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Somers, CT, United States

Bush V.A.,STR
Geotectonics | Year: 2014

Over the last decade, the Scythian Plate and the adjacent territory in the north have been covered by high-precision aeromagnetic (1 : 50000) and aerogravimetric (1 : 100000) surveys. An interpretation of the results allows us to reveal the Riphean-Early Paleozoic basement beneath the fold basement of the Scythian Plate. The ophiolitic complex, three volcanic-terrigenous sequences, basic intrusions and Early Paleozoic granitoids, as well as large folds have been identified within the basement. The large sheet of the Early Paleozoic basement thrust over the pre-Riphean basement of Baltica is traced along the entire Scythian Plate from the Azov Sea to the Caspian Sea. A presumably Early Kimmerian fold complex that underlies the Middle-Upper Jurassic platform cover has been recognized in the West Kuban Trough and Timashevsky Step. This complex is thrust in the northeastern direction over the Early Paleozoic fold complex. The above data make it possible to revise the geological history of the southern framework of the East European Platform and to prove the consecutive accretion of heterogeneous terranes differing in age from the south. © 2014, Pleiades Publishing, Inc. Source

Karadimas E.J.,Leeds General Infirmary | Karadimas E.J.,STR | Trypsiannis G.,Democritus University of Thrace | Giannoudis P.V.,Leeds General Infirmary
European Spine Journal | Year: 2011

Coccygodynia is a pathological condition associated with pain-discomfort all around the bottom end of the spine. The aetiology and the intensity of the symptoms may defer significantly. The effectiveness of the surgical treatment remains obscure. Our purpose, through this systematic review is to evaluate the results of surgical treatment of coccygectomy. Literature retrieval was performed by the use of the PubMed searching engine utilising the terms 'coccygodynia-coccygectomy' in the English language from January 1980 to January 2010. Case reports and tumour related case series were excluded as well as articles published in other languages. In total 24 manuscripts were analyzed. Only 2 of them were prospective studies whereas 22 were retrospective case series; five were classified as Level III studies and the remaining as Level IV studies. In total, 671 patients with coccygodynia underwent coccygectomy following failed conservative management. The sex ratio, male/female was 1:4.4. The most popular aetiology for coccygodynia was direct trauma in 270 patients. 504 of the patients reported an excellent/good outcome following the procedure. There were 9 deep and 47 superficial infections. Other complications included two haematomas, six delayed wound healings and nine wound dehiscence. The overall complication rate was 11%. Patients with history of spinal or rectal disorders, as well as idiopathic or with compensation issues, had less predictable outcome than those with history of trauma or childbirth. Coccygectomy can provide pain relief to as high as 85% of the cases. The most common reported complication was wound infection. © 2010 Springer-Verlag. Source

Patel B.,University of Liverpool | Fisher M.,University of Liverpool | Fisher M.,STR
Pharmacology and Therapeutics | Year: 2010

The coronary microcirculation regulates blood flow by responding to increased cardiac metabolic demands. Despite this important role, study of the microcirculation has been neglected for many years. This is because it is difficult to evaluate the function of this compartment, and doing so conflicts with the current clinical practice of many cardiologists, who are more familiar with dealing with the disease processes that affect the large epicardial arteries. The clinical importance of microvascular function is emerging because of attempts to develop techniques which allow for the objective assessment of microvascular function while in the catheter lab. In addition, there is a growing body of evidence to suggest that the microvascular compartment may show early changes in patients who are at risk of coronary artery disease. It is also possible that the microcirculation is responsible for the poor response to revascularisation in certain patients, potentially in the form of the no reflow phenomenon and peri-procedural myocardial infarction, which may be observed following percutaneous coronary intervention. Pathological microvascular changes could explain the significant midterm morbidity and mortality associated with these complications. The aim of this review is to provide an overview of the physiological mechanisms responsible for the regulation of the coronary microcirculation and to focus on the pathological processes which affect the microcirculation, particularly in relation to coronary angioplasty. We will also discuss potential mechanisms and therapeutic options which could improve microvascular perfusion in this group of patients. © 2010 Elsevier Inc. Source

News Article | November 3, 2014
Site: tech.firstpost.com

Hotels don’t want guests to have to linger at the front desk — or even stop by at all. New programs are helping speed up the check-in process for busy travelers, or in at least one case, letting them go straight to their rooms by using their smartphone to unlock doors. The innovations are still being tweaked as hotels scramble to catch up to airlines. Fliers today use their phones to check in, select seats and as a boarding pass. Hotels envision a similar relationship, with guests ultimately ordering poolside drinks via an app. Starwood Hotels and Resorts on Monday became the first chain to let guests unlock doors with their phones. The feature is available at only 10 Aloft, Element and W hotels but will expand to 140 more properties in those brands by the middle of next year. Hilton Worldwide is the only other hotel chain to publicly acknowledge plans for mobile room keys — which it plans to roll out at the end of 2015 at some U.S. properties. Hilton won’t say how many hotels will be included, except that the service will be available at four of its brands, Hilton, Waldorf Astoria, Conrad and Canopy. “Guests want this because it makes their lives simpler,” says Mark Vondrasek, who oversees the loyalty program and digital initiatives for Starwood. “The ability to go right to your room, gives them back time.” Other hotel companies are finding other ways to streamline the arrival process. Marriott International launched the ability to check in through its app at 330 North American hotels last year. By the end of this year, the program will be live at all 4,000 hotels worldwide. When a room becomes available, a message is sent to the guest’s phone. Traditional room keys are pre-programmed and waiting at the front desk. A special express line allows guests to bypass crowds, flash their IDs and get keys. At Hilton, all 4,000 properties worldwide will have a similar check-in by the end of the year. The one added feature: Guests can use maps on the app to select a specific room. The services are geared toward road warriors who don’t want to slow down, even for a second. Guests who like personal interaction can still opt for a more leisurely check-in, and hotel companies say the move isn’t about cutting jobs. “If you’re at the end of a long day, you might want a little less of a chatty experience. But if you’re showing up at a new resort, you may want to know what the pool hours are,” says Brett Cowell, vice president of information technology for Hyatt, which is testing permanent keys for frequent guests at six hotels. The push isn’t just about avoiding frustrating check-in lines. Hotels are trying to get more travelers comfortable using their mobile apps to interact. In some cases, that means using an iPad to request a wakeup call. But ultimately hotels would like to see people purchasing suite upgrades, spa treatments and room service though their phones and tablets — and at some point wearable devices like smartwatches. Marriott guests made $1.25 billion in bookings last year through its mobile app, according to George Corbin, senior vice president of digital for the company. Switching to smartphone room keys won’t be easy. Starwood’s app communicates using a Bluetooth data connection. Each hotel room needs to have a new lock that can communicate with phones. The top 15 hotel companies have more than 42,000 properties worldwide with a combined 5.2 million rooms, according to travel research firms STR and STR Global. Many hotels have made updates over the past few years, but they remain the minority. Then there is the issue of security. If there is knock on the door late at night and a guest goes to the peephole to see who is there, nobody wants the phone in their pocket to accidently unlock the door. That’s why Starwood requires the phone to actually touch a pad on the outside of the door to open it. Finally, only one phone can be linked to a room at a time. So if two people are staying in the room, they still need to get a traditional key for the second traveler. Marriott says it is holding off on smartphone keys until all the potential bugs can be resolved. “If there was ever a moment that matters,” Corbin says, “it’s the moment when you go up to your door and the key doesn’t work.” But for the frequent business traveler, this might just be the time-saver they are looking for. Bruce Craven spends about 100 nights a year on the road, traveling between his California home and New York where he does executive training programs and teaches at Columbia Business School. He’s been testing Starwood’s smartphone room key since March. “If you’re traveling all the time, little things can take on a symbolic importance,” Craven says. “This is one less thing that I need to think about.”

News Article | December 6, 2014
Site: venturebeat.com

For those entrepreneurs, CEOs, and executives who do not have bosses, it can be difficult to schedule and grow a business, especially if you can pick your schedule every day. 2013 was a busy year for me. I was working on STR, Mingle, C&M Group, and still trying to have a life with my friends and family. First off, I highly recommend you NOT start three businesses around the same time, simply because you will not be able to keep up with the demands of a startup (unless you are Elon Musk). After moving to C&M Group full time, and focusing on growth as the company’s CEO, I realized I was spending every waking hour working. And I mean working. Every. Single. Hour. Some of my friends, including founders in Boston, always tell me that they work extremely hard, day and night to make their startup dreams happen. Working 24/7 may work for some, but it certainly does not work for me, especially continuously. After being burned out, I have discovered a few “rules that I live by,” especially during the building businesses phase. Here they are: On average, I get about 100 emails per day. About 75% of them are emails where I have to be thoughtful and respond. The other 25% are generally emails that have great information (i.e., subscriptions to things such as the Hubspot blog, Buffer blog, etc.). I love to meditate to start my morning, and usually after that I turn on the stove and get my oatmeal going while I get ready for the day. Because of the amount of business we do in India (we recently hired in India), I have about half my emails from Indian entrepreneurs or businesses looking for advice, where a few of these turn into C&M Group deals. For this reason, I tackle email in the morning. When I say tackle, I mean I try my very best to get my inbox down to 0 emails before my first meetings of the day. One caveat: I ONLY will check and RESPOND to my email during the morning or evening time, which is usually right before I go to bed. Generally during the week, I will continuously check my C&M Group account on my iPhone in case of a cancellation or urgent email. Otherwise, no emails. What I have experienced is emails can severely slow down whatever you are doing. In fact, I used to be such a nut when it came to emails that I would respond to emails while talking to people. One way to tackle this is to leave conversations short and direct. Of course, for some people, this is hard to do. A trick I learned from Steve Jobs (indirectly) is to have a “sent from my iPhone” signature attached to all my emails, including my computer ones. That way, people will think that I am responding from my phone and cannot write out lengthy emails. Better yet, I will just pick up the phone and talk. But I still keep my meetings to a short 30 minutes. As my clients, friends, and family know, I love people. Sometimes, not having people around me makes me depressed. If you were to ask me what my favorite part about my career is, it is advising and helping others. This is one of the main reasons I started C&M Group. Because I wake up early, I usually get pretty tired in the afternoon, which usually means I become extremely unproductive. To combat this, I usually schedule the most difficult, thought-intensive tasks during the morning when I am fresh, and tasks that are less intensive when I am less busy. For example, because I love people and talking with them, I schedule my phone meetings with clients after lunch. The only reason I wouldn’t schedule a meeting after lunch is if I have too many meetings and need to spread them out during the week. This is an example of a typical day: 5:30 AM – Wake up, tweets, emails, schedule for today 5:45 – 6:30 – Meditate 6:30 – 7:00 – Make my oatmeal and get ready 7:00 – 8:00 – Emails, emails, emails + oatmeal 8:00 – 12:30 – Intensive works (client work, writing blogs) 12:30 – 1:00 – Lunch (and a talk from an entrepreneur*) 1:00 – 6:00 – Phone calls, client facing work, interviews, etc. 6:00 – 7:00 – Quick workout 7:00 PM – Meditation 7:30 PM – Eat dinner (and a talk from an entrepreneur) 7:30 – 10:00 – Blog, check remaining emails 10:00 – 11:00 – Emails, emails, emails, read a book 11:30 – Lights out * I usually listen to a talk from an entrepreneur I am intrigued by and want to learn more from. For example, last week, I wanted to learn more about building culture at BookBoi Inc., so I decided to watch as many videos as I could featuring Tony Hsieh, the king of culture building. Remember how I mentioned I was burning out constantly? I realized that I did this because I did not have many breaks or opportunities to relax. After my breakdown in the beginning of 2014, I realized that I needed to figure out a better method to organize my day. Thanks to Jack Dorsey, I found it. Here is the official Chirag Kulkarni weekly schedule: Let me go into depth. Monday is a day that I spend focusing on culture and employees. This is the day that I do employee check-ins, culture development, working on making sure our team members are on track for their personal and professional growth. Of course, I deal with clients, but I will generally prefer meetings with clients on other days. Thursday is client- as well as partner-focused. One thing I learned early on is that business can be more fun if you can find win-win relationships. We usually check in with our partners in India and explore various business development opportunities. For example, we are exploring opportunities with business intelligence platforms and companies. Friday is a day that I focus on helping out entrepreneurs in the Boston, United States, and India startup ecosystems. Completely for free. This usually happens because people are interested in bouncing ideas off of me, chatting about strategy, growth, or other things I love. I also speak, so I will have calls regarding this on this day. Saturday is an electronics-free day. Every day of the week (except for today) I am plugged to my phone, laptop, and every other device. I take this day for myself. Hang out with friends and family, go on a walk through Boston, read books, whatever I want. In other words, NO EMAILS. Sunday is usually a day of self-reflection. I usually have a bunch of emails from the weekend, so I get a light start on those, but otherwise, I am setting goals short term, as well as assessing my long-term goals. Entrepreneurs are busy and passionate people. Sometimes we can get carried away with our work. Although it is important to find balance, it can be hard. That is why I have found my method useful. It allows me to work extremely hard, while giving myself a recovery period so I can continue with the schedule for (hopefully) years. What do you think of my schedule? What has worked for you? Chirag Kulkarni is a serial entrepreneur and advisor. He is currently the CEO of C&M Group, an entrepreneurial strategy consulting firm focused on growth and new product innovation for startups to Fortune 500s. Previously, he cofounded STR, a B2C and B2B racquet-stringing company, and sold it in 2013.

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