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Frucor Beverages (Australia) Pty Limited is a foreign-owned private company that generates revenue from the sale and distribution of non-alcoholic beverages in Australia. The company is headquartered in North Strathfield, New South Wales and employs approximately 240 people throughout its operations.

Frucor Beverages (Australia) Pty Limited is a wholly-owned subsidiary of the Japan-based company, Kotobuki Fudosan K.K.

Frucor Beverages Australia markets and distributes a range of non-alcoholic cold beverages in Australia.

Frucor's product range and brands includes:

  • Energy drinks - V Guarana Energy, Rockstar Energy, Lucozade
  • Juice and drinks - G Force, Ribena and Orangina
  • Hydration - h2go and OVI Hydration
  • Sports Drink - Maximus and Mizone
  • Milk - Protein Revival, V Double Espresso and Up & Go Liquid Breakfast

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This Company Has Operations in the Following Industries:

Soft Drink and Pre-Packaged Food Wholesaling in Australia

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Under construction

I’ll slowly be adding important links to this page.

U.S. National Weather Service –
Click on a state to see if they have any winter briefings, snow pics, snowfall records…etc.
Use zoom window on right to move from locale to locale and see any new headlines.

Pacific Satellite Weather View (Animated, real time):

Astrophysicist Piers Corbyn:

Meteorologist Joe D’Aleo:

Climatologist Dr Timothy Ball:

Mt Rainier, Washington, Webcams

Also see:

Also see:

Colorado Webcams. Most are live, but check the dates – some are not.

Crystal Mountain Webcams

British Columbia Highway Cams – Highway 5 (Coquihalla)

Australian Snow Webcams – Also New Zealand and Tasmania

Barrow Sea Ice Webcam

Arctic Sea Ice Extent

USGS Real-time Earthquake Map

Live Earthquake Maps

Another good earthquake map:

Yellowstone facts – USGS

Interactive map of Yellowstone. You can click on icons to access data and webcam pictures.

Yellowstone earthquake map:

Earthquake Facts and Statistics – USGS

Analytical chemist Hans Schreuder

Marc Morano’s Climate Depot

Click on the place names and scroll down to see the weather, including wind direction.

Inventory of irrigated lands

View Earth from space
Click on the edge of the globe to rotate it.

Snow Reports and Snow Forecasts for France
Ski Resorts with the deepest snow and best skiing conditions.

Magnetic Declination Calculator

Try ‘solarham’ for monitoring solar activity:

Webcam: Casey station, Antarctica

Webcam: Aurora Australis icebreaker

Which volcanoes are erupting right now?

Canadian Watersheds – Excellent map

Canada – Great map of Hudson Bay area:

Barrow, Alaska, Sea Ice Webcam

Lake Louise Ski Ares Webcams

19 thoughts on “Links”

  1. Robert, Wanted to order your “Ice Age Now – The DVD” & it was showing that it couldn’t find the page. How can I order it through your site.

    1. Hi Raymond, Weird. I have no idea why that happened, but it is now repaired. Thanks for bringing this to my attention.

  2. Central Australia’s frostiest winter in a decade
    Brett Dutschke, Thursday July 19, 2012 – 13:50 EST

    Much of central Australia is experiencing an unusually frosty winter, the frostiest in more than a decade in some parts and there’s much more to come.

    Alice Springs has chilled to zero-degrees-or-below 24 times this winter so far, 12 times more than the winter average. This is the highest number since 2002, when there were 36.

    Leigh Creek, in South Australia’s far north, has dipped to zero-or-below 10 times so far, the most in at least 30 years. This beats the previous winter record of nine, set in 1997.

    A similar story can be told for much of the outback due to very dry air and dominant high pressure systems over the region. The highs have been generating mostly clear and calm weather for long periods, allowing it to get cold on many nights and mornings.

    A high pressure system looks like being a feature for at east another week, enabling the development of further frosts almost every morning.

    This is making life tough for campers and those getting up for work each morning.

    With more than 40 nights of winter to go there’s a chance that Alice Springs will get close to its record of 44 freezing nights, set in 1976.

    – Weatherzone

    1. I deny that man is the reason binehd any kind of global climate change so you are then. 5 minutes ago you denied you were a denier. you deny habitually it seems. There is plenty of information around for both sides of the debate should we consult the staggering amounts of mis information’ from creationists in the evolution debate’ too? by very long cycles caused by earths position in the solar system. evidence, and explain why c02 doesnt work’. otherwise, faith

  3. Global temperature has been going down since 2002 and will continue to do so for the next 50-60 years. CO2 had and has no effect on global temperatures since its’ concentration is so great it has saturated it radiative forcing effects. How thick does a pane of greenhouse glass need to be for maximum warming effect. Not very and it’s the same with CO2. Another gas which is no longer produced caused all the warming and is slowly being destroyed by cosmic rays,hence the stop in warming and the start of cooling 12 years ago.

  4. Does anyone have practical solutions for preparing for this kind of scenario? Ones that individuals can use to imcrease the safety of their families and their neighborhoods. Thanks.

  5. R, I bought your dvd a couple yrs ago, my question today is that I have an opportunity to purchase a home in Bass Harbor, Maine, right on the water, based on your research, this would be very fool hardy, right? I have forgotten about your info until I noticed this recent WND email. what is your time line for Maine and the rest of the NE???

    1. Hi Judy, All I can do is give you my opinion. I reiterate; opinion, not fact. I think we’re headed into an ice age right now, so personally, I wouldn’t do it. But if I’m off by 50 years, you might miss a great deal. Let’s face it: In geological terms, 50 years is less than a snap of the finger. (I have a feeling that this probably hasn’t helped very much.)

  6. Chad you might want to investigate the idea that below the soil it tends to remain around 50 to 60 degrees beyond 10′ or so.

  7. a few of my favorite links:

    I first learned AGW was a fraud here.

    lots of peer reviewed material, spiced with occasional political commentary.

    daily survey of a wide range of material on environmental issues.

    reliable source of material exposing alarmist disinformation.

    Danish Arctic Sea Ice Extent plot of current vs recent historic.

  8. One site you have missed, in this list
    this contains live volcano & earthquake data, last time a few months ago white island was rumbling, really interesting to watch, and keep up with associated earthquakes, a little scary for family in region.

    love your site.
    Always recommend to global warmists, I say just check it out, and also look back a few years to what Robert has to say, always consistent with his theories, quite a change from warmists, err sorry global change, errr sorry, wait for the next ????

  9. Another weather site

    Bureau of Meteorology, Australia.

    Lots of information.
    Rain Radar’s, Satellite images, Weather maps, broken down by state, Global, Antarctica,
    Tsunami warnings, Cyclone Warnings, list to long

    Need to break down lists into Volcano’s & Earthquakes, Weather, Other, as lists getting to long to be useful if looking for just one area ie Volcanos.

    Hope this some help

  10. Sunrise on Channel 7 au, this morning has shown snow falling in Orange a town west of Blue Mountains,in New South Wales.
    Tomorrow morning is predicted to be even colder, makes for an interesting winter here in Australia.

  11. The Researcher Dr. Svensmark theory is as follows. As the Sun Flat Lines we see less Sunspots and the Solar wind is reduced also the Suns Magnetic shield weakens. This allows Cosmic Radiation in the form of heavy ion’s such as Iron and Gamma radiation from deep space objects, to penetrate down to the troposphere Ionising small particles and causing them to attract each other and becoming large enough for water vapor to condense upoun. This Increasing cloud cover. Cloud ‘s reflect the suns short wave radiation, back into space. thus there is a decrease in net solar input. See “Cern CLOUD” experiment. Water Vapor is the Largest Green house Gas at 4% Co2 is .039%. Google “Cern Cloud Experiment”.

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The next ice age could begin any day


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The 4th generation iPad mini was announced September 9, 2015 and shares much of its hardware and design with the iPad Air 2 but in a smaller package. This generation kept the 2048x1536 resolution display and the the Touch ID finger print sensor. Available case colors are gold, silver, and space gray.


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The IMP is a medium-sized research institute with approximately 250 staff members. It is privately owned and legally organised as a company registered in Austria. The IMP’s structure is rather simple, comprising research groups, services, and the management. In addition, an advisory board steers scientific issues and a supervisory board reflects the ownership structure.

The IMP is comprised of approximately 250 people, of which about 200 are scientists in one of the 15 research groups or scientific services; about 50 colleagues work in administrative roles. The IMP’s management includes one Managing Director Science and one Managing Director Finance and Administration.

The Scientific Advisory Board and Supervisory Board (“Beirat”) play important roles in steering the strategy of the institute and reviewing its work. The Scientific Advisory Board is composed of distinguished scientists, while the Supervisory Board includes representatives of Boehringer Ingelheim and the IMP.

The IMP is embedded into the Vienna Biocenter (VBC) and cooperates on various levels with different entities that are also VBC members.

IMP Organigram


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Sam confronts Tess over her knowledge of Cat and Frankie’s affair. Lexy discovers the identity of her stalker and Sadie maneuvers through her little love triangle.


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Australia's #1 industrial directory for equipment & suppliers

Banlaw Vent system

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The Banlaw Vent system provides overfill protection to determine the refuelling systems shut off level. Banlaw Vents are made to suit operating conditions and customer needs and are constructed from high grade materials to guarantee the product's strength and durability.

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Banlaw Vent system

The vent mechanism guarantees sealing under filling, and prevents fuel spillage or leakage from the tank in a variety of conditions such as inclination.

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The Banlaw Vent also ensures that the small amount of pressure in the tank at shut off is dispersed and the tank is quickly returned to atmospheric pressure.

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Australia's #1 industrial directory for equipment & suppliers
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Offsite Engineering Services

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BigTrac is able to provide answers for all off your engineering needs – fabrication, boiler making, coded and pressure vessel welding with all material types.

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Meaning of Fifth Monarchy Men

Fifth' Mon'archy Men"

Pronunciation: [key]
— Eng. Hist. Eng. Hist.
  1. (during the Commonwealth in the 17th century) a militant sect of Puritans who identified the fifth monarchy with the millennial reign of Christ and who believed they should help to inaugurate that reign by force.
Random House Unabridged Dictionary, Copyright © 1997, by Random House, Inc., on Infoplease.


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Lyssa Adkins and Michael Spayd on the Role of the Agile Coach
Recorded at:

| Interview with Lyssa Adkins Michael Spayd by Kevin Brennan on Dec 23, 2011 |

Bio Lyssa Adkins’ book, Coaching Agile Teams, set a new high water mark for the practice of Agile Coaching and is ranked among the top 10 Agile books. Michael Spayd’s Agile Enterprise model shifts agile to the organizational world of culture, change and leadership. Both experienced as agile coaches and professional coaches, they have combined to help take the world of Agile Coaching to new heights.

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The Agile Alliance organizes the Agile series conference, which bring together all the key people in the Agile space to talk about techniques and technologies, attitudes and policies, research and experience, and the management and development sides of agile software development.

1. My name is Kevin Brennan and I'm an editor of InfoQ and this is part of our series of interviews conducted at Agile2011. In this interview we'll be talking with Lyssa Adkins and Michael Spayd. Lyssa and Michael are both professional coaches as well as experienced Agile coaches and they are the co-founders of the Agile Coaching Institute. Lyssa is also the author of the book Coaching Agile Teams. Thank you both for being here today. The first question I'd like to ask you is: Can you tell me a bit about what an Agile coach does because for people who are familiar with standard frameworks and methodologies of Agile that's not a role that appears in most of them but one that's becoming more and more common?

Lyssa Adkins: You know Agile coach is a word that we just use generically because almost every corporation has their own version of these words. They'll say "XP coach" or "Scrum Master" or "Agile Project Manager" or something like that. So, Agile coach is just the generic kind of form of all that. And we're not really religious about which form or the word we use. What we care about Agile coaches that helps teams move beyond just the getting the practices up and running and into helping teams on their joyful and deliberate pursuit of high performance. It's really going beyond what we would consider as a basic Scrum Master or XP coach for example.

Michael Spayd: Though also getting teams up and running is important, it's something that needs to happen and people in the industry mean by Agile coach all those kind of things. It is, as Lyssa is saying, a pretty broad range of definitions. The word "coach" is interesting too because it's such an overloaded term. You know, it means sports coach to some people, it means professional coach - like a life coach or an executive coach to some people, and it means kind of you having coaching by your manager which really means telling you what you need to do or you are going to get fired.

Lyssa Adkins: You know when the manager calls you into a conference room or in their office.

Michael Spayd: And gives you "coaching".

Lyssa Adkins: Yes that kind. So you know the word is very overloaded.

Michael Spayd: And that's created some confusion around what Agile coaches do and a really wide range of activities they do. We've done some writing about that and talked about all the competencies that Agile coaches need to have. But basically they stand in a position or work in a position that's kind of like a team leader in a certain way and kind of outside the team, helping the team, serving the team, and helping the team become a better team. Not like doing things for the team, not getting and making all the decisions for the team - anything like that, but really trying to help the team become a better team.

Lyssa Adkins: Yes, by holding up the mirror of accountability to the team. So it's also not this really weak role of "Oh, I just you know get coffee and slide pizza under the door every so often and they are in there and they are doing it all by themselves". It's really not that at all, it's actually a very "hard" may not be the right word, maybe "challenging" is the right word - the role of an Agile coach. Really holding up that mirror of accountability is saying "You know, no actually, I'm not going to allow you to cover up your dysfunctions and pretend like it's Agile. No, that's not the game we're playing and so we're going to look at that". So it's not just like "Oh, it's so soft and coachy" - not like that at all.

2. What does it take to be effective as an Agile coach? One of the things you both mentioned to me before the interview is that you are trying to work to professionalize that group of people and help identify the competencies necessary to be effective in the role. So what are those competencies?

Michael Spayd: Well they come from, and this is where the term Agile coach is both overloaded and really big actually, there's a lot of things to do as an Agile coach. So we look to impart facilitation, like professional facilitation and having skill at being a neutral facilitator of meetings and events (you know games whatever it is in the Agile environment). And help leading teams through that without getting involved in the content without voting on "Oh you should do this way" but actually helping the team get better themselves.

A related thing to that is, what I mentioned before, what we call the world of professional coaching which is like a life or a leadership coach that doesn't give you advice, that helps you find what's really important to you, your values and helps you get more of that. And that's specifically one of the things that Lyssa and I are trained in and that we're specifically wanting to bring into the Agile world. You want to talk about some of the others.

Lyssa Adkins: Yes, because on, kind of on the other side of the coin of that place of facilitator - coach where you're holding the process for people to accomplish more rather than being an expert in the content, so that's the coaching of facilitation piece. On the flip side of that coin are teaching and mentoring. And in that case you are absolutely the expert of what you are trying to convey to someone otherwise you won't to be able to teach or mentor them. And both of those things are useful competencies and important competencies for an Agile coach to have as well.

And we think of mentoring as being more of that thing that happens one-on-one where you're really helping the other person strive to be a better version of who they are today. And still in that case you're offering your experience, your stories, your resources - all those sorts of things to help them on their way. And we think of teaching being a slightly more formal thing: at least two or more people where you are imparting information and helping them also access it in a way that makes sense to them.

So teaching is also about knowing how and when and what to teach and how to make it bite sized so that they can get the most out of it for what's happening now. So that's the teaching and mentoring piece. And then there are a few more.

Michael Spayd: The thing that most people think about when they think about an Agile coach is what we call an Agile-Lean practitioner, so knowing about the Agile processes, knowing how the values relate to the principles, relate to and generate the practices, how you innovate, how you modify them in a consistent way - that sort of thing - so all the world of knowing all about Agile and Lean. That's one big, big piece but it's definitely not the whole shooting match.

Lyssa Adkins: Yes, and if you look at how much training we have in our Agile community so far you see that the vast majority of training and attention has been on just that one wedge. That absolutely is critical for an Agile coach but is not the whole shooting match - its one wedge. That Agile and Lean practitioner - a place of having lots of techniques, Agile and Lean techniques to help teams.

3. How then does an Agile coach help transform a team, or even more than a team, help transform an enterprise or the organization? What role do you coaches play in that kind of change?

Lyssa Adkins: I think the predominant role we're playing now is helping coaches create awareness in themselves of which of those disciplines (we didn't even go through all of them but we've gone through a good number of them) they have solidly and which they don't. And how at any given moment they will choose which one serves the purposes of the transformation best.

Michael Spayd: So making for an Agile coach in terms of transforming or working with a team they have to draw on this pallet, if you think about this, because coaching, facilitation, teaching, mentoring, Agile Lean practitioner. It's like a pallet of colors that you are painting with so to speak, and the art of it, in a lot of ways, is which one do you choose at which time to help an organization make this transition.

Lyssa Adkins: And having said that though, we recognize that transformation is about "transformation". Which means you can't consult your way into it, you can't cajole someone into it, you can't make them do it. It's a lot about each individual person and how that radiates out to a whole organization. So, in the center of all of those disciplines is this thing we call the coaching stance. Which is very much just like a home base that an Agile coach comes back to as a way to help activate in other people their next positive steps towards the transformation they see needs to take place. And that's how the results stick. That's how an organization continues to transform once the Agile consultants have left the building. And that's an important thing for us. I guess the higher calling of why we're together is that Agile is this incredible positive transformation virus. It is unleashing a wave of positive change everywhere that it goes. And we believe that Agile coaches when they are well equipped are powerful transformation agents to help that virus spread in a positive and useful way. Not only for people but also for products.

Michael Spayd: I was going to say, and one of the ways that we think it doesn't work very well to facilitate transformation, is to be a zealot. And some of that passion is great.

Lyssa Adkins: Oh yes, passion is always great.

Michael Spayd: But when it becomes a "You're bad if you are not doing Agile the right way" or "You're stupid if you are not doing Agile the right way", it becomes very self-defeating. And you know people in organizations don't like to be told that they're stupid. That doesn't win them friends.

Lyssa Adkins: Well, and they may seem like they are going along with you for a while and it may seem like everything's great, but then you notice that as soon as you leave the glass doors over the front atrium that they just go back to the way they were before. And that's a pretty bad place to be. That's a negative outcome that I think a lot of Agile coaches find themselves in whether or not they're internal to their organization or an external consultant that's kind of falling back to older ways.

There are probably lots of reasons for it. One that I can think of, that I see often, is that the people did not actively choose their own actions. And only when people choose actions that resonate with them, that are thrilling to them in some way, that can give them something personally, will they actually do it. And so that's why this coaching stands in the middle of all of these, this pallet of skills, is useful because that coaching stance is coming back to the belief that we need to activate that sort of discovery in each person and help them choose rather than telling them the right way.

4. How can an Agile coach then reinforce the behaviors that will keep the transformation going after they leave the building, especially if you are a consultant? How do you make that happen?

Lyssa Adkins: I would say model it. So let me just start with there and it sounds like you've got a thought brewing. One of the biggest things is modeling what a good Agilist looks like and does and actually doesn't do. There is a way of being that people notice and they notice how these great Agile coaches who are modeling what it means to be Agile are different than everyone else in the organization running around like chickens with their heads cut off - or whatever happens to be the reality in the organization. And so that is a way to instill it without actually directly addressing it or trying to make it happen in other people.

Michael Spayd: Another thing I would say in terms of having it stick over the long term is finding the kind of delicate sweet spot between... a company and individuals on teams need to make Agile their own in some way. They need to be out of the straight jacket of "it's got to be exactly a certain way" on the one hand, and not go so far that they adopt and adapt everything in Agile to compensate for their weaknesses, or things they don't want to see like you know, "Well we don't really have Product Owners here because the business doesn't really care about these projects enough to assign somebody".

Well that's kind of an organizational dysfunction, not something that you want to reinforce. So that would be an example of going too far with the adaptation. "Oh well, so we gave up having Product Owners. No, that's not a good idea." - But on the other hand it needs to be not some rigid by-the-book kind of a thing because if you let people find their own way with it and make it an authentic expression for them, then it will last. I mean just by definition pretty much, as opposed to it's your idea and you go out of the door and then they stop doing it.

Lyssa Adkins: We see this a lot in the coaches we coach. So we coach Agile coaches who are all over the globe and we coach them in small groups called coaching circles and mentor groups and we also coach them one-on-one, and of course we have classes that teach them you know 20-30 people at a time. And what we see in them is kind of the either of the extreme, like the real dogmatic, saying it has to be this way, they can never change it. Well actually when a team gets mature enough, changing the formula of the standup could be a very useful thing if they know how to do it in keeping with keeping the values and principles underlying standup healthy and strong. And that's how you know the team is mature enough to do it.

And we see the other extreme too, "Well I don't know what to do you know Lyssa, Michael give us some advice because you know we don't have product owners and basically I'm, you know, kind of playing that role and being the scrum master" and we look at these people and we say, "What do you stand for then?" I mean you actually need to know as an Agile coach what you are unwilling to tolerate. What is your basic definition of Agile done well? And at least until the team is mature enough to be able to change things safely, you know, be the referee, hold the rules.

So, boy we see a lot of the two extremes. And however I have to say, once having created awareness around that for coaches and having them look at themselves through a lens like that, I don't think it takes too long before they start to really see how to do this delicate balance that Michael was talking about. Then they become really powerful. We like them when they're like that.

5. If people want to become more effective as Agile coaches, what problems are you seeing that hold them back that keep that and from moving into that role and being a change agent?

Michael Spayd: One, just not knowing that there is a whole range of skills that they could draw from that would be useful to them. Just unconscious incompetence, the first level of a learning model, I mean, "I don't know what I don't know" that would help me.

Lyssa Adkins: Yes, and because of that, of course Agile coaches are where they are because they're good problem solvers. Right? And this is how managers grow up through organizations too: they're good at solving problems. Well guess what? In an Agile scenario a team needs a coach to solve their problems much less, probably very little, but instead build the capacity for the team to solve their own problems. And so this is like a major, fundamental shift and really an identity crisis that a lot of Agile coaches go through on their own path towards becoming a great coach, is this idea that I'm going to coach instead of telling you what to do.

Michael Spayd: Yes that's a really hard one for people to let go of. And when we run a class and have people go through that we have them move from problem solving, advising, mentoring kind of approach, to a coaching approach - like helping the person find their own answers, and it's shocking to them a lot of times. It's hard for them. They find great power in doing it - but it's difficult.

Lyssa Adkins: And then, when we have them go back into mentoring but with the spin of checking in with the other person to make sure the other person actually does want to do this thing you've suggested they do, for example, kind of the blend of the mentoring and the coaching approach, we say so "How do you like it? You know, how do you like going back to problem solving and telling people about ways to solve this and mentoring them?"

And some of them are like, "Phew! Gosh it's such a relief, I'm so comfortable here. Yet I know, that there's better ways of doing this." And some people say, "Yes, I didn't like it so much. I mean, I thought for sure I'd love getting back to that and actually I see ways in which I've been standing in people's way". So that's a little bit of the revelation that often happens when we teach the classes for Agile coaches.

6. We talked a lot about the Agile coache's role with the team, but are there cases where the Agile coach needs to help the organization around the team succeed as well?

Michael Spayd: Yes, good question. Yes, absolutely. So, the team is the place that the Agile coach starts and until that relationship is going reasonably well, probably they don't want to focus on things around, but they absolutely want to do some coaching and work with the manager of the team.

Lyssa Adkins: Or managers of the people and team.

Michael Spayd: Or managers. With some of the stakeholders of the team, the product owners, kind of what I think of as their backend almost, the people - the stakeholders that they represent as the product owner, and maybe the sponsor of the project, and then potentially into - it depends on what you're doing if you're team coaching verses if you are enterprise coaching. If you're enterprise coaching you might go out and talk to HR, to facilities, to finance.

Lyssa Adkins: Yes, to the executives. And this, what you're talking about is a maturation of skills. So there definitely is this place of "I'm newer to Agile. I don't really know exactly what my boundaries are as a Scum Master or an XP coach or something and so I'm going to just focus on this team or this couple of teams." And that's kind of a level of a team coach. And then we get to a coach with some serious facilitations skills, professional coaching skills, training or mentoring, it's more of what we've outlined as some of the disciplines for an Agile coach. And they start to move beyond the boundary in a very useful way in order to clear the way for the team and in order to help the organization get better, and so that would be a master team coach.

And also at that level they're probably apprenticing other Agile coaches in the organization. And beyond that, these are the transformation agents, the people that we think of as enterprise coaches. They're people with serious skill in professional coaching - probably in organization or some other systems kind of coaching, as well as individual coaching. They probably have organization development knowledge and how people in organizations change kind of knowledge, and they're able to go the entire stack of the organization to help the whole organization embrace Agile as a mindset and a way of doing business.

And that's really what we are aiming toward because we notice that Agile is this transformation virus, as I said earlier. And it's just a shame that we end up implementing it as some alternate project management methodology - which is probably one of the weakest expressions of it we could possibly have. It's our belief that if only coaches knew what they didn't know and then they could connect the dots and say, "Ugh! I wish I had known that then I could have really helped in this situation", then we start to create people who can really participate with their organization in their organizations transformation.

7. So, when I want to move from, you know, my focusing on the team to focusing on the organization, what typically are the first steps that I would take to get that buy-in from the wider world around me, that I should take on this role and help them grow?

Michael Spayd: So, moving from the team role to the more enterprise role that you're asking?

I think that that needs to be driven largely by the organization, not by me. Not by my desire but by my picking up the signs that the organization is ready. So for instance, you get organizations where somebody in some other department suddenly is curious about Agile and wants to have a conversation with you or something. So of course you support that. You go out and talk to them and ask them, "So what's of interest to you about Agile? Is it something that would be useful for you?", but in a soft kind of way, not in a persuasive like I'm going to convince you kind of a way, but in an exploring, open, curious kind of a way.

So you look for those signs in the rest of the organization that they're interested in what's going on or they want some of the thoughts. And conversely, I think you look for the places where it gets stuck in the rest of the organization that provide big obstacles, big road blocks to the Agile implementation. And then you go explore that, too. You go again with curiosity and openness and go understand what's going on from their point of view.

Lyssa Adkins: You know you are reminding me of the phrase "change your organization" or "change your organization". Because I do see the opposite too of all of what Michael said but there are a bunch of frustrated Agile coaches out there and they see the potential. They see how their company could create remarkable products that actually make a difference in the market place. They see how they could go beyond just this rote implementation of Agile as a tool and they are like "Oh, how can I make this happen in my organization?" and when they hit up against the wall enough times then they start saying "How can I let this happen for me?"

And so that's when they might go change their organization - as in change who they work for. And I see that a good amount of time as well that to grow they decide that the place they're in isn't going to do it for them, and they grow elsewhere.

8. Where do you think coaching is going? Do you think the awareness of coaching will continue to grow and that more and more companies will accept the need for coaches? And where would you like to see that go in the next five years?

Michael Spayd: I think that there's kind of two opposite trends: on the one hand, I think that there is a pressure or a view sometimes that coaching is overhead, and we don't need so many, that we need to cut costs, yada yada yada. That's one pressure. And the other is the pressure of our Agile teams are not doing as well as we thought they would, or not doing as well as they did when we first started or something like that. And the answer to that a lot of times is coaching. I don't know where that would end up. I think that coaches will become more and more effective over time, just better. There's a lot of forces in the industry that think that from my point of view.

Lyssa Adkins: I don't know and I really don't have a grand sense of where I'd like it to go. Instead of me having a vision of where I'd like it to go, I'd like to just be here with this community, notice where it is going, and ask myself the question and invite Michael to the inquiry with me of what is it that we can offer that assists them on their journey? And now of course we won't tolerate either so we won't go certain places to where we think it's not in line with our integrity about what an Agile coach is and does in the world, and what their purpose is. But in general, I'm looking more toward assisting the growth as it follows its own path than trying to make it be a certain thing. What's true for you?

Michael Spayd: Yes, and also for at least those coaches that are motivated too, I think that we both share really wanting a level of coaching to be a lot better, and particularly in the area of professional coaching and that there's so much power in that approach for this world, and this world doesn't know a lot about it. They're learning a lot more. There's a lot of people actually actively pursuing professional coaching training right now.

Lyssa Adkins: Yes, indeed.

Michael Spayd: Which is cool. The bigger trend though... yes, I would agree with you. I don't know where it's going to go.

Lyssa Adkins: Yes, I don't really like, we don't have like a five year projection of how many Agile coaches we need to train by a certain time or impact in a certain way. And in fact, it really it's not probably going to be a big slice of this community that cares about what it is we offer. It's a smaller slice, but that slice of the community is going to be exceptionally impactful to everyone that they encounter.

Michael Spayd: I certainly hope so.

Lyssa Adkins: Well, we see it now don't we? It's amazing the impact the coaches that we have had the fortune to be involved with. It's just amazing what they are able to do.

9. For our last question: if there's one piece of advice that you'd give to coaches out there about what they should learn, or what they could do, or how they could help become more effective as coaches, what would it be?

Michael Spayd: I would say look at the range of things that there is for Agile coaches to do, and think about the one place where you can make the biggest impact. Don't try to be able to do everything really well. Think who you are, get a frame of all the choices there are and then decide this is where I need to maybe not even improve, maybe I'm already strong there and I'm going to be great there. But choose one or two places not five or six.

Lyssa Adkins: And be conscious about it and be creating awareness about how you are showing up with your teams, with individuals that you coach, with the wider organization. And get feedback on your impact which is part of being conscious about it so that you can know kind of where am I today and where am I aiming - which is the piece that you are bringing up. And stay in action, I would just say stay in action, whatever it is, stay in action.


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• eastendbrewingNo this isn't a poster for the new Justice League movie, it's from our last Between Two Fermenters talk! Everyone is listening intently to a question from the audience, while secretly thinking about drinking more BiggerHop. Experience this fun for yourself at our next B2F event, sponsored by Yelp Pittsburgh, on Tuesday April 25 with Al Kominski of Pizza Boy Brewing, Caroline Moore author of Punk Rock Entrepreneur, Scott Smith, and moderated by Hal B. Klein, all part of Pittsburgh Craft Beer Week. $10 gets you two beers and the talk; Tickets on our event page (link in bio) #biggerhop #toomuchbiggerhop
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Writing as a Visual Art (PB)
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Price £20, $28.50
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ISBN 9781841500294
Paperback 192 pages

Published May 2000
Imprint: Intellect
Books by Graziella Tonfoni
Books in Visual Arts
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Writing as a Visual Art offers a revolutionary approach to writing by exploring a visual and multidimensional experience that is fun and common to people's experience.

Clearly written and liberally illustrated chapters show writing text as being akin to creating a drawing or painting, or designing a structure. The result of discoveries made during ten years of research in the fields of linguistics, cognitive science and artificial intelligence, the author's findings have been successfully applied in education programmes in Italy and the rest of Europe, as well as in workshops in the United States. Writing as a Visual Art is for readers at all levels. Now available in paperback, it offers a new way to think about the process of writing, and the visual tools for creating text, while giving encouragement for writing to be seen as a natural, enjoyable and effective way of communicating.

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Are you looking for a Administration internship in Des Moines, IA? Administration internships are the best way to bridge the gap between going to school and landing great job. Internships can help provide valuable work experience by learning the ropes from more experienced professionals. At the end of your internship, you’ll have relevant experience to help you decide if starting your career in the field of your internship is the right choice for you. It also helps that 7 out of 10 internships result in a full time job offer, which means interning in Des Moines, IA can also serve as the foundation to landing a full time job in that city after graduation.

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Winter 2015 Jewelry Stringing Guidelines Posted!

It is hard to believe we are already posting guidelines for 2015! With that being said, we are excited to announce our themes and guidelines for the Winter 2015 issue of Jewelry Stringing magazine!

Star Struck

Star motifs can be seen on everything from clothing to shoes to housewares this season. Submissions in this category should incorporate stars in some manner, whether star-spangled patterns or bold in-your-face components. Consider mixing them with elements of sophistication or even a touch of sparkle for a trendy, fashionable look. Feel free to choose star elements in gold, silver, or white, but please work within the color palette when selecting the other components in your design.

See our Pinterest inspiration board for this palette HERE.

Delicate Femininity

As a contrast to the chunky, bold accessories that have been on trend for months, we’ve been drawn to delicately dainty, ultra-feminine necklaces. Jewelry you submit to this section might have barely-there chains, pretty stones, or feminine pendants, for example, but don’t let that impede the style—we’re still looking for stylish pieces that have presence in a delicate way. Think demure with an accent of color—lacy and feminine or sweet and sparkly. Submissions in this category may include a single necklace, or a set of 2 or 3 dainty necklaces that can be layered and worn as a set.

See our Pinterest inspiration board for this palette HERE.

Quick and Easy

With the upcoming holiday gifting season in mind, we’ve created a section representing jewelry that is budget-friendly and can be made in only a few hours, but doesn’t necessarily look “quick” or “easy.” The pieces in this category should be interesting and well thought out, yet demonstrate that you don’t have to spend a lot of dough to create something that’s stylish and wearable. (Submissions in this category should be made with components totaling $40 or less, not counting the prices of beading wire or common findings, such as jump rings, crimp tubes, head pins, etc.)

Spotlight on Black

Black has been named one of the key fashion and jewelry trends for 2014. On the runways, we’ve seen it on its own and mixed with accents of gold or other pops of color. While black clothing and accessories are often perceived as formal, consider giving your jewelry design a modern twist. The pieces in this section should be predominantly black, but should include a splash of metallic or neutral color—think gold, silver, beige, browns, or grays.

See our Pinterest inspiration board for this palette HERE.

E-mailed pre-submissions are due June 9th, 2014; physical submissions are due June 23rd, 2014.

For the rest of our submissions instructions and specifics, please read through our Contributor Guidelines in their entirety HERE.

Winter Jewelry Stringing Submissions
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Fiduciary Loyalty

Protecting the Due Performance of Non-Fiduciary Duties

By Matthew Conaglen

Now available in paperback, Fiduciary Loyalty presents a comprehensive analysis of the nature and function of fiduciary duties. The concept of loyalty, which lies at the heart of fiduciary doctrine, is a form of protection which is designed to enhance the likelihood of due performance of non-fiduciary duties by seeking to avoid influences or temptations that may distract the fiduciary from providing such proper performance. In developing this position, the book takes the novel approach of putting to one side the difficult question of when fiduciary duties arise, in order to focus attention instead on what fiduciary duties do when they are owed. The issue of when fiduciary duties arise can then be returned to - and considered more profitably - once a clear view has emerged of the function that such duties perform. This analysis has both practical and theoretical implications for understanding fiduciary doctrine. For example, it provides a sound conceptual footing for understanding the relationship between fiduciary and non-fiduciary duties, highlighting the practical importance of analyzing both forms of duties carefully when considering fiduciary claims. Further, it explains a number of tenets within fiduciary doctrine, such as the proscriptive nature of fiduciary duties and the need to obtain the principal's fully informed consent in order to avoid fiduciary liability. Understanding the relationship between fiduciary and non-fiduciary duties also provides a solid foundation for addressing issues concerning compensatory remedies for their breach and potential defenses, such as contributory fault. The distinctive purpose that fiduciary duties serve also provides a firm theoretical basis for maintaining their separation from other forms of civil obligation, such as those that arise under the law of contracts and of torts. Fiduciary Loyalty was the winner of the 2nd SLS Peter Birks Prize for Outstanding Legal Scholarship 2010.

332 pages

Publication Date: 8/24/2011
Format: Paper
ISBN: 9781849462143

Available in other formats


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Upon completion of development period and launch of your project we offer you to proceed to the support stage. The support includes:

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Senior Web Developer

Are you a passionate and experienced web developer driven by following your projects through? Do you want the chance to work with the latest standards and technologies in a department in constant development?

Then you could be the one we are looking for to help us make, and the best online shop in the world! We offer an opportunity to work in a results-driven environment with room for personal development and plenty of challenges.

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Our E-commerce department is dynamic and young at heart, driven by the ambition to become a leading online shop within the fashion industry. You will join our in-house digital team and become part of a group of elite designers and developers striving to consistently deliver high quality sites and projects.

The job

As Senior Web Developer, you will be a part of the team building the frontend of our online presence with a focus on great user experience and usability. You will work with all aspects of our online universe, and you will be involved in your projects from start to finish.

Your tasks will include:

  • Building new features in the frontend and integrating them in the backend of our websites using i.a. SASS and Javascript
  • Working closely with the UX team to support and improve the user experience
  • Improving performance, standards & SEO to always adapt to the latest standards
  • Conducting code reviews, pair programming and writing automated tests
  • Implement Continuous Integration and Continuous Delivery practices
  • Sharing knowledge with your team members

  • At least 3 years of experience working as a web developer
  • Excellent XHTML, SCSS and templating skills
  • Experience with mobile first and style guide driven development
  • Experience with JavaScript or alternatively another object oriented programming language
  • Knowledge of software design patterns and principles such as DRY and SOLID
  • Experience with test driven development, continuous integration, continuous delivery and DevOps
  • Experience with Scrum, Git, Grunt, Bamboo, JIRA and Demandware is an advantage

You are passionate about what you do, get a kick when the project you have worked on is launched, and you enjoy challenging yourself. One of the key values in our team is to constantly expand our knowledge and skill set, so you have a passion for learning. Furthermore, you are motivated by utilising new technologies and techniques to ensure that our sites and projects are cutting edge.

We look forward to hearing from you

If you have any questions regarding the position, feel free to contact Steffen Simonsen on +45 29 70 79 78. Otherwise, please send your application and CV along with relevant examples of your skills and previous projects as soon as possible and no later than 9 January 2017.

JACK & JONES makes it easy for fashion conscious men to reflect their personalities through their clothing. Our seven brands – ORIGINALS by JACK & JONES, CORE by JACK & JONES, PREMIUM by JACK & JONES, JACK & JONES TECH, JACK & JONES VINTAGE CLOTHING, JACK & JONES JEANS INTELLIGENCE and JACK & JONES FOOTWEAR - have different target groups and looks and together they represent every aspect of a man’s wardrobe. All of JACK & JONES brands reflect current trends and offer relaxed and cool designs with super fits and the most innovative treatments.

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Ants build cheapest networks

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Ants build cheapest networks

Supercolony trails follow mathematical Steiner tree.

An interdisciplinary study of ant colonies that live in several, connected nests has revealed a natural tendency toward networks that require the minimum amount of trail.

Researchers studied ‘supercolonies’ of Argentine ants with 500, 1000 or 2000 workers to identify methods for self-organising sensors, robots, computers, and autonomous cars.

They put three or four nests of ants in empty, one-metre-wide circular arenas to observe how they went about connecting the nests.

As with railway networks, directly connecting each nest to every other nest would allow individual ants to travel most efficiently, but required a large amount of trail to be established.

Instead, the ants used central hubs in their networks – an arguably complex design for creatures that University of Sydney biologist Tanya Latty described as having “tiny brains and simple behaviours”.

Ants model a Steiner minimum tree. Credit: Tanya Latty et al
Ants model a Steiner minimum tree. Credit: Tanya Latty et al

“We found that ants almost always made networks that minimised the total amount of trail, consistent with optimisation at a colony level, rather than at an individual level,” Latty told iTnews.

“In many cases, they did a remarkable job of making networks that looked almost exactly like the mathematical shortest path, called a ‘Steiner tree’.”

Argentine ants form trails by tapping the ground with their abdomens to leave behind trails of pheromones that attract other ants.

Because pheromones evaporate over time, trails have a “maintenance cost” of worker ants that continuously march along the trail to lay down pheromones.

Kai Ramsch and Martin Middendorf of the University of Leipzig’s Parallel Computing and Complex Systems Group hoped to apply the ants’ networking methods to organic computing systems.

“Clearly, in order to work together the components of an organic computing system need to be connected,” said Ramsch and Middendorf, who collaborated with Latty for the study.

“Hence, a central question is: How can many components be connected by a network that is formed by the components themselves in a self-organized way?”

In a separate study of Argentine ants last year, University of Sydney biologist Chris Reid speculated that ants and their pheromones could be modelled by data packets that left behind a line of code that expired after a set period of time.

The German computer scientists noted that the digital “evaporation rate” of artificial pheromones would be varied according to speed, distance, number of information packets and network structure of a computer network.

“It is necessary to change the evaporation rate for the artificial pheromones so that they fit to application,” they told iTnews in an e-mail exchange. “This can be simulated with our models.”

A network in four hours

The team found that ant colonies completed the majority of network formation within their first two hours in the arena.

Each experiment lasted a total of six hours, although very few topological changes were observed after four hours.

Latty said she initially suspected that the ants were building low-maintenance networks because they had too few resources to directly connect each nest.

That theory was deemed unlikely, when the researchers found larger supercolonies dedicated their additional resources to building paths that essentially improved the robustness of the network.

A Steiner minimum tree with one extra edge. Credit: Tanya Latty et al.
Steiner minimum tree with an extra edge. Credit: Tanya Latty et al.

The researchers hoped that their study of ant colonies would also yield “self-healing” organic computing networks, since nodes were controlled individually and not by a central control unit.

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All The Days Before Tomorrow

Comedy . Drama . Romance

Wes is awakened in the middle of the night by an unexpected phone call. It’s Alison, the girl who could have been, who is flying home to Tokyo in the morning and wants to come by for a night of reminiscing before she goes.

Actors: Joey Kern , Alexandra Holden , Richard Roundtree , Yutaka Takeuchi
Directors: François Dompierre
Country: USA
Release: 2007-04-01
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Amarnath to Periyar Nagar

flight price shown is indicative one-way fares, actual may vary | train price shown is for reserved seat / berth | layover time mentioned is for the fastest route in the layover category, it might change as per your traveling dates.
Fare of Rajdhani, Shatabdi & Duronto may change due to Railways' surge pricing. Know more
I hope you get good sleep along the way coz this might take long
Amarnath (Jammu And Kashmir) to Periyar Nagar (Tamil Nadu) distance is 2400 km and you can get there by car + train + car in just over 30 hours and 7 minutes with fares starting from ₹ 2580. The weather at Periyar Nagar is varying from "nice" to "hotter than nice".
Periyar Nagar
Travel Guide


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Ambala to Hassan

flight price shown is indicative one-way fares, actual may vary | train price shown is for reserved seat / berth | layover time mentioned is for the fastest route in the layover category, it might change as per your traveling dates.
Fare of Rajdhani, Shatabdi & Duronto may change due to Railways' surge pricing. Know more
I hope you get good sleep along the way coz this might take long
Ambala (Haryana) to Hassan (Karnataka) distance is 2517 km and you can get there by train + train in just over 45 hours and 53 minutes with fares starting from ₹ 988. The heat there will make you sweat, but it's surely bearable.
Travel Guide


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Berlin to Antananarivo

flight price shown is indicative one-way fares, actual may vary | train price shown is for reserved seat / berth | layover time mentioned is for the fastest route in the layover category, it might change as per your traveling dates.
Fare of Rajdhani, Shatabdi & Duronto may change due to Railways' surge pricing. Know more
Hmmm ... what an exciting journey this seems to be!
Berlin (Berlin) to Antananarivo (Antananarivo) distance is 8591 km and you can get there by flight + flight in just over 13 hours and 47 minutes with fares starting from ₹ 50239. You'll need a warm blanket at night !
Travel Guide


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Racor Parker Racor Logo

Racor Filter Water Separator with Primer Pump

Palm primed fuel filter makes servicing easy. This filter assembly is deigned for higher HP range, high fuel flow engines. The 490R-RAC-01 handles a flow rate of 90 GPH (340 LPH). Your engine will perform better than ever with clean, water-free fuel via a 10 micron filter. This filter is coated with a durable electrostatically applied powder coating for superior corrosion resistance and no paint flaking.

Features a see-thru contaminant collection bowl with a drain valve for outboards, must be mounted above deck. Regulations for inboard powered boats require shatterproof metal bowl types found on other units to meet 33 CFR and USCG standards. The Racor Filter Water Separator is corrosion-resistant and meets the ABYC standard H-23.

IN STOCK - Available for pickup
$102.86 / ea
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Tech Spec Product Info User Generated Content
Maximum Flow Rate  90 GPH (341 LPH)
Filter Rating  10 Micron
Port/ Connection Size  3/8"-18 NPTF
Fuel Type  For Gasoline, Includes Primer Pump
Replacement Element  S3227 (10 Micron) [same element used for 320R-RAC-01]
Center Threads  1"-14
Height  9.9 inch (25.1 cm)
Width  4.5 inch (11.4 cm)
Depth  4.8 inch (12.1 cm)
Weight (dry)  2.6 lb (1.2 kg)
Clean Pressure Drop  0.95 PSI (6.5 kPa)
Maximum Pressure  7 PSI (0.5 bar)
Underbowl Clearance  1.0 inch (2.5 cm)
H2O Removal Efficiency  99 percent
Operating Temperature  -40F to +225F (-40C to +124C)
BRAND: Racor
Fuel: Gasoline
Type: Fuel Filters
Related Items:
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Prepare for These Common Interview Questions

common interview questions

Every interview is different, but many ask the same questions. Typically they are general and designed to make a potential new hire think on their feet. It’s always in your best interest to prepare for the most common, because you never know when they might come up. Do your research, prepare an appropriate answer, and be confident in your delivery. The job offers will naturally follow.

Common Interview Questions

“What is your biggest weakness?”

This question can be tricky to effectively respond to. It’s a way for the hiring manager to gauge how honest and self-aware you are. Everyone has a weakness, but when you are interviewing it shouldn’t be a glaring one. For example, “I’m always late” would be a bad response. Similarly, “I have no weaknesses” is also lackluster. Strike the balance between these two extremes. A great answer would be that you are a perfectionist, but sometimes it gets in the way of your productivity. Always pick a weakness that can be spun into a positive.

“Why should we hire you?”

The answer to this question can truly make or break your interview. It’s a prime opportunity to sell your personal brand to the hiring manager. Landing a job requires more than just the appropriate work experience or education. You need to fit the company culture and consistently deliver excellent results. Use this question as an opportunity to prove that.

What’s your dream job?

Be careful with this question. Obviously you have a real “dream job” that might be out of line with your current career trajectory. So, telling human resources that you want to be a music producer might not be the best plan (unless you are trying to advance in this industry). Pick a more realistic option. Perhaps a top-level management role in your current field. This question is all about getting a gauge on where you see yourself later in your career.

“Explain the gap in your employment history”

A large gap in employment history is definitely something you can work around, but a bad answer can be a deal breaker. You should always be honest with your answer, but be sure to phrase it in a positive light. Maybe you were focusing on your education, or simply couldn’t find work. Tell them about any positive contributions you made to society during this time, like volunteering. If you have no positive contributions, don’t let HR know about that.

“What are your salary requirements?”

Do your research regarding average salaries for people in similar roles. Location is important, because salary will fluctuate from location to location. Ask for a high end pay rate. The worst that can happen is you’ll have to negotiate, but it will show your potential employer that you understand your true value and worth.

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Matthew Welch is an SEO strategist, content marketer, blog manager, and sports enthusiast from Boston, MA with a collegiate background in Natural Resources and Environmental Studies from the University of Connecticut.

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Candidates login or register below

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Sorry, but this job has expired. Please try another search or browse our jobs.

Full Time Optometrist Job in Poole, Dorset

Job Field:
Allied Health Care Professional Jobs
Optometrist Jobs
Doctor & Nurse Grade Type:
Doctor & Nurse Grade:
Contract Type:
35,000 to 50,000 per annum
Salary Description:
£35000 - £50000 per annum + Bonus + Pension
Prospect Health
Job Ref:

The Optical division at Prospect Health is currently seeking a driven and dynamic Optometrist to work amongst a team of healthcare professionals based in Poole, Dorset.

Within this practice, you'll be delivering a premium level of service alongside a great team. If you believe you're committed to enriching the life of every person who is counting on your care, then a warm welcome awaits you.

Dorset, Poole

Key Information

* They cater for all age groups and provide patients superb eye care accompanied with a wide range of quality product offerings
* They have the full range of equipment expected for an Optometric practice and superb state of the art clinical equipment to provide the best in clinical care offering a wide range of services

Key Benefits

* Time for your personal training and development is reserved for you to enhance your understanding of optical products
* The employer is flexible on which days are to be worked
* They offer a very good package, which includes: performance related salary, practice bonus, excellent holiday package, discounts on products, pension, recognition, loyalty rewards and professional fees paid

Key Skills and Qualifications

* Possess the right to work in the United Kingdom
* Registered with the GOC as either an optometrist or pre-registration optometrist

What Happens Next

Apply for this opportunity by clicking 'apply' and uploading your most recent CV. To discuss this and other suitable roles with a member of our Optical team, call 01423 813450 and select option 1.

Not the right job for you? Click here for more Optometrist Jobs

Closing Date:

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4.8/5 Over 11000 Reviews
Free Delivery On All Orders
Next Day Delivery available

Trollbeads Lucky Knot 18ct Gold Bead 21112

Product Code: TAUBE-00064
  • £417.00
Item in Stock | Usually dispatched within 24 hours
Order within for delivery on Wednesday 3rd, May

A spectacular gold symbol collection from Trollbeads, featuring Lucky Knot - For good luck and happiness.

Made from 18t Gold.

Weight 2.8g.

All jewellery comes with official Trollbeads packaging.

This product has not been reviewed yet.

Free UK Delivery on All Orders. Free Next Day Delivery on orders over £95.*

You can return an item to us for either exchange or refund within 21 days of receiving it.

Please see our Delivery & Returns page for more details.

*Subject to stock availability.

Please contact us for more information about Payment & Security


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What is JotForm?
JotForm is a free online form builder which helps you create online forms without writing a single line of code. No sign-up required.

At JotForm, we want to make sure that you’re getting the online form builder help that you need. Our friendly customer support team is available 24/7.

We believe that if one user has a question, there could be more users who may have the same question. This is why many of our support forum threads are public and available to be searched and viewed. If you’d like help immediately, feel free to search for a similar question, or submit your question or concern.

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    When a user submits a form I do not receive PDF copy of filled out form

    Asked by mikelnewman on November 15, 2016 at 04:29 PM

    Occasionally I will not receive the PDF form they've submitted.  I use a form to track a patient 1 and 4 week post op.  I always receive the 1 week follow up PDF submission but sometimes when they use the same form again for the 4 week follow up I do not receive it.  I 've checked my spam folder...not there.  The user tells me that they've received confirmation that it was sent but I did

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    JotForm Support

    Answered by Mike on November 15, 2016 at 05:25 PM

    Thank you for contacting us.

    Could you please confirm that the form entries are being properly delivered to submissions, and only emails are missing?

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    Answered by mikelnewman on November 15, 2016 at 05:44 PM
    Correct. Once in a awhile I the emails will come up missing.
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    JotForm Support

    Answered by jonathan on November 15, 2016 at 07:34 PM

    I assume this was the form https://www.jotform.us/form/60213463341141 that have the issue. Please correct if not.

    I checked the sent email logs from the submissions of this form and so far they showed that emails were being sent successfully.

    Can you share to us a few existing submissions of the form which you had identified that did not send the email.

    We will review what could have happened to the missing emails of the submissions.

    I also suggest to check in your mailbox Spam email folder if perhaps jotform emails were filtered and redirected there. If you found jotform emails in the Spam email folder, please mark them as Not Spam email as well.

    Let us know if issue still remains. We will wait for your response.

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    JotForm Support

    Answered by Mike on November 15, 2016 at 08:14 PM

    There is also a chance that the email delivery on upload forms might be affected by enabled PDF Attachment option. Our server is supposed to include images to the generated submission PDF and forward it with the email. This might be an issue when the form user is attaching several files.

    You might consider disabling the PDF Attachment option and adding the submission PDF download link directly to the email body.

    Please give it a try.