strictly n Isslil-Paaertene, I als think that it is a grave injustice fr the US t spend that mney when dmestic financial cuts are eing made daily t the prgrams that assist the welfare f the tens f millins f US citizens wh are un r underemplyed and thse wh lack access t asic medical care.

Coty Wild Musk Oil...it had a scent all on its own and is virtually impossible to find now without being ridiculously expensive. This did not smell like the Coty Wild Musk spray or splash or perfumes or any others. It was so rich and thick smelling. Hit a couple of pulse points with the oil and you were good to go the entire day and then some.

This country-fried, overly personalized explanation has some truth in it, but it ignores the fact that the shale revolution fits into the business world’s favorite explanation for everything today: Harvard Business School professor Clayton Christensen’s “disruptive innovation” theory of how market leaders lose their crowns. In the 1990s oil business, just as you’d expect in Christensen’s theory, smart money technology leaders like ExxonMobil and Shell had largely abandoned U.S. onshore fields, especially third-tier impermeable shale reservoirs. Smaller, low-tech U.S. independents began experimenting with these abandoned reserves because, well, they couldn’t afford the big kids’ toys. Then through long trial and error, using off-the-shelf technologies and some clever new adaptions, operators made the shales competitive with the cost structure of other sources of oil and gas. And just as the dot-com boom took off in the mid-1990s even though AOL and Prodigy had been around long before, production from the low-cost shales post-2009 exploded from further technical adaptations and powder kegs of capital. For five years, the shales grew faster than almost all other new global sources oil and gas, were cheaper than most of those other sources, and also “better”?—?coming in simpler projects, with quicker return of capital, and more flexible cash outlays.

Investors are asking: if it is now 2002 for the Internet of oil, which companies will be the Google or Amazon of Shale 2.0, winners of the first land rush that used the market downturn to consolidate their position, or buy cheap tuck-in acquisitions, to become even more dominant in the next phase? Which companies will be the unicorns of Shale 2.0 (if Internet unicorns are not bubbling over right now as the next big joke), the Ubers that didn’t even exist in the 2002? And, sweet billions, could there be a Facebook of Shale 2.0, a colossus that emerges from nowhere, and fast? For me, at least, the metaphor breaks down here, given the finite amount of land that is prospective for the best shales, the commoditized nature of oil and gas, and the fragmentation of U.S. oil and gas producers.

Nobody really checks like they should, of course. The league could attack the drug problem in a minute with urine tests, but they steer off that land mine because the Players Association objects so strenuously. It's crazy, really. You object to something that will prove you're doing wrong, and you get carte blanche to keep on doing it. In sports involving dogs and horses, they take tests all the time. And Olympic athletes have to be tested. But they don't dare test the players in the NFL. It's crazy.

I hate football. I hate the NFL. I know those feelings aren't completely rational, that I am responsible for my actions before anyone else. But I feel them just the same. I wish now I'd never made the decision to play the game beyond high school. I wish I'd never accepted a college scholarship. I wish I'd stuck to my word when I said I didn't want to play pro ball. I think I would be a better person, whole, today.

I take shelter in none of the standard excuses for being where I am. I wasn't raised in a ghetto, scratching for bread or fighting for turf. I knew no poverty or hunger. I came from a strong, loving, God-fearing family that taught the responsibilities and joys of hard work. I learned those things early. And later on, I married the best woman a man could have. That sure didn't hurt me. So Don Reese can't blame his downfall on anybody but Don Reese. My progress down the ladder of success is Horatio Alger in reverse.

For two seasons, I did my best to repay him. I was the closest thing I could be to a changed man. I had my best year as a pro in 1979. I led the team in sacks and was named Most Valuable Player on defense. I felt I should have made the Pro Bowl. Mr. Mecom renegotiated my contract to $150,000 a year, and gave me another bonus. My troubles, at last, seemed all behind me. Then something happened that even now I hesitate to bring up, but I know it affected me deeply. How much it screwed up my mind I'll never know.

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