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Joe Waterton | Cymru
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Joe Waterton

Director of Fundraising

Pronouns: he/him

I lead on Fundraising for Stonewall to generate much-needed income that means we can deliver our programmes and activities. In Fundraising, we work hard to connect people to our work, giving them choice in how they support Stonewall. This may be through regular giving, leaving money in a will, being an ambassador, becoming a corporate partner, running a marathon or participating in one of our events. There are so many ways to support Stonewall – this enables us to work with more LGBTQ+ communities in the UK, and across the world, to transform people’s lives so they can be free. I also lead my team to look after our supporters, through stewardship, supporter care and account management activities so that people have an amazing experience while they choose to support our vital work.

Before joining Stonewall, I was responsible for raising, or leading on raising, a total of £75m gross income for three different charities. I delivered a high-value campaign, generating £2m in 12 months for

young people at risk of exploitation. I also secured a £5m investment for a groundbreaking proposal to support deaf people with acute mental health needs.

Way back in 1992, I was the LGB Officer for Goldsmiths’ Students’ Union! It was an elected post where I cut my teeth in the world of fighting for LGBTQ+ people’s human rights (at the time we were fighting for equal age of consent). Nowadays, I love writing music, purely for the enjoyment of the few friends of mine who like the songs I compose!


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Marissa Montelongo

Mental health is quite real, especially for those who don’t like to admit it—such as myself. I have not necessarily been diagnosed, but I have struggled with anxiety, depression, cutting, negative thoughts and addictive behavior.

My symptoms date back to early childhood. My parents got pregnant with me out of wedlock, and were not necessarily in love with each other. My dad was away most of the time and my mom stayed home to raise me. I was an only child. The love and attention that my mom showed me was more than enough to keep me fueled. She taught me that I could be anything that I wanted to be and she gave little me permission to spread my wings and fly.

When I was just six, things began to change. She began to abuse methamphetamine, date an alcoholic and abusive boyfriend, and she was suffering from the grief of losing her mom. All of her pain trickled down to me. At six years old, I was left home alone, exposed to domestic violence and was otherwise placed in unsafe situations. By the time I was eight, we had lost everything. Our apartment. Our car. Her job as a medical assistant. And our relationship.

I went to live with my paternal grandmother and I struggled with feeling unwanted. I felt disposed of, like somebody’s garbage. It seemed that neither of my parents cared about what happened to me. I felt alone. My grandmother tried to love me as best she could, but she too suffered from her own wounds and she couldn’t give me what she didn’t have. I was only ten years old, but I was beginning to feel fat and ugly. My dark complexion didn’t help much either.

When I was eleven, my mom decided that she was ready to try to be a mom again. So she moved me from my apartment and into a tent with her and a different boyfriend. She had progressed from dating an alcoholic to dating a meth addict. They both used in the tent where I slept. They tickled me and prodded me while I slept. They whispered into my ears. I had to force myself to wake up every day at 5am, see if I could find $1.25 to take the bus to school and see if I had clean clothes to wear. I was often dirty, hungry, thirsty, and my head was infested with head lice.

I ended up getting a masters in social work because I wanted to help people who suffered with various social ailments, such as myself.

CPS became involved and my mom grew fearful. So we moved from the tent into a trailer and I switched schools. I was in 5th grade, going into 6th. I put all of my efforts into my academics and borrowed clothes and makeup from friends so that I could fit in with the rest of the students. I hid my trashed home, drug addict parent, empty fridge and broken heart from the world.

By the time I reached 7th grade, my mom couldn’t maintain her status as “mother.” We were kicked out of the trailer and living out of a motel. I had one garbage bag of clothes, my school backpack and a journal. I was dating a blonde-haired and green-eyed boy named Michael. My mom had to call the guy who was my dad and ask him if I could go live with him. My dad picked me up the next day.

That night, I carved “MICHAEL” onto the top of my left hand. He was the one who wanted me and I had to leave him to move to another town. I didn’t know how to express the pain I felt over the loss of that young relationship and the loss of my mother other than to etch it into my skin permanently.

Cutting became my way of coping with the pain. I couldn’t voice the pain I felt inside, because no one was sympathetic to it. And I wasn’t violent to the point of wanting to place that pain onto another person. So I internalized it. As I grew older, I’d cut every time my dad’s girlfriend would call my mother names like “crackhead,” when she’d tell me I wasn’t wanted, when she’d call me a “slut,” when my boyfriend betrayed me, when my mom went to jail, when my dad kicked me out of the house…when I was sexually assaulted. Every scar ever etched across my heart manifested in the form of a cut on my wrist or my arm.

Once I was eighteen and I could finally be in charge of my own life, things began to improve. I went to college and got a bachelors and master’s degree. I ended up getting a masters in social work because I wanted to help people who suffered with various social ailments such as myself.

I had a daughter while I was in college and her dad and I got ourselves involved in a very unhealthy relationship. We lived together. He cheated on me. He hit me while I was pregnant. We got into physical fights. He told me that I was ugly, worthless and I did the same to him. We brought out the worst in each other.

Two weeks after having my baby girl, our relationship ended for good and I began to focus on my daughter, my education and my career. I was employed at the Secretary of State and things were going well for me. Or so they appeared. I found new ways to cope with the pain I felt inside. I used men. I lived a double life of going to school, caring for my daughter and working during the week and then partying on the weekends when she’d visit with her paternal grandmother. I drank, hooked up with strangers and put myself in otherwise unsafe situations. Doing so was like a high for me. I was in control and nobody could stop me.

But through the practice of mindfulness, gratitude and by staying connected with my family, I have found a way to cope with my triggers.

Through young adulthood I replaced cutting with binge drinking and sexual encounters. That was, until I met someone who I actually really liked. Someone who was worth loving myself. But loving myself was not easy. Falling in love with a young man and learning how to love myself was very challenging for me. I feared that he would leave me as my parents did when I was younger and I feared that he would one day decide that he didn’t truly love me, just as everyone in my past had. I feared he’d break my heart and that I’d be left broken once again.

So I tried everything in my power to push him away. I fought with him. I accused him of liking other girls. But nothing worked. He kept wanting to stay. Six months into our relationship, I picked a fight with him and told him to leave my apartment. I blocked his number and thought I was over him for good.

I felt empty without him. I dated another young man and used him for his money and shopping sprees. He gave me everything I wanted plus more, but I still felt empty inside. I was missing what really mattered most.

Eight months after breaking up, the first one I truly loved came back into my life. He was there for me. And I was there for him. I was there during his two week hospital stay and surgery. He was there throughout all of my efforts to push him far away from me and he was there for my daughter who was fatherless.

Two and a half years after meeting, we got married and I went on to graduate with my master’s. Being married to him certainly brought out the abandonment fears. Throughout our relationship I have simultaneously healed from my past traumas while suffering with learning how to cope with the mental health challenges that came up for me. He gave me a safe space to be seen and to heal, while I still desperately sought validation from him. At times, he wouldn’t give me what I wanted when I picked fights with him. And I’d retaliate by cutting on my skin and crying. I’d get into my car and drive away from the house in the middle of the night. I’d keep him up at night, fighting with him, knowing he had to be up early for work the next day.

About two years into our marriage he told me, “I just don’t know.” He shook his head and said to me, “I never thought I’d have to deal with this…” seeing him question our marriage stopped me in my tracks and frightened me. I was actually re-enacting my childhood and he was about to do what I most feared—leave me. I knew that I had to grow and that I had to change in order to keep the family that I had long dreamed for.

At that point in time, I was binge eating, using recreational drugs and I was ignoring my mental health needs. I decided that that needed to change. I began to eat mindfully. I began to meet with a therapist. I worked with a health coach. I wrote poems and read self-help books. I reached out to loved ones. I did yoga and developed a healthy exercise routine. I began to challenge the negative thoughts that popped up for me rather than impulsively react to them.

I consciously worked to not cut myself and to talk myself out of it. I began praying to my higher power. I focused on being a mom and spending more quality time with my daughter. I focused on listening to my husband and truly seeing him, rather than painting over his face with the demons of my past.

Today, I am left with healed scars on my left arm and thighs. Today I am an established Clinical Social Worker in the Emergency Department, where I treat patients who come in with mental illness and other psychiatric needs. Today, my husband and I are expecting our first baby girl together, and we are happier than ever. We are looking at homes and on track to purchase our first home.

Mental health is real. And as much as I’d love to deny it and pretend like it isn’t a part of my reality, I still cope with unsettling feelings in my heart and stomach. Negative thoughts still come up for me. From time to time, I wonder why my parents didn’t love me more. But through the practice of mindfulness, gratitude and by staying connected with my family, I have found a way to cope with my triggers.

My name is Marissa Montelongo, and I am a survivor of childhood trauma, anxiety, depression, addictive behavior and self-harm.

Mental Health Services

Call 211

For local mental health counseling, support and crisis response services. If you are in crisis or experiencing a life-threatening emergency, call 911.

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A Summer Blessing

May the road rise up to meet you.
May the wind always be at your back.
May the sun shine warm upon your face,

and rains fall soft upon your fields.
And until we meet again,
May God hold you in the palm of His hand.

Wishing all our families a lovely summer.


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10 principles of leading change management

These time-honored tools and techniques can help companies transform quickly. And watch the video, “How to Lead Change Management.”

Since the mid-2000s, organizational change management and transformation have become permanent features of the business landscape. Vast new markets and labor pools have opened up, innovative technologies have put once-powerful business models on the chopping block, and capital flows and investor demand have become less predictable. To meet these challenges, firms have become more sophisticated in the best practices for organizational change management. They are far more sensitive to and more keenly aware of the role that culture plays. They’ve also had to get much better on their follow-through.

Yet according to a 2013 Strategy&/Katzenbach Center survey of global senior executives on culture and change management, the success rate of major change initiatives is only 54 percent. This is far too low. The costs are high when change efforts go wrong—not only financially but in confusion, lost opportunity, wasted resources, and diminished morale. When employees who have endured real upheaval and put in significant extra hours for an initiative that was announced with great fanfare see it simply fizzle out, cynicism sets in.

How to Lead Change Management

DeAnne Aguirre, senior partner with Strategy&, discusses techniques that can help companies transform quickly and effectively.

Our experience with organizational change management suggests that there are three major hurdles to overcome. The first—no surprise—is “change fatigue,” the exhaustion that sets in when people feel pressured to make too many transitions at once. A full 65 percent of respondents to the Katzenbach Center survey reported this as a problem. The change initiatives they suffered through may have been poorly thought through, rolled out too fast, or put in place without sufficient preparation. Fatigue is a familiar problem in organizational change management, especially when splashy “whole new day” initiatives are driven from the top.

Change initiatives also flounder, according to 48 percent of the respondents, because companies lack the skills to ensure that change can be sustained over time. Leaders might set out eagerly to raise product quality, but when production schedules slow and the pipeline starts looking sparse, they lose heart. Lacking an effective way to deal with production line problems, they decide their targets were unrealistic, they blame the production technology, or they accuse their frontline people of not being up to the task. A much better way to solve the problem is to invest in operational improvements, such as process design and training, to instill new practical approaches and give people the knowledge and cultural support they need.

The third major obstacle is that transformation efforts are typically decided upon, planned, and implemented in the C-suite, with little input from those at lower levels. This filters out information that could be helpful in designing the initiative while also limiting opportunities to get frontline ownership of the change. In the Katzenbach Center survey, 44 percent of participants reported not understanding the changes they were expected to make, and 38 percent said they didn’t agree with the changes.

The following list of 10 guiding principles for change can help executives navigate the treacherous shoals of transformation in a systematic way.

1. Lead with the culture. Lou Gerstner, who as chief executive of IBM led one of the most successful business transformations in history, said the most important lesson he learned from the experience was that “culture is everything.” Businesspeople today understand this. In the Katzenbach Center survey, 84 percent said that the organization’s culture was critical to the success of change management, and 64 percent saw it as more critical than strategy or operating model. Yet change leaders often fail to address culture—in terms of either overcoming cultural resistance or making the most of cultural support. Among respondents whose companies were unable to sustain change over time, a startling 76 percent reported that executives failed to take account of the existing culture when designing the transformation effort.

Skilled change managers make the most of their company’s existing culture.

Why would this be true, given the widespread recognition of culture’s importance? Perhaps it’s because change management designers view their company’s culture as the legacy of a past from which they want to move on. Or they get so focused on structural details—reporting lines, decision rights, and formal processes—that they forget that human beings with strong emotional connections to the culture will be enacting these changes. Or they assume that culture, because it is “soft” and informal, will be malleable enough to adapt without requiring explicit attention.

Yet skilled change managers, conscious of organizational change management best practices, always make the most of their company’s existing culture. Instead of trying to change the culture itself, they draw emotional energy from it. They tap into the way people already think, behave, work, and feel to provide a boost to the change initiative. To use this emotional energy, leaders must look for the elements of the culture that are aligned to the change, bring them to the foreground, and attract the attention of the people who will be affected by the change.

In two healthcare companies undergoing a merger, culture led the post-deal integration. Using a culture-related diagnostic questionnaire, the change management team asked people to describe each company’s operating style—and mapped the responses from the two legacy companies to get a sense of their combined strengths and challenges. It quickly became clear that where one company had a culture attuned to bottom-line results, the other tended to focus on process. Optimally, the new company would need to skillfully use processes to deliver clear results. By first taking the time to recognize and acknowledge each company’s underlying culture, leaders of the merged firm harnessed deeply ingrained strengths to energize the change and avoided the incoherence that could have resulted from a less intentional and sensitive redesign.

2. Start at the top. Although it’s important to engage employees at every level early on, all successful change management initiatives start at the top, with a committed and well-aligned group of executives strongly supported by the CEO. This alignment can’t be taken for granted. Rather, work must be done in advance to ensure that everyone agrees about the case for the change and the particulars for implementing it.

A clinical research firm was committed to tripling its size over the next decade to achieve a more competitive position. Because the company was still pretty much operating as a startup after 25 years, this required a far-reaching organizational redesign. Before starting the design phase, finance leaders gathered at an off-site meeting to begin a rigorous exercise in alignment. The exercise included a leadership team effectiveness survey, which revealed that though these leaders called themselves a team, they didn’t really see themselves that way. Instead, they mostly operated as lone rangers, in characteristic startup style.

Each of the executives in the group made a thoughtful individual presentation about the case for change. Most of them agreed on the general direction the company needed to take to achieve rapid growth. But their descriptions of how to move in that direction—for example, what the first concrete steps should be—were all over the map. They were then tasked to work together to develop a case for change that every one of them could support.

To hammer out these agreements, these top executives had to listen closely to their colleagues and weigh conflicting points of view. The exercise was demanding, but they began to coalesce around a coherent vision for what the company should look like in 10 years. Most importantly, the experience of working together so intensely led the executives, for once, to act as a collaborative and committed team. By the end of the off-site meeting, they found that they were all using the same language to describe what the company needed to do. As one participant noted, the experience had transformed him, which in turn gave him confidence that together they could cascade the plan to other groups at other levels of the hierarchy.

3. Involve every layer. Strategic planners often fail to take into account the extent to which midlevel and frontline people can make or break a change initiative. The path of rolling out change is immeasurably smoother if these people are tapped early for input on issues that will affect their jobs. Frontline people tend to be rich repositories of knowledge about where potential glitches may occur, what technical and logistical issues need to be addressed, and how customers may react to changes. In addition, their full-hearted engagement can smooth the way for complex change initiatives, whereas their resistance will make implementation an ongoing challenge.

Planners who resist early engagement at multiple levels of the hierarchy often do so because they believe that the process will be more efficient if fewer people are involved in planning. But although it may take longer in the beginning, ensuring broad involvement saves untold headaches later on. Not only does more information surface, but people are more invested when they’ve had a hand in developing a plan. One common aphorism in change management is “you have to go slow to go fast.”

IBM recognized the need for such an approach in 2003, when rolling out a new initiative on culture. The leadership team had met intensively to develop clear definitions of the cultural traits the organization would require going forward. They then declared a “values jam,” a website set up for a 72-hour period, where anyone in the company could post comments, responses, suggestions, and concerns. Leaders then made key changes based on the feedback they received and communicated clearly how the input they’d received was being incorporated.

4. Make the rational and emotional case together. Leaders will often make the case for major change on the sole basis of strategic business objectives such as “we will enter new markets” or “we will grow 20 percent a year for the next three years.” Such objectives are fine as far as they go, but they rarely reach people emotionally in a way that ensures genuine commitment to the cause. Human beings respond to calls to action that engage their hearts as well as their minds, making them feel as if they’re part of something consequential.

Hewlett-Packard CEO Meg Whitman and her senior executive team appear to be following this principle in their transformation efforts. They have sought to activate a strong personal connection between HP and its employees, by drawing directly on the company’s cultural history and traditions. For example, through symbolic gestures such as tearing down the fences that surrounded the executive parking lot and moving top executives into cubicles, the company has reinforced the original “HP Way” ethic in which the intrinsic quality of the work is as important as one’s position in the hierarchy. (Whitman tells this story in an April 2013 LinkedIn blog post, “The Power of Transparent Communication.”) This strategy contrasts with that of Whitman’s immediate predecessors, who had declared it was time for the company to abandon its core identity. In any organization facing a challenging environment, the emotional connection fostered by moves like these is likely to make a major difference.

5. Act your way into new thinking. Many change initiatives seem to assume that people will begin to shift their behaviors once formal elements like directives and incentives have been put in place. People who work together on cross-functional teams will start collaborating because the lines on the chart show they are supposed to do so. Managers will become clear communicators because they have a mandate to deliver a message about the new strategy.

Yet lines on a chart and bold statements of intent have only so much impact. Far more critical to the success of any change initiative is ensuring that people’s daily behaviors reflect the imperative of change. Start by defining a critical few behaviors that will be essential to the success of the initiative. Then conduct everyday business with those behaviors front and center. Senior leaders must visibly model these new behaviors themselves, right from the start, because employees will believe real change is occurring only when they see it happening at the top of the company.

Leaders of a major global manufacturer seeking to escape bankruptcy believed the company had lost touch with customers because of entrenched problems in its culture. Managers operated in an overly layered system without much accountability. They were ponderous, risk averse, insular, and prone to spending time on approvals and office politics. Instead of implementing a dramatic, full-scale turnaround, the change team demanded that leaders adopt three specific behaviors:

  • Make major, visible decisions in days instead of weeks or months.
  • Spend time with people at the frontline leadership (supervisory) level, asking for their input and engaging them in frank discussions.
  • Ensure the middle and lower ranks have direct contact with real-life customers.

Because these behavioral shifts were both limited and clearly spelled out, they were implemented quickly. Leaders were asked to act “as if” the organization did things this way, rather than trying to think their way out of old ways of being. These behaviors accelerated the company’s passage out of bankruptcy, which occurred ahead of schedule.

6. Engage, engage, engage. Leaders often make the mistake of imagining that if they convey a strong message of change at the start of an initiative, people will understand what to do. Nothing could be further from the truth. Powerful and sustained change requires constant communication, not only throughout the rollout but after the major elements of the plan are in place. The more kinds of communication employed, the more effective they are, which is why HP’s tearing down that fence was so important: Symbols reinforce the impact of words.

A global publisher undertook a major initiative to become more digital, putting in place far-reaching structural changes. The top leaders decided to engage people throughout the company at a variety of levels. First, they convened a series of town halls where large groups were given the news and invited to ask how the company-wide shift would affect them. Executives followed this with function-wide meetings where people could learn, for example, about the prospective impact on finance or human resources. The company also offered a version of fireside conversations they called “PIE chats” (PIE stood for performance, innovation, and execution). Finally, an internal trade fair was planned to showcase what various teams were doing to make the company more digital. This multifaceted and ongoing communications effort kept the message alive, giving every employee an understanding of the change and a stake in the outcome.

7. Lead outside the lines. Change has the best chance of cascading through an organization when everyone with authority and influence is involved. In addition to those who hold formal positions of power—the company’s recognized leaders—this group includes people whose power is more informal and is related to their expertise, to the breadth of their network, or to personal qualities that engender trust.

We call these informal leaders “special forces.” They can be found throughout any organization. They might include a well-respected field supervisor, an innovative project manager, or a receptionist who’s been at the firm for 25 years. Companies that succeed at implementing major change identify these people early and find ways to involve them as participants and guides. There are three distinct kinds of informal leaders:

• Pride builders are great at motivating others and inspiring them to take pride in their work. People influenced by them feel good about working for the organization and have a desire to go above and beyond.

• Trusted nodes are go-to people. They are repositories of the organization’s culture. They are the ones approached by people who want to know what’s really happening in the organization—for example, when they’re trying to figure out if those leading a change initiative are actually going to follow through.

• Change or culture ambassadors know, as if by instinct, how to live the change the organization is making. They serve as both exemplars and communicators, spreading the word about why change is important.

Informal leaders must be identified before they can be engaged. The best way to do this in a large organization is to run a network analysis. By mapping out connections and seeing who people talk to, you can complement the formal org chart with one that enables you to lead outside the lines.

8. Leverage formal solutions. Persuading people to change their behavior won’t suffice for transformation unless formal elements—such as structure, reward systems, ways of operating, training, and development—are redesigned to support them. Many companies fall short in this area.

A law firm tried to professionalize its clubby culture, which clients perceived as inwardly focused. The lead partner group recognized that associates needed more formal mentoring and development. The existing system, in which partners who headed the practice groups conducted all the training, had led to uneven results. So the transformation team created a development committee and put out a call for experienced staff members willing to work with new hires. The team was delighted when a strong group of contributors volunteered and put in the time required to design a robust development program and start engaging associates.

After a strong start, however, the effort faltered; people who had been enthusiastic fell away. Debriefing those involved, leadership identified the problem: No formal mechanisms were in place to support or reward this participation. Calculations for bonuses left development work out of the equation, and although senior partners paid lip service to the “wonderful work” the development committee was doing, they seemed to regard its members as internal volunteers. Once they recognized this problem, the firm’s leaders enacted substantial policy changes, starting with a mechanism the compensation committee could use to take into account the contributions made by those who trained others.

9. Leverage informal solutions. Even when the formal elements needed for change are present, the established culture can undermine them if people revert to long-held but unconscious ways of behaving. This is why formal and informal solutions must work together.

A top-tier technology company was trying to inculcate a more customer-centric mind-set after a decade focused on relentlessly cutting costs. Survey diagnostics revealed significant customer dissatisfaction with the quality of the company’s products, which were too often released into the marketplace with significant flaws. A set of new procedures was put in place along with metrics to identify gaps in product development, process quality controls, and cross-teaming at the front lines.

But one of the most powerful solutions was purely cultural and informal—changing the informal motto that governed frontline decision making. The slogan of the cost-cutting era, “Ship by any means,” was replaced by a new aphorism: “If it’s not right, don’t ship it.” Pride builders were enlisted to instill the message that everyone needed to prevent flawed products from going out, even if that meant pulling products apart to check them or slowing down production. By asking people at every level to be responsible for quality—and by celebrating and rewarding improvements—change leaders were able to create an ethic of ownership in the product and vanquish the old ethic: “We just do what we’re told.”

10. Assess and adapt. The Strategy&/Katzenbach Center survey revealed that many organizations involved in transformation efforts fail to measure their success before moving on. Leaders are so eager to claim victory that they don’t take the time to find out what’s working and what’s not, and to adjust their next steps accordingly. This failure to follow through results in inconsistency and deprives the organization of needed information about how to support the process of change throughout its life cycle.

A global consumer products company had made a far-ranging commitment to lowering costs. Leaders designed a robust change template and implemented it widely; the metrics indicated that they were succeeding. But the company wanted to be sure that people understood the ongoing nature of this commitment. So they rolled out a series of pulse surveys and convened focus groups to describe the case for change and the new behaviors required of everyone.

The first round of surveys found that only 60 percent of respondents understood the message. The company then called on informal leaders to play a bigger role in evangelizing for the initiative. They continued to run these surveys and focus groups to measure the result until a more sizable majority of the staff had shown they were prepared.

These 10 guiding principles offer a powerful template for leaders committed to effecting sustained transformational change. The work required can be arduous and exacting. But the need for major change initiatives is only going to become more urgent. It behooves us all to get it right.

Reprint No. 00255

Author Profiles:

  • DeAnne Aguirre is a senior partner with Strategy& based in San Diego. She is the co-leader of the firm’s global Katzenbach Center and an expert in culture, leadership, talent effectiveness, and organizational change management. She advises senior executives globally on organizational topics.
  • Micah Alpern is a senior associate with Strategy& based in Chicago and a member of the Katzenbach Center’s operating team. He is an expert in culture transformation and organizational change management.
  • This article is a revision and update of “10 Principles of Change Management,” by John Jones, DeAnne Aguirre, and Matthew Calderone, s+b, Summer 2004.
  • Also contributing to this article was s+b contributing editor Sally Helgesen.

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All participants must wear a mask and maintain social distancing throughout the length of the class. For more STRIDE Return to Play Information , click here.

In order to sign up for the class, you must call or email STRIDE Program Director,
Camille Pawlowski : 518-598-1279 ;

Program Supported by Grant from:


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Business Continuity

Be prepared with a business continuity plan

Business continuity planning  is the process involved in creating a system of prevention and recovery for businesses of any size. The plan ensures that personnel and assets are protected and are able to function quickly in the event that something goes wrong.

Do you have a
transition plan?

A successful business transition involves many personal, financial and business dynamics. We're here to help.

Does insurance play a role?

Whether you decide to sell your business or pass the farm operation to your heirs, insurance can help make it an easier process.

Are you prepared for the unexpected?

Without proper planning, you could be leaving your business in the hands of someone inexperienced. Let's make sure you're prepared.

Why work with Journey Wealth?

Profit from local insight

Our experts understand your business and its local environment better than anyone, because they're right here on the ground with you.

Get advice on the go

We know you're busy, so we'll visit you to learn about your business, offer advice and help create an action plan for future growth.

Enjoy tailored service

You deserve our full attention. With us, you receive a dedicated account manager who really gets to know you, tailoring their advice to your business.

Access support anytime

You never need to nudge us for support. When you have questions, you'll get answers fast from real experts not automated systems.

Let's put the success in your succession planning

You've worked hard to build your business. Our experts will provide personalized guidance backed by in-depth local insight to ensure it prospers far into the future.

Journey Wealth

Investing made easy with the experts at Journey Wealth

Let our team guide you with investments, answering questions you may have, and giving you advice to set you and your business up for continued success.

Your business continuity questions answered

Ready to start planning your next steps?


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Non-Denominational Resources

Cross denominational groups supporting LGBTQ people and working to equip churches, educate lay people, build supportive communities, influence key thought leaders, foster self-acceptance, and advocate.

Black church movement for gay and transgender justice.

Bible-based, Christian grassroots organization that promotes LGBT inclusion by reforming church teaching on sexual orientation and gender identity.

Supportive community and in-depth resources for queer Christians and straight supporters. Some materials are priced subscriptions.

Free consultation and facilitation to pastors, leadership teams, and congregations around matters Christian faith, gender, and sexual diversity.

A fee-based online support program for Christian parents of LGBTQ. Provides an online workshop, curated resources and connection to support groups.

A Christian organization supporting LGBTQ and their families deal with family, religious and community wounds. Fee-based courses offered in addition to support groups.

Supports Baptist churches in becoming Welcoming and Affirming of all people regardless of gender identity or sexual orientation.

Focused on theological education, mission as partnership, interracial and interfaith relationships, welcoming differing sexual identities, ecological justice, and Alliance structure as partnership.

Catholic parents of LGBT sons and daughters sharing with others on the same journey.

Coalition seeking to educate and inspire Catholics to take action on behalf of LGBT people, their families and friends.

Christian (Disciples of Christ)

Parenting resources with a significant focus on parenting LGBTQ youth.

Christian Scientist

A worldwide community supporting LGBTQ Christian Scientists.

Church of Jesus Christ of Latter-day Saints (Mormons)

An inclusive LGBTQ/SSA Mormon organization serving LGBTQ/SSA Mormons, their families, friends and Church leaders worldwide.

A Facebook group of mothers of LDS faith with LGBTQ kids. "Mama Dragons is a space of support for mothers of (or those who mother) LGBTQ children navigating the waters of LGBTQ issues within their family or community. We strive to make this space free of judgment between members."

Church of the Nazarene

Promoting the welcoming of LGBTQ people into the Church of the Nazarene.

Community of Christ

An international grassroots organization working to enable full participation of all LGBTQ in the life and ministry of Community of Christ both in policy and practice

An offshoot or the Mormon Church supporting LGBTQ marriage.

Episcopal Church

An Episcopal LGBTQ organization, proclaims and embodies the all-inclusive love of God through worship, education, and advocacy.

National network of gay and lesbian evangelical Christians and friends.

Lutheran communities that publicly welcome lesbian, gay, bisexual, and transgender people.

Brethren and Mennonite persons committed to providing mutual support for families with gay, lesbian, bisexual, transgender, or intersex members.

Reconciling Ministries Network is a Christian and United Methodist organization working for full inclusion of LGBTQ people in the United Methodist Church.

Metropolitan Community Churches

An open and LGBTQ-inclusive Christian denomination addressing important issues such as racism, sexism, homophobia, ageism, and other forms of oppression.

Support and refuge for Orthodox Christians who are gay.

Australian group assisting LGBTI people from Christian backgrounds on their journey to reconciling their faith, sexuality and gender identity.

Network of Pentecostal ministers, churches, and ministries which seeks by means of the full gospel of Jesus Christ to reconcile all repentant people to God without regard to race, gender, political persuasion, economic or educational status, sexual orientation, nationality, religious affiliation, or any other thing that divides.

Working toward the full participation of LGBTQ people in the life, ministry and witness of the Presbyterian Church (USA).

Covenant network of Presbyterians furthering the inclusion of LGBTQ persons, seeking understanding and reconciliation, and joining with others seeking a still more just and inclusive church.

Reformed Church in America

A community in the Reformed Church in America committed to the welcome and affirmation of lesbian, gay, bisexual, transgender and queer people and their allies, while pursuing grace-filled dialogue with those who believe differently.

Religious Society of Friends (Quakers)

A Quaker group addressing matters related to lesbian, gay, bisexual, transgender, and queer rights and recognition.

Seventh-Day Adventist

Working worldwide with current and former LGBTIQ Seventh-Day Adventists and their families, friends, and allies.

Unitarian Universalist

Unitarian Universalist congregations engaged in intentional LGBTQ welcoming ministry.

United Church of Christ

Open and affirming coalition of the United Church of Christ.

Unity is positive, practical Christianity focused on personal spirituality free of discrimination on the basis of race, gender, age, creed, religion, national origin, ethnicity, physical disability, and sexual orientation.

A collection of teachings from, profiles on, and conversations with LGBTQ Buddhists

Information & Support for LGBTI Vaishnavas & Hindus.

HAF seeks to serve Hindu Americans across all sampradayas (Hindu religious traditions) regardless of race, color, national origin, citizenship, caste, gender, sexual orientation, age and/or disability.

The Muslim Alliance for Sexual and Gender Diversity (MASGD) works to support, empower and connect LGBTQ Muslims, challenge root causes of oppression, increase the acceptance of gender and sexual diversity within Muslim communities, and promote a progressive understanding of Islam that is centered on inclusion, justice, and equality.

Muslims for Progressive Values is a faith-based, grassroots, international human rights organization that embodies and advocates for the traditional Qur’anic values of social justice and equality for all, for the 21st Century.

Keshet is a national organization that works for full LGBTQ equality and inclusion in Jewish life.

Eshel’s mission is to create community and acceptance for lesbian, gay, bisexual, and transgender Jews and their families in Orthodox communities.

Jewish Queer Youth is an organization supporting and empowering LGBTQ youth in the Jewish community.

JQ International builds and strengthens a community that nurtures a healthy fusion of LGBTQ and Jewish identities. Education and Helpline resources.

The Human Rights Campaign's Religion and Faith program highlights and points to many faith resources for LGBTQ people.

An ecumenical group sponsored by the National LGBTQ Task Force offering resources where churches from many denominations can become welcoming and affirming of all congregants regardless of sexual orientation and gender identity.

Rooted in faith and justice, this global project focuses outside the US and amplifies faith voices that protect human dignity and achieve equality for LGBT people and their families.

Transfaith™ is a national non-profit led by transgender people working to support transgender spiritual/cultural workers and their leadership in community.


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Was It Worth It: Student Loan Vs. Entry Level Pay

If you make the smart decision to go to college, it is paramount that you choose a career path before you get into your graduate studies. Sure, undergraduate classes can be used to earn just about any type of degree, but you want to make sure your graduate studies are leading you down a preferred occupational path. Your studies are going to cost a lot of money, making it all the more important to be smart with the money you borrow.

Let’s take a look at common career paths, how long they take to enter into, and the average starting pay:

2-Year Degrees

  • Paralegal: about $50,000
  • Computer specialist: about $75,000
  • Registered nurse: about $75,000
  • Radiology tech: about $50,000

4-Year Degrees

  • Petroleum Engineer: about $150,000
  • Financial analyst: about $50,000
  • Information systems manager: about $60,000
  • Purchasing manager: about $100,000

As you can see from the lists above, some 4-year degrees are simply not worth the time and money they take to earn. Take for example the time it takes to become an information systems manager. You are going to spend about four years earning your degree and spend twice the money it takes to earn a degree to become a radiology tech. Still yet, though, the average entry-level pay for both of these careers is about the same.

With of the above said in mind, you should always ask yourself the following questions to help ensure you are earning a degree that is worth the money and time invested:

  • Do you actually plan to use the degree and for how long?
  • Is the degree in a field of study that you want to gain employment in?
  • Are you willing to start working as soon as you graduate (because you will have to start paying back your loans within six months after graduating)?
Student Loan vs Entry level Pay r1_170906

Additional Resources:

  1. http://StudentLoanReview.com/student-loan-guide-2017/
  2. http://StudentLoanReview.com/student-loan-debt-vs-entry-level-pay/
  3. http://StudentLoanReview.com/student-loan-refinance-companies-review/
  4. http://StudentLoanReview.com/student-loan-refinancing-guide/
  5. http://StudentLoanReview.com/grants-loans-college-students/
  6. http://StudentLoanReview.com/student-loan-crisis-numbers/

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Bob Givens
Articles: 11


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Kelly Brook: I feel judged for not having children

Posted by
Anna Brech
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Former Big Breakfast presenter Kelly Brook says she will likely never have children, and she’s OK with that. But not everyone feels the same way…

Like many women in the UK and around the world, Kelly Brook does not have children.

And yet, like many others, the former Big Breakfast presenter feels judged by other people for not going down the parenthood route.

In 2011, Brook and her ex, rugby player Thom Evans, suffered a miscarriage when she was six months pregnant; something she describes as “a real loss and a difficult time”.

Now she’s in a happy relationship with model Jeremy Parisi, and has decided that children probably won’t feature in their future together.

“I’ve sat down and asked myself: ‘Do I really want to have children? Is this something I really want to do?’” the 39-year-old tells Fabulous magazine in a new interview. “And I’ve realised that actually it’s not something I’ve always wanted and I’m fine with it.”

But she says, “I think there’s a stigma attached [to being child-free], and it can be really unkind.

“It’s not anyone else’s business how you live your life. I’m actually quite a selfish person – I can barely get myself out the front door, let alone go and do a school run.”

Kelly Brook and her partner Jeremy Parisi at the Royal Ascot in 2017

Brooks notes that, even now, parenthood is considered the default option for women of certain age; but it doesn’t have to be that way.

“Even my mum said to me at one point: ‘Having kids? What were you thinking?’” she says.

“And I don’t really know! I don’t think I was thinking. If I’d really thought about it, maybe I wouldn’t have even got pregnant. But as a woman you’re expected to do everything, aren’t you?”

The model says she now finds happiness in things such as gardening. She also welcomes the flexibility that not being a parent allows, especially with a recent move back to London for a new hosting gig with Heart FM.

“I had to uproot my whole life just before Christmas and I couldn’t have done that if I’d had kids,” she says. “So as much as you miss out on that side of stuff, you are open to lots of other amazing opportunities.”

Actor Gemma Arterton
Actor Gemma Arterton

Data from the National Office of Statistics shows that women in Britain are having fewer babies than ever before. Whether by choice or circumstance, more of us are delaying parenthood - or not becoming parents at all.

And Brook is not the only celebrity to notice the unwelcome censure that comes with being child-free. Actor Gemma Arterton recently arrived at the same conclusion.

“If a guy says he doesn’t want kids, it’s OK, but if a woman feels that, it’s like something’s wrong with her,” Arterton said in an interview last year.

“It threatens people’s idea of what a woman is, what her function is.”

As we undergo a seismic shift in the way that we live, it’s time for that perception to stop.

Images: Getty

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Anna Brech

Anna Brech is a freelance journalist and former editor for Her six-year stint on the site saw her develop a vociferous appetite for live Analytics, feminist opinion and good-quality gin in roughly equal measure. She enjoys writing across all areas of women’s lifestyle content but has a soft spot for books and escapist travel content.


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How to Develop Your People Through Coaching

Home Courses Our Courses How to Develop Your People Through Coaching

- How to Develop Your People Through Coaching -

Course Overview

To remain competitive, organisations need to retain valuable employees and address problems that interfere with productivity and help their people achieve their full potential.

A recent Society for Human Resources study revealed that 55% of organisations use or have used formal coaching programs to aid in their employees’ development. The study also showed that coaching is a good investment that can have a positive impact on an organisation.

During the How to Develop Your People Through Coaching training, you will discover that the ability to coach helps you increase your people’s commitment and level of engagement and also helps you avoid and handle problems that can often interfere with working relationships and productivity. You’ll also learn why coaching  makes it easier for you to achieve your own goals as a manager and in turn, makes you more valuable to your organisation.

Key Learning Outcomes

  • Learn to discern the difference between coaching and other development strategies
  • Discover the key elements to successful coaching relationships
  • Understand the coaching process and how to apply each step
  • Identify common challenges to successful coaching
  • Discover effective strategies for managing challenges
  • Establish and maintain a successful coaching relationship with an employee.

Topics Covered

  • How coaching differs from teaching, mentoring, counselling and directing
  • Laying the foundation for successful coaching through rapport and trust
  • How to set specific, relevant, and achievable goals by asking the right questions
  • Strengthening relationships and ensuring goals are understood with active listening
  • Providing helpful feedback to be sure the employee is on the right track and to identify areas for improvement
  • Identifying and handling common coaching challenges
  • Evaluating the goals and situation when coaching doesn’t achieve the desired results.

Why Learn Online?

Learning new skills online can be perfect for organisations and employees for the following reasons:
  • You only have one or a few employees to train and develop (on a specific training topic)
  • Getting a trainer to your location could be difficult or cost-prohibitive
  • The employees you want to train work from home or are part-time
  • You don’t have the resources to cover for the employees you want to be trained, so allowing them to the training online means they won’t need to leave their work areas
  • Your training budget is limited, and online learning is more cost-effective
  • You want your people trained in a wide range of skills this year,’s online learning provides much better value to get everyone involved in learning and developing themselves.
  • Learn on a desktop
  • Watch on a Tablet
  • Take the training on a Smartphone
  • Develop skills at work or at home


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My comtemplation with the nature in Spain

I was alone on this peaceful day by the coastline of Llanes, a town in the north of Spain, contemplating with the sea, the wave, the bird and the wind. The way I shot was the way I tried to capture what I felt at that moment.  It’s poetic in a way.

Using Format


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Big Trees: Kings Canyon and Sequoia National Parks

Monday, May 29, 2017

General Grant Kings Canyon

Memorial Day. Logic says stay away from National Parks, right? Because of all the people who take advantage of the holiday to swarm the entrances?

Well, we joined the horde this weekend. True, we stayed in Fresno and got to the entrance early so there was barely any line. Also, we have an annual pass. And we went to Kings Canyon and Sequoia instead of, you know, Yosemite.

Okay, so getting to Fresno on Friday evening was not fun. At one point, it took an hour to go one mile. On the plus side, we saw an elegant woman on horseback as we waited, and some children in the car ahead of us got out to stretch their legs and went free range.

En route to Fresno 1

En route to Fresno 2

En route to Fresno 3

At least the traffic going south here is in the middle of farm country -- way more fun than idling on 95 in Connecticut.

And the payoff was those glorious vistas in the parks. At the top of this post is my sketch of General Grant (the third largest tree). Sequoias are massive. Many of them had fire scars like this one.

A highlight of our trip (apart from staring in awe at those gigantic trees) was our hike to Zumwalt Meadow. We picnicked in the shade by the river and then walked/waded to a lush clearing to see North Dome:

North Dome Kings Canyon

Like Yosemite ... but you don't have to share the experience with a hundred other people.

As we drove the Generals Highway through the parks, we saw lots of evidence of past fires. The chaparral with the twiggy remains is hauntingly beautiful.

Chaparral Kings Canyon

In fact, fires are part of the circle of life there -- the sequoias rely on it to release the seeds from their cones and expose mineral-rich soil.

Exiting Sequoia National Park

You Might Also Like

  1. Beautiful! When we there on a Memorial day weekend, it was pretty busy - we had to camp in the wild (first time). But a beautiful part of the state and I should go again. Love your drawings.


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Search the Documentation

Debra Swann

I am a visual artist working in sculpture and photography. My work is sculpture based though it can manifest itself in items to be worn or performed with.

The objects I create have a certain authority and suggest function or present themselves as possible props, artefacts or specimens. Whilst these substantiate the fantasies I explores on closer inspection they begin to collapse through the realisation that they are fabrications constructed from every day mundane objects and materials.

The invention of my specimens is inherent to developing the personas I adopt; the scientist, explorer and philanthropist. The transformation of the materials is an important aspect of my work, setting up a tension between what we believe we are looking at and the prosaic every-day. Here, fantasy draws on reality and creates a strange authenticity and value, in turn questioning our belief systems.


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Crowd control barriers that help your events take centre stage

news 02 Sep 2020

Proper planning and preparation are crucial for events to be successful, enjoyable and above all - safe.

Barriers are often needed for site enclosure, crowd control and general demarcation for a wide range of events. From sporting events and concerts to festivals and parades, wherever crowd control barriers are used they should allow the event to take centre stage.

Barrier specialists for events (like us) go through a thorough process. From the initial planning of events right through to the event time installation. Continuous collaboration, exhaustive fact checking and regular meetings help make sure everyone is on the same page.

Sunbelt Rentals Crowd Control Barriers used at Tour De Yorkshire

Health and Safety Implications

A responsible barrier supplier will advise on health and safety implications. They’ll also inform Logistics and Safety, Health, Environmental and Quality departments if they feel barriers will cause obstructions to spectators and participants in the case of sporting events.

It’s vital to have the knowledge to highlight where barriers could cause any potential issues. Event organisers can also expect their suppliers to proactively communicate any pinch points that may cause congestion from restricted flow of pedestrians.

Barrier suppliers should also advise on any bracing needed to reduce the pressures of wind-loading on any branded areas of routes.

Working with local authorities to address health and safety and scheduling concerns, to reduce an event’s impact on the wider populace, is a given. The incorrect placement of a single barrier, amongst thousands, has the potential to trip a world champion, unseat a rider or disrupt and derail an event with the eyes of the world watching.

On the other hand, a perfectly configured set of barriers on a finishing straight can frame the photographs that capture sporting history. The project team must recce routes many times, pre-installation, to decide operational details and to discuss routes at every point.

Expert Engineering Team

An expert Engineering Team is crucial to safely maintain areas and ensure intimate knowledge of any routes to alert crews about any issues. Our expert Engineering Team minimises the impact of the use of our equipment on the localities in which our products used. Whilst also allowing maximum foot flow for the general public and spectators. Our Engineering Team evaluates and minimises impact on local businesses, wheelchair and pram users, cyclists and pedestrians.

Crowd control barriers on hire from Sunbelt Rentals

Experience Counts

At Sunbelt Rentals, we’ve been supplying barriers and fencing for prestigious events all over the country for many years. The London Marathon, Glastonbury Festival, Farnborough International Airshow and the Great North Run are all events where our products are relied upon year after year. And there can be no greater testimony than being asked to supply crowd control barriers for the Royal Wedding of Prince Harry and Meghan Markle.

We had a key role to play in the wedding preparations, supplying over 19,000m of barriers and fencing. Tasked with strengthening safety and security during the event, our crowd control system was installed through Windsor town and the Long Walk. This protected the wedding party and ensured the procession route remained unobstructed.

More recently, our barriers have even been used by retail giants during the Covid-19 pandemic to direct shoppers and allow social distancing rules to be complied with. As schools and colleges start to reopen, crowd control barriers are being used to manage the flow of students to help with social distancing.

Such is the variety of our experience, that some events can require tens of thousands of our products to be deployed. Spread over hundreds of kilometres or condensed into snaking routes in towns and cities.

The next time you are a spectator at a major event, whether on site or on TV, take a moment to see what the barrier and fencing set-up is. The less you notice, the better the job done!

Need Crowd Control Barriers?

Find out more about our barrier and fencing offering and speak to our team of experts.
Barriers & Fencing

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Sunflower Trailer Sales | KS Trailer Dealer for PJ Trailers in KS | Dump Trailers, Utility Equipment Trailers, Flatbed Car and Enclosed Trailers in KS

Sunflower Trailer Sales Inc. is a family owned and operated company that has been a quality trailer dealership in St. John, KS since 1991.

Our friendly & knowledgeable sales team is ready to earn your business by offering high quality solutions for your specific needs. We not only want to help you find the best trailer for your specific needs, but we also offer pickup flatbeds, livestock equipment, and have an experienced, full service shop for your satisfaction after the sale!  Call (620)549-6604 for your FREE quote today!


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Andy Williams Biography, Life, Interesting Facts

Andy Williams

Birthday :

December 3, 1927

Died On :

September 25, 2012

Also Known For :

TV Host, Pop Singer

Birth Place :

Wall Lake, Iowa, United states of America

Zodiac Sign :

Howard Andrew Williams on December 3, 1927, in Wall Lake, Iowa, USA. He later began going by the name Andy Williams, which is the name he is best known for now.

Music Career

Andy Williams’s music career began when he was only a child, in the late 1930’s. He was in a family quartet with his brothers: Bob, Dick, and Don. Together, the brothers sang on various radio shows throughout the 1930’s and 1940’s.

In 1952, Andy Williams branched away from working with his brothers so he could start working on his solo career. However, it wasn’t until 1956 that Williams’s released his first studio album with Cadence Records, Andy Williams Sings Steve Allen. Throughout the rest of the 1950’s, Williams continued working with Cadence Records, releasing four more albums before the end of the decade: Andy Williams Sings Roger and Hammerstein; Two Time Winners; To You Sweetheart, Aloha; and Lonely Street.

In 1960, Andy Williams released two more albums with Cadence Records (The Village of St. Bernadette and Under Paris Skies). In 1962, he switched recording companies and began working with Columbia Records. The first record he released with his new company was Danny Boy and Other Songs I Love to Sing

His next album, Moon River, and Other Great Movie Themes was his first album to reach the RIAA Gold standard. Throughout the rest of the 1960’s, Andy Williams continued to release hit albums with Columbia Records. Many of his other albums also reached RIAA Silver, Gold, and even Platinum standards. Some of his most famous from this decade include The Wonderful World of Andy Williams, Andy Williams’ Dead Heart, The Shadow of Your Smile, Born Free, Honey, and Happy Heart.

Throughout the 1970’s, Andy Williams continued to work with Columbia Records. Unlike the previous decade, Williams did not create music throughout the whole decade, just until 1976. Again, his albums managed to reach Silver, Gold, and Platinum standards. Some of his most famous albums from this decade include Solitaire, The Way We Were, and You Lay So Easy on My Mind.

Andy Williams returned to creating music in 1980. His last album with Columbia Records, Let’s Love While We Can, was released in the same year. In 1984, he released an album with EMI Records called Greatest Love Classics. This record earned a Gold rating. His last album of the 1980’s, Close Enough for Love, was released in 1986 with Atco Records.

In the 1990’s, Andy Williams again only released three albums. His first two albums of the decade were released with Curb Records: Nashville and I Still Believe in Santa Claus. Another one of his albums, We Need a Little Christmas, was released with Unison Music. This album earned an RIAA Gold standard.

Williams’s most recent album and only album of the 2000’s was released in 2007 with the Demon Music Group. This album was titled I Don’t Remember Ever Growing Up.

Acting Career

Andy Williams began his acting career in the mid-1940’s. However, he was not credited for any of his roles during this time because he was on various shows as a singing entertainment act with his brothers. Some of the early shows he worked on with his brothers include Moonlight Melodies and Something in the Wind.

It was not until 1960 that Andy Williams returned to the screen. This time, he was working as an actor, not just a musician. His first on-screen appearance of the decade was in the made-for-television movie The Man in the Moon. For most of the rest of the decade, Williams worked on television shows as guest stars and in one movie (I’d Rather Be Rich). In 1969 Williams began starring in his own show, The Andy Williams Show.

Andy Williams continued to work on The Andy Williams Show until the show’s end in 1971. Until the mid-1970’s, he made several Christmas specials simply called The Andy Williams Christmas Show. This was a recurring event in 1971, 1973, and 1974.

In 1982 he also appeared in the Andy Williams’s Early New England Christmas. The last time he appeared on screen was in 1998 on The Larry Sanders Show.

Awards And Accomplishments

Andy Williams earned the Society of Singers Lifetime Achievement award in 2012.

He earned his Star on the Walk of Fame in 1982.

Over the course of his long career, Andy Williams was nominated for six Grammys for Vocal Performance - Male (1959, 1962, 1964, 1965, and 1967) and Album of the Year (1964).

Family Life

Andy Williams married Claudine Longet in 1961. This couple had three children together: Christian, Noelle, and Robert Williams. However, this couple later divorced in 1969. He later married Debbie Haas in 1991. This couple was married until Williams’s death in 2012.

Andy Williams died on September 25, 2012. The cause of his death was complications due to bladder cancer. He was 84 years old when he passed away.

December 3 Horoscope

More Singers

More People From Iowa

More People From United states of America

More Sagittarius People


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Replica Omega Seamaster PLANET OCEAN 600M

It was with OMEGA’s maritime legacy in mind that the brand launched its Planet Ocean line in 2005. Today, the stylish models continue to pay homage to OMEGA’s dive watch heritage. cheap omega watches for men

This 43.50 mm stainless steel model features a white ceramic dial with applied Arabic numerals in orange and a date window at the 3 o’clock position. The orange ceramic unidirectional bezel includes a diving scale filled with liquid ceramic and Super-LumiNova.Omega Seamaster PLANET OCEAN 600M

Other features include an alveol screw-in caseback and an integrated stainless steel bracelet with patented extendable foldover clasp and diver extension.

The watch is water resistant to 600 metres / 2000 feet / 60 bar and has a helium-escape valve. The OMEGA Master Chronometer calibre 8900 at the heart of this timepiece can be seen through the transparent caseback. To achieve Master Chronometer status, it has passed the 8 rigorous tests set by METAS (The Swiss Federal Institute of Metrology).

omega watches for sale replica watch omega
FEATURES Anti‑magnetic Chronometer Date Helium escape valve Master Chronometer Certified Screw‑in crown Transparent case back Unidirectional rotating bezel TECHNICAL DATA

Between lugs: 21 mm

Bracelet: steel

Case: Steel

Case diameter: 43.5 mm

Dial color: White

Crystal: Domed scratch‑resistant sapphire crystal with anti‑reflective treatment on both sides

Water resistance: 60 bar (600 metres / 2000 feet)


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Richard Mille RM009 Tourbillon

Arguably the most significant Richard Mille watch is the RM009 Tourbillon Felipe Massa, because it was the very first Richard Mille wristwatch that was ultra-light, now a defining characteristic of the brand. And it helps that the Richard Mille RM009 Tourbillon is ridiculously cool – a preposterous, flawed watch built on a bizarre idea that wears like a dream on the wrist.

Introduced in 2005, the RM009 weighs just 28g without its strap, equivalent to five and a half sheets of ordinary printer paper (which is 80gsm weight and A4 size).

Though it’s since been superseded in the weight stakes by other Richard Mille watches – notably the RM 27 series made for tennis champion Rafael Nadal, which includes the 13g RM 27-01 – the RM009 is a landmark. Not just because it was the first, but because the case is not made of carbon fibre composite as all ultra-light Richard Mille watches are today. Instead, the RM009 is metal, or more specifically, intriguingly metallic.
But first, the background.

Like several other Replica Richard Mille watches of the mid 2000s, including the RM011, the RM009 was conceived for the brand’s first ever ambassador: Felipe Massa, the Brazilian driver who was then the next big thing in Formula 1. The same year the RM009 made its debut Mr Massa started at Ferrari, finishing the season in third place.

That turned out to be his best finish for the rest of his career, and Richard Mille subsequently acquired other sportsmen and women as ambassadors, including Mr Nadal, who has been consistently winning Grand Slams since 2005.

Mr Massa has since retired from Formula 1 and joined electric car-only Formula E, but the RM009 he inspired has gone on to definitively shape the philosophy of Richard Mille, today a superstar of watchmaking that’s the fastest growing high-end brand.

Preposterously light, and expensive
When the RM009 was launched it was a revelation, because the ultra-light, ultra-expensive complicated wristwatch had not yet been invented. It was remarkable enough that original buyers of the RM009 – bona fide early adopters – were the sort of collectors who also pursued watches from independent watchmakers like F.P. Journe, Philippe Dufour and Voutilainen (and that comes from knowing four of these prescient individuals, although only one still has the watch).
I interviewed Mr Mille a year after the RM009 was launched, and he explained the rationale. “I wanted to do a very light watch, the lightest watch ever made in the mechanical watch story, for one reason: because I was fed up of seeing people who add weight to a watch, because of the perceived value of weight,” he said, “So I said to myself, why not the lightest watch, and the watch costs a fortune!”
Priced just shy of US$350,000, the RM009 was preposterously expensive by the standards of the day, though in hindsight that is a modest sum. Though it was a tourbillon wrist, the rationale for the price lay not with the complication, but with the exotic materials used for the case and movement, which trimmed the weight of the watch to under 30g.
ALUSiC is a metal matrix composite (MMC), usually a low density metal forming the matrix, with reinforcing particles scattered throughout. The material gets its name from its ingredients: a silicon-aluminium alloy that contains silicon carbide (SiC) particles to improve its hardness. Those constituent elements, namely aluminium and silicon carbide, are fairly common ingredients for MMCs, which are typically used for high-wear applications like brake drums and rotors. Other MMCs similar to ALUSiC include Duralcan, invented by the former Alcan (which is now part of Rio Tinto).

MMCs made of an aluminium matrix with silicon carbide reinforcement particles are known generically as AlSiC, with ALUSiC being the trademarked name for the particular type of MMC used here.

ALUSiC is produced by Les Bronzes d’Industrie (LBI), based in the town of Amnéville, which sits in northeastern France bordering Germany. LBI’s specialty is centrifugal casting of metal alloys, a process also known as spun casting. Centrifugal casting creates metal alloys by spinning the molten metal inside a drum rotating at high speed. Once the molten metal cools, it forms a solid alloy ring that is homogenous and free of inclusions.
The constituent elements and production process for ALUSiC give it properties ideal for a watch case. To start with ALUSiC has a low density of under 2.95g/cm3, more than a third less than titanium (~4.50g/cm3) and less than half of stainless steel (~8.00g/cm3). That is why the RM009 is lightweight.

ALUSiC also has high stiffness, meaning it doesn’t bend easily, and wear resistance, or a very hard surface. Less relevant in a wristwatch is the fact that is retains its mechanical properties in temperatures of up to 300°C, while having a low thermal expansion coefficient and high thermal conductivity. (LBI still produces ALUSiC and its factsheet can be found here.)

Today’s ultra-light Richard Mille watches have cases (and movement base plates) made of carbon fibre reinforced composites, essentially carbon fibres mixed inside a polymer. Such cases are incredibly light, but also look lightweight. In contrast, ALUSiC has a rough, granular surface that resembles stone, or a heavily abraded metal surface. Because the case resembles a heavy material, the lightness is surprising, time after time. The disconnect between the appearance and feel is one of the most compelling qualities of the watch.
An especially interesting characteristic of the ALUSiC case is the fact it acquires a patina of sorts. The RM009 pictured was bought brand new by its owner in 2005, and has been worn regularly since. Though the watch has been serviced since then, the case is untouched. Over time the case has darkened considerably, going from a pale grey similar to natural finish titanium to a dark shade that accentuates the granularity of the surface.

Having seen several other RM009 watches, it is obvious not all RM009s have aged similarly. I don’t know about about MMCs to understand exactly why the case colour has changed, but a cursory look at research available online indicates that aluminium-based MMCs can be affected by seawater, and presumably sweat. That might also explain why small segments of the case surface are speckled light grey, and almost white – perhaps some sort of metallic precipitate?
Another first for the RM009 was the material used inside the case – the base plate is made of an aluminium-lithium alloy. Aluminium in itself is already a lightweight metal, but lithium is the least dense metal, so the addition of lithium, even with tiny amounts, makes the resulting alloy significantly lighter. But lithium also strengthens the structure of the alloy, making it more stable over time than aluminium.

With a density of just 2.60g/cm3, the aluminium-lithium alloy for the base plate is even less dense than ALUSiC, which has a density of 2.95g/cm3.
But the bridges visible on the front are made from an alloy of aluminium mixed with and copper and magnesium, which is likely the reason for the tiny brown spots that develop over time. According to the owner, the brown discolouration is a recurring problem; it’s fixed with every servicing but returns over time.
While the calibre is fundamental similar to later Richard Mille tourbillon movements – it was produced by Renaud & Papi, just like the current crop – the RM009 movement is evidently a much earlier work. Compared to today’s movements, the one inside RM009 is rougher around the edges, almost experimental. In fact, and this is an analogy a watch nerd would appreciate, the RM009 calibre is akin to the earliest F.P. Journe tourbillon movements, looking more hand-made and less refined – and that makes it cool.
The RM009 will definitely go down in history as a significant watch, but the magnitude of its significance will be determined by the future of Richard Mille.
As long as the brand continues on its current trajectory as the definitive brand in the ultra high-end segment of contemporary, complicated watchmaking, then the RM009 will be an incredibly big deal. If the opposite happens, then the RM009 might end up as a historical curiosity.


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Black Adam FOE T-Shirt by Alex Ross

Black Adam FOE T-Shirt by Alex Ross

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Made from 100% Cotton, this black t-shirt features a menacing image of Black Adam, painted by Alex Ross and taken from the cover of JSA #23, one of many issues that took part in DC Comics' Faces of Evil cover campaign!  Alex Ross is the cat's pajamas.  Let's be straight on this.  Sure, you've heard the rumors about his slight egotism, but when you're as good as he is, one has every right to snub the "Pleebs."  This Black Adam t-shirt is is for fans of Adam, Alex Ross, Adam throwing you through a bus station and Alex Ross refusing to hold the elevator!

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  • Product Brands:
  • Black Adam,
  • JSA,
  • Shazam,
  • Villains
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  • SKU: tsblackadamfoe

Reviews of Black Adam FOE T-Shirt by Alex Ross

5.0 (Based on 7 reviews)
Sydney, Australia

image is great! lots of people asking where ive got this shirt. definitely sparks lots of comic-book related topics to talk about :)

Submitted 6 years ago
Cleveland, OH

I got this shirt for my boyfriend for Christmas after I finished reading his copy of Shazam! He loves it! Also, both of us appreciate the variety this site has. Black Adam is not necessarily the most main stream villain, but we are both glad that you have this shirt.

Submitted 7 years ago
Brisbane, Australia

Really great quality shirt, graphic really lives up to the hype of the images then goes beyond!

Submitted 6 years ago
Jack, Black Adam fan
New York, NY

the fit is perfect, and the art is spectacular. this is quite possibly the coolest item in the store.

Submitted 7 years ago

Submitted 8 years ago

Looks good. Feels good. Well worth the price.

Submitted 8 years ago
Bert Lee
Round Rock, TX

Love it

Submitted 5 years ago

Are you a risk taker?

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Breast is Best

For a new mum, the breastfeeding issue can feel like a battleground. Everyone – other mums, the media and medical professionals - seems to have an opinion, but what works for one mum or child may not necessarily work for another.

Choose what’s right for you

Ultimately, the decision on how, when and how long you breastfeed your child is up to you, and every mother’s experience will be different.

The World Health Organisation (WHO) recommends exclusively breastfeeding your baby until he is six months old, and then combining solids and breast milk until at least two years of age. Breast milk contains everything he needs for healthy development and breastfeeding babies should not be given any other food or drink – including water – before this age.

At around six months, you can start to introduce infant foods that contain iron, and many Mums continue with a combination of breast milk and solids for a year or two. Midwife and Lactation Consultant Verona Hall says, “If you can breastfeed for a year that is ideal, but it can be quite normal for a baby to self-wean. If a baby feeds for two years or more that’s ok too.”

She says, “As long as I don't believe it harms the child, I would support the mother. Breastfeeding is the Mum’s personal choice.”

Your baby needs some sort of milk (human, cow or soy) until they are at least two years of age, and mother’s milk is best if you choose, and are able to, continue nursing.

When breastfeeding doesn’t come naturally…

Whilst breastfeeding is a natural act, breastfeeding technique needs to be learned. Many mothers have difficulty with positioning, attaching their baby or ensuring he gets enough milk. “A lot of Mums say they can’t breastfeed but they probably haven’t received the help they need,” Verona says. “Even if you have breastfed a baby before, you tend to forget the next time around.”

You can get breastfeeding support and advice from your midwife, obstetrician or lactation consultant. Make sure you ask for the help you need – learning to breastfeed will take time and patience, but it is best for both of you in the long run. See Breastfeeding - your questions answered for some useful tips.

But I can’t continue…

Whilst breast is best, for many Mums, breastfeeding for 12 (or indeed 3) months may not be possible due to health, work or other commitments. That is ok too. Mums who can’t breastfeed have own reasons – whether they be medical or social, and shouldn’t be made to feel inadequate.

Verona says, “Mums may stop breastfeeding for many reasons. I’m happy with whatever Mum thinks is right for her and her child.”

What do you think? Share your experiences on the Supernanny Forum.

Related links

  • Breastfeeding - your questions answered: There’s no doubt breast milk gives your baby the best start in life, but isn’t without its challenges, as these mums’ questions demonstrate.
  • The Newborn Baby: The love and attention babies receive in their first few months of life plays a vital part in determining how their brains and bodies develop.
  • Your Guide to Baby Gear: The Supernanny team cut through the confusion to bring you a list of 10 essentials for the first few weeks of your baby’s life, as chosen by mothers.
  • Introduction to Post-Natal Energy: We all want our pre-pregnancy looks back as soon as possible, but Melinda Nicci encourages us to listen to our bodies and set realistic goals.
  • Dad's View of Pregnancy and Childbirth: They tend to be a forgotten factor during pregnancy and childbirth, we chat with two men about their experience of first time fatherhood.

Related Advice


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John Mitchell to coach WA Super 14 side

Super rugby AU : Standings | Fixtures | Super Rugby Aotearoa: Standings | Fixtures |

RUGBY WA has today appointed John Mitchell as Head Coach of the new Perth-based Super 14 team.

Announcing the appointment, Rugby WA Chairman Geoff Stooke said Mitchell was one of the world’s best rugby coaches who would provide the new team with the best possible start in the Tooheys New Super 14 Competition.

He said Mitchell had been appointed after an international search that had yielded a high class field of outstanding candidates.

‘Rugby WA is delighted to have secured a head coach of John Mitchell’s track record, pedigree and demonstrated commitment to all levels of rugby ‘ from grassroots to national teams,’ said Mr Stooke.

‘He was the unanimous choice of the selection panel and, with his proven track record at international and provincial level, we believe he will do an exceptional job for Australian rugby and WA rugby.’

Mitchell will take up his appointment on 14 March when he will commence work with CEO Peter O’Meara building a squad of players in preparation for entry to the Tooheys New Super 14 Competition in the 2006 season.

He will move to Perth with his wife Kay, son Daryl (13) and daughter Ciara (10).

Mr Stooke said Mitchell had been appointed under a three year contract.

Mitchell said he was absolutely thrilled to be appointed Head Coach of the new Perth-based team.

‘This is a wonderful opportunity to be part of something truly significant in Australian and world rugby,’ he said.

‘My intention is to select and prepare a side that is competitive in Super 14 from the beginning and to maximise the opportunities for players aspiring for Wallaby selection.

‘It may take Perth some time to win the Super 14 competition but I can guarantee the competitive behaviour of my players from day one and the growth of the pool of young players in WA with the ability to play at an elite level.

‘The optimum mix of players will include some current Wallabies, some experienced Australian players now overseas and up-and-coming players who are coming through the ARU development ranks.

‘I have been very impressed with the professionalism with which Rugby WA has conducted the recruitment process and I intend to repay their faith with a side of which rugby supporters in Western Australian can feel very proud.’

Mitchell said he was particularly looking forward to playing a key role in the development of community rugby throughout WA, an area to which he has devoted considerable time in recent years.

‘We have a dual role with this team, which is to create a development channel for elite level players who will play for the Wallabies and to build a competitive Super 14 side and,’ he said.

‘In the medium and long-term, those players will be predominantly West Australian kids who excel at this great game. The development of those players starts right now.’

Mr Stooke thanked the Waikato Rugby Union in New Zealand which released Mitchell from an existing contract to take up the role in Perth.

He also thanked members of the selection panel for their work. The panel included former Wallabies great Phil Kearns, WA Department of Sport & Recreation Director General Ron Alexander, CEO Peter O’Meara and officials from Rugby WA.

Mr Stooke said he was very appreciative of the outstanding support and input from the Australian Rugby Union through the selection process and the ARU’s wholehearted support for the choice of Head Coach.

‘We used a wide-ranging set of criteria in the selection process, which was especially important given this is a start-up team,’ he said.

‘We need strong, forceful individuals who will make this side successful on and off the field. In John Mitchell and new CEO Peter O’Meara we have two such people who, we believe, will become exceptional figures in the West Australian community.’

Mitchell said he looked forward to immersing himself in WA rugby and in building strong relationships with everyone with an interest in rugby in WA, from the members and corporate supporters to the players and coaches throughout the state who will provide the feedstock for the side into the future.

He said Rugby WA expected to announce its first major signing for the team within the next two weeks.

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Tag Archives: facial rejuvenation

Refresh Your Spring Skincare Routine with These Tips!

Spring is here, and summer is approaching. This means you will start to shed layers and reveal more of your skin. When the warm weather arrives, off come to the sweaters and jackets, and on go the sundresses and bikinis to enjoy outdoor fun. As you adjust your wardrobe, you should think about transitioning your… Read More

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