369 is biggrer than 144

For those of us that can count :

369 is bigger than 144, whether it is black eye peas or millions of US dollars, whether you are on Cote de Azur in south of France or on Grenville Beach in south Trinidad, 369 is still bigger than 144.

I refer you to public information herewith as to why one must uphold the division between a corporation of the state board and its reporting minister , there must be a Chinese wall or else do as I advocate , less is more, what business is it of a government to be owning an airline company or a helicopter company (NHC) as a matter of fact , that is the role of the private sector, I am all for small government let it be known, a student and believer of the school of Ann Rand republican thinking.

FACT :http://www.worldlingo.com/ma/enwiki/en/Bombardier_Dash_8 tells us that the suggested manufacturer's cost price for the design and development of a Bombadier Dash 8 is in the range of US $13,232,000 to US $16,000,000, BRAND NEW!

FACT http://www2.bombardier.com/Used_Aircraft/pdf/4036_Mkt_Spec_8_Jan_2008.pdf a used 2008 Bombardier Dash 8 Q400, of which there is 24 , is available as a fleet sale from SAS through their appointed sale agents Bombadier for the unit fleet price of less than $300 Million US .

So lets see, you can get 9 Brand new for $144 Million US or you can get 24 foreign used less than 2 years old for $300 Million US, and what is it you are asking our sober minded Board at CAL and their nonsense straight shooter businessman / Chairman Mr. George Nicholas III, who is thinking as if he, like his fellow Board members are, spending not public money but treat it as if it were their own ,which is a damn good thing! , to do what exactly, Uncle Jack?

The venerable sage of deal making Minister Warner ( Uncle Jack) et al ( read in that Captain Ian Burton ex-CEO), knows that Mr.Robert Corbie the acting CEO at CAL is a numbers man , ie is on the commercial side of the business , sees that 9 ATR-78 seat aircraft for $369 Million US total deal package plus carrying cost of a further $20 Million US gives us a WHOPPING $389 Million US cannot make sense no way how you twist it, but yet it pass this Cabinet , yes , it pass Cabinet, and THIS IS BORROWED MONEY !

Mr.Colville Carrington and Mr.Avery Brown at CAL to veterans of the BWIA legacy procurement process at CAL , the former is the engineer guiding the CEO and board as to the technical ,cost benefit of operating and safety mandates of a particular aircraft , the latter a practitioner of transparent practices as per company policy approved by the Board for aircraft procurement are both unable to shed light as to why this Cabinet chose one over the other, these two certainly did not produce a report to the Cabinet or the then CEO Captain Burton saying ATR superior to DasH 8-400Q as far as I know . The only fact known in this fiasco is that 369 is bigger than 144.

And furthermore there are some like myself , who personally rather have for CAL under full manufacturer warranty 24 foreign use Dash 8-400Q than 9 new brand ATR-78 and still have $89 Million US less to finance.

In closing , I encourage CAL's chairman and board and acting CEO to keep up the good work Mr.Nicholas, Mr.Corbie , Mr.Carrington & Mr.Brown. Back of the class, I say to Captain Burton and those who sat down in that Cabinet cabal and authorized-in this madness with ATR, give us their names , who was the Cabinet quorum that signed off this when there was no CAL Board to say hey wait a minute , 369 is bigger than 144., tell us their names, we know of one for sure is Uncle Jack who are the others and Cui Bono? Aunty Kamala is going to cut they backside, licks shelling like peas, and it good for them.



Adrian Matadeen

1-868-292-4282

killing chickens to scare monkeys

There is an old Chinese proverb which says you kill chickens to scare monkeys, the context pictorial is a heavily laden fruit tree and the chickens on the ground are eating the fallen fruit or low hanging fruits and the monkeys are on the tree picking the best fruit and wasting it. So the owner of the tree cannot reach the agile clever monkeys takes his/her wrath of loss and frustration by slaughtering the chickens publicly so as to scare off the monkeys in the tree. It never works but there is relief in the owners psyche.

There are leadership elements within the crime scene , and all one has to ask is Cui bono?, http://en.wikipedia.org/wiki/Trinidad_and_Tobago_Police_Service ,www.nationalsecurity.gov.tt/.../TrinidadandTobagoPoliceService/.../Default. aspx follow the money, well the Ministry of National Security benefits from crime overload by getting a larger budget , in excess of $11.7 Billion TT in the budget, and this trickle downs to the Police,,SIA,SAUTT,CID etc. The private security firms benefits to the tune of excess $5.81 billion TT per annual, and of course the small upper echelon criminal snake-heads/kingpins/capos benefit with their illicit profits, to the criminal -narco trade in Trinidad worth about $6 Billion TT per annum. So basically trying to "fix" crime in Trinidad means interfering with with a $24 Billion TT/yr moneybag. If our budget for 2011 is an est. $45 Billion TT and you have a criminal economy taking in excess of $24 Billion per year, the economics speak for itself.

So lets us accept the reality , this amount of money is not going to allow fixing , so one has to kill chickens , my tie in with the prior paragraph, and to kill chickens there are only three remedies of note that are effective historically as relieving public anxiety though having little effect on serious crimes:

* Capital punishment /death penalty
* Applying writ of attainder for serious crimes , armed felony , felony assault , kidnapping , public office fraud, embezzlement/white collar crime homicide etc
* Applying bills of pains and penalties as Acts of Parliament

These three in concert ought to have enough blood and gore to scare chickens for some time while the monkeys enjoy the view and eat the high fruit.

Kind Regards

Adrian Matadeen

A spectator on vanity fair

Its questions not answers , that's the key by Prof.Bob Simons

1. Who Is Your Primary Customer?

The first imperative—and the heart of every successful strategy implementation—is allocating resources to customers. Continuously competing demands for resources—from business units, support functions and external partners—require a method for judging whether the allocation choices you have made are optimal.

Therefore, the most critical strategic decision for any business is determining who it is you are trying to serve. Clearly identifying your primary customer will allow you to devote all possible resources to meeting their needs and minimize resources devoted to everything else. This is the path to competitive success.

It's easy to try to duck the tough choice implied by the adjective primary by responding that you have more than one type of customer. This answer is a guaranteed recipe for underperformance: the competitor that has clarity about its primary customer and devotes maximum resources to meet their specific needs will beat you every time.
2. How Do Your Core Values Prioritize Shareholders, Employees, and Customers?

Along with identifying a primary customer, you must also define your core values in a way that ranks the priority of shareholders, employees, and customers. Value statements that are lists of aspirational behaviors aren't good enough. Real core values indicate whose interest comes first when faced with difficult trade-offs.

Prioritizing core values should be the second pillar of your business strategy. For some companies, shareholders come first. For others, it may be employees. In other companies, it may be customers. There is no right or wrong, but choosing is necessary. To illustrate this point, I'll contrast Merck's $20 billion decision to pull Vioxx from the market with Pfizer's decision to continue marketing Celebrex.
3. What Critical Performance Variables Are You Tracking?

Once you're confident that the foundation of your implementation is sound—you've allocated resources correctly and provided guidance for tough decisions—it's time to get everyone who works for you focused on the job at hand.

Tracking performance goals—the third implementation imperative—requires you to set the right goals, assign accountability, and monitor performance. It's easy to fail this imperative by focusing on the wrong performance indicators or monitoring scorecards that have an overload of irrelevant measures. Underperformance is the result.

It's your job to ensure that your managers are tracking the right things by singling out those variables that spell the difference between strategic success and failure. Like the preceding two questions, the focus in this question is again on an adjective, this time the word critical. I will show you a simple but counterintuitive technique that you can use to be sure you're tracking the right things, and I will describe how companies such as Nordstrom and Apple illustrate some unorthodox performance measurement choices that provide the pathway to superior results.
4. What Strategic Boundaries Have You Set?

Every strategy brings with it the risk that an individual's actions will pull the business off course. Here again, it's easy to fail to inoculate the business against this risk. As we will see, the trick is in setting clear boundaries.

Controlling strategic risk is the fourth implementation imperative. Strategic boundaries—which are always stated in the negative—ensure that the entrepreneurial initiative of your employees aligns with the desired direction of the business. Strategic boundaries can also protect you from the types of errant actions that destroyed Enron and brought financial service firms such as Fannie Mae and Lehman Brothers to their knees.
5. How Are You Generating Creative Tension?

Once you're satisfied that you are tracking the right performance goals and controlling strategic risk, it's time to turn to the fifth implementation imperative: spurring innovation. This imperative is woven into the fabric of every healthy organization, and we all know that companies that fail to innovate will eventually die. No company is immune.

But sustaining ongoing innovation in organizations is notoriously difficult. People fall into comfortable habits, sticking with what they know and rejecting things that cause them to change their ways.

To overcome such inertia, you must push people out of their comfort zones and spur them to innovate. I will provide a menu of techniques you can use to generate creative tension to ensure that everyone is thinking and acting like a winning competitor.
6. How Committed Are Your Employees to Helping Each Other?

For most companies, it's critically important to build norms so that people will help each other succeed—especially when you're asking people to innovate. But there are exceptions. Some organizations can, and should, be built on self-interest, with every man or woman working for him- or herself.

I suspect that the choice between commitment to help others and self-interest is deeply ingrained in your organization, yet has never been discussed. But if you haven't addressed this choice explicitly—and worked to make it happen—you have increased the potential that your strategy implementation will fail.

Building commitment is the sixth implementation imperative. I will offer a menu of techniques to foster commitment to achieving shared goals. Or, if rewarding self-interest is more appropriate for your business, I will explore alternative approaches you should employ.
7. What Strategic Uncertainties Keep You Awake at Night?

No matter how good your current strategy is, it won't work forever. There will be booms and busts, customer preferences will change, competitors will introduce new products, and disruptive new technologies will emerge in unexpected places.

This brings us to the final implementation imperative: adapting to change. Adapting is critical to survival, but it's extremely difficult to do. With change constantly surrounding us, employees often do not know where to look or how to respond.

I will consider the techniques that companies such as Johnson & Johnson use to search for new information and ideas as markets inevitably change. Your personal attention is the critical catalyst to focus your entire organization on the strategic uncertainties that keep you awake at night. After all, everyone watches what the boss watches. I will discuss how you can use this principle to guide the emergence of new strategies for the future.http://hbswk.hbs.edu/item/6493.html?wknews=112210

Salting the hay to make the mule drink at the water hole

Dear Financial Team for GORTT & amicus curiae

It is of grave concern to me given that I am promoting TnT since my return for CHOGM 2009 for Foreign Direct Investment and / or technology transfer with the goal of creating high paying jobs and in global competitive market for example :

(1) in the HC industry ( O&G integration) a Porter Diamond model ( Prof.Porter is coming to Trinidad on March 2011) we called COGIC Ltd submitted to the Ministry Energy & Energy Initiatives (MEEI) and Ministry of Finance (MoF),

(2) Freshwater Aquafarming using world leaders of Prof.Ramnarine at UWI and Dr.Cohen APT/University of Tel Avi to plan and execute submitted to Ministry of Food Production and Agriculture ,

(3) Renewable Energy (tidal, wind & solar) manufacturing facilities submitted to MEEI and MoF partnering with world leaders such as Sulzon India, Kruger Energy Canada, Vestas Denmark and RNE UK,

(4) Submission for building a world class dredging manufacturing facility and dredging school at LABIDCO for our proprietary Cascadura for depths exceeding 150 meters partnering with DSCdredging.com America and watermaster.com Finland, as submitted to Ministry Public Utilities and Ministry of Transport & Works Maritime Affairs,

(5) utilizing CAMUS-ST technology from Mumbai scientist and noble prize nominated Prof.Shankar at Tata Institute of Technology/VEC for waste water treatment plants for Triniad & LAC region as submitted to Ministry of Pubkic Utilities and partnered with the Government Of India through the High Commissioner of India in Port of Spain,

(6) A central materials recovery plant for end of lifecycle recover/recycling of paper , plastics , glass, used tires from our three land fill married to a national curbside collection plan integrated with the Regional corporations garbage p/up and guidance for legislation , a "Bottle Bill" that compels both domestic and alien and their local distributors to submit to the EMA an end of life cycle recovery plan for their products and or packaging , be it battery makers ,newspaper publishers, bottlers or refrigerator manufacturers, the entire spectrum as was submitted to Ministry of Local Government & Ministry of Housing and the Environment

(7) A specialty glass manufacturing plant partnering with the likes of DOW US, Pinkerton UK and AGC Japan as submitted to MEEI.

(8) Individual Retirement Plan Account as submitted to UTC ,FI ,CBTT, PWC , JCS lawyers and MoF PS Lewis and Dhanpau et al. using the WOF Plan /LSVC structure as developed in British Columbia Canada where I reside.

(9) Development of International Financial Center following the Dubai Mercantile Exchange model for marketing HC CNG/LNG here in Trinidad rather than in Houston partnering with HRH and his UAE government as submitted to MEEI and MoF.

Now given that the above 9 active projects of www.fatzgroup .com of which I am the group managing director, is concentrated solely in this SIDS as described by my late colleague Prof Pantin UWI whose last work was on behalf which was a feasibility survey for a materials recovery facility for Trinidad & Tobago in late 2009 as requested by First Citizen Bank that had offered to ante up $3 Million US to the war chest subject to the above mentioned report by Prof.Pantin, getting in writing the then support of the line Minister Hon.Hazel Manning in the Ministry of Local Government and her then PS Ms.Cheryl Balckman and the consent of the CEO of SWMCOL the then Mr.Ray Braithwaite. All was gotten except Ms.Maning approval and hence the value preposition was shelved for "the costly Nova Scotia Plan" , subsequently Ray was fired for supporting me and Ms.Blackman transferred out of Local Government ,to be resusicated as the PS to Hon Jack Warner Minister of Transportation and Works, for supporting me and Ms.Doreen Lewis my advocate within the Local Government became silenced.

Now to CLICO the crux of this composition. I have presented a viable option to Mr.Yetming and Minister Baharath , Dr E. Williams CBTT and the PS Lewis & Dhianpaul, that is the sale of CLICO and this requires a mandate which I have requested and have yet to receive , even as I have identified two possible buyers .

The current adoption by the MoF using my colleague Milken zero coupon bond /junk bond , a seventies phenomenon for hostile takeover is both crude and wrong, plain ugly. Zero coupon bonds got Michael 25 years in jail and President Clinton's pardon had him out early. Milken has since been vindicated for his strategy as the zero coupon bond is even being discussed as a mechanism by this Minister of Finance for CLICO in 2010/2011, how the world turns .

I am familiar with the actors at the genesis of this product the likes of my fellow Canadian Mr. Campeau and Federated Stores etc, which I am even not sure the Minister of Finance is aware of unless like me he was a licenced stockbroker and capital market trader in NA. Asking Milken if this product is a fair solution to this specific CLICO problem and Michael would tell you definitely NOT. So why continue , is it the Mrs. Hazel Manning Syndrome fascination wit " Project Nova Scotia" as described above repeating itself, the scientific term is Dunning Kruger Syndrome.

Here is the plan you may want to consider if you do not want to sell in situ as this prescrition follows the Canadian Confederation Life Failure in the late 1980s while I was both a stockrbroker and life insurance agent student.


Of course Fatz and myself are there to help consult at ZERO FEE, Cui bono ? as again we have to much vested here in Trinidad to have this overhang and uncertainty in the public, not good for our business , not good at all, as you can read from above .

We recommend that getting income into the hands of CLICO holders is a good thing , as this means there is discretionary spending for the Christmas season, the plan is premised that the CLICO stakeholders need income but not necessary their principal , otherwise why put it into the financial instrument in the first place. Hence the rational of a zero coupon bond is mis-aligned to the client's need , the first rule breached , KYC, why?

No one risked averse wants principal compromised negatively , hence a 12 year 6% coupon par value bond makes better sense. THere is enough cashflow from existent assets of CLICO to cover the interest . Here is the kicker , no use reinventing the wheel , create TARP legislation http://en.wikipedia.org/wiki/Troubled_Asset_Relief_Program

but Trini style. By that I mean create a pool venture capital high risk fund ( CLICO TOXIC ASSET POOL ,CTAP) in which you put the assets of CLICO that are the most noxious , the debt etc, and float this on the public market as if it were a junk bond , there are investors out there looking for plays like this , maybe not in a small market as Trinidad but definitely on the international market for CTAP , its strictly what it is high risk and caveat emptor, but if there is an turnaround upside it is lottery like , i.e. phenomenally hugh , like 1500% plus.

This gives the residue CLICO a new balance sheet similar to what was done to AIG , hence liquidity , as the bad debt is gone into the CTAP , the questionable investments are now in the CTAP.

The above is tedious and requires a lot of thinking through , it requires communication and reaching out to downstream FI and merchant banks in the region , it requires humilty and patience but if package properly is doable and effective, the proof is in AIG http://finance.yahoo.com/echarts?s=AIG last traded at $41.76 US and 18 months ago its share value was negative .

To summarise

1. The LSVF as part of individual retirement policy initiatives planning to supplement NIS for 2045 shortfalls.
2. The IFC milestone by 2020 for Trinidad , staring with a DME model for HC trading being rehoused from Houston to Port of Spain , with the technology input of the UAE administration.
3. The raising of PPP capital through debentures by corporation sole and municipality corporation which permits tax free income to deal specificical with infrastructure and public utilities shortfall.
4.Divesture of state assets sch as Clico, Clico Investment Bank, Angostura and Hotel assets of Eteck for reposition of asset allocation to give a better ROI
5.The nationalization of alien HC upstream assets owned as a prioritry BP and then GDF Suez/IA and BG/ "PetroChina" so as to offer repatritation of outflows occur at POS which as it current .


Thank you.

Regards

Adrian Matadeen
Group Managing Director
www.fatzgroup.com
1-*868-292-4282


--

I am aspiring to be known in history as the world's greatest Philanthropist! Your assistance is appreciated. Thank you.
棵樹除非在春天開了花，否則難望在秋天結果

Question of the decade:


Are Western Coalition countries who went into Iraq in 18 March 2003, stronger and safer now that USA has official withdrawn troops on August 21, 2010: 1.4 Million Iraqi dead ,three times that number wounded , 5200 Coalition forces dead, over 92000 coalition forces walking wounded or disabled, Iraqi property destruction estimated at $123 Billion US, total cost of war efforts estimate at $850 Billion US and counting? What is your opinion? Cui bono?

Flush and not longer forget, H2O is precious

1. As you may know Fatzgroup.com has decided to build a business
division as part of its greening strategy to deal with Waste/end of
life cycle recovery for both solids and liquids in a cost effective
and low environmental impact modeling in plant design, building and
operations.

2. We are so far successful on two fronts here in Trinidad , one is
that we have linked up with VEC in India and the other through the
Government of India our division has been able to facilitate this
relationship and have it support at the highest levels of both GORTT &
GOI as a technology transfer to the people of Trinidad& Tobago by the
people of India.

3. Our focus markets are both public and private , and for the public
we have finished with WASA , the public utility here in Trinidad &
Tobago , with a schedule to implement this technology for both
sewerage and waste water as well as we are working on a plan in place
to market this technology to most of the GORTT Corporation Sole for
industrial effluent treatment , for example Petrotrin , National
Quarries and Methanol plant to name a few.

For the private sector we see a value proposition in our
industrial giants such as the country's largest distillery , the country's
largest brewery , its only Paper Mill and of course cgaltd, hence I ask that you read
carefully he attached and revert your email reply to me within five
business days of your interest in this matter or lack of .

Thank you

Respectfully

Adrian Matadeen
Waste Water Treatment Division
www.fatzgroup.com
1-868-292-4282

A windy sunshine day: Fatz RNW Energy Division

Fatz RNW Energy Division

Comprised of four parts under two types of public private partnerships (PPP) : design, build operate maintain(DBOM) and build own operate and transfer (BOOT.)

1. Wind Turbines

2. PV systems

3. Solar systems

4. Tidal systems

R& D:

1. Hybrid PV/Wind systems using Artificial Intelligence (AI) for flyby wire automataion
2. Nanotechnology for PV via the Snood Effect.

Partners approached with positive response that are key relationships to develop:

Financing Institutes /eco funders
Suzlon India
Vestas Denmark
RNW UK
Millennium Technologies Ltd /University of Tel Avi PS1 technology for PV cells manufacturing.
THA –Cove Industrial Estate
LABIDECO-NEC
MEEI-GORTT/Green Fund
MPU-T&TEC-GORTT






Our Purpose :

To use resources in T&T to build a viable manufacturing facility & marketing structure for export & domestic consumption of:
(a) 15MW to 25 MW power range of Wind Turbine engine system, 8000 individual parts with zero carbon emission and kWh production of $0.03 US (3US cents/kWh) into the existent electrical grid . Lifecycle of these systems to exceed 50 years. The manufacturing competition would be coming France Dassult Group, USA GE Power , Japan Hitachi Power Systems and Germany Siemens Group. Fatz’s competitive advantage would be cost, quality and ingenuity. In fact Fatz business goals includes being the out sourcing production plant for the above mega players including Suzlon and Vestas wrt to Wind turbines.
(b) 5MW to 10MW power range of Tidal/Wave electrical engines to harness kinetic energy as a result of the gravitational effect and rotation of the moon on large bodies of water such as the ocean and sea in the creation of tidal action as well as the expansion and contraction of the earth’s crust waves in our open body waters and the effect of surface wind on these waters to create waves. Waves are to be minimum 0.5 meters in height and frequency of a minimum of five per hour to make this system viable. Tidal fluctuations to be effective must exceed 1 meter variance for the engine to work cost effectively. Again the goal is power production of $0.01 US (1 US cent)/kWh into the existent electrical grid and a lifecycle to exceed 50 years.
(c) Light industrial/Household hybrid Solar/PV /wind tri-systems utilizing AI with a life cycle of fifty years and up to 14 Ampere range, either 110 V/220V with daily kWh production of up to 100kWh capacity at a cost of $0.05US ( 5US cents) /kWh to $0.08US (8US cents) /kWh and 200 litres hot water of temperature up to 65 Celsius per hour for household use via the solar component of the tri-system.
(d) Development of the first generation PV systems using nano –carbon tubes and air pressure differential( wind) to create an electrical discharge in conjugation with Prof.Snood Phd at the Tata Institute of Material Science in India
(e) Development of the first generation PV system using PS-1 substrate technology in conjugation with University of Tel Avi /Ramoth Institute of Technology and Millennium Technologies of Israel.
(f) The manufacturing of mega solar heating systems that are premised on solar farms (minimum 12000 square meters ) using biomass oil for heat transference and Cogen power and the other system of Concentrated Solar Tower (CST) using salt or graphite /boron for heat transference and storage , which again uses Cogen technology for electrical power generation. This is in the 10MW power production range and the cost range at $0.08 US per kWh and lifecycle at 30 years.

The economic spin off for the SIDS of TnT would be in the tens of Billions dollars and job creation in the tens of thousand . The initial kicker would exploit low cost energy from the hydrocarbon base economy existent but like the thermonuclear phenomenon , the process will continue on its own “steam” pardon the pun. This business sector is in the sunrise and we forecast maturity in 2045, more than thirty years from know carrying TnT beyond the critical 2026 marker of exhaustion of HC as a commercial entity , if using current consumption rates of 2010.

The recently signed document with respect to Carbon tax offset gives us great hope, but that is another story of opportunity that requires its own business proposal.

Requirements:

Land: 200 hectares
Capital: $150 Million US
Labour : Post graduate , Engineers and technical specialty skills & crafts example CNC , molders and sculptors in clay, wax and wood modelling
Energy : to cost $0.06 US per kWh
Water : minimum 350,000 L of clean water non-potable.
Deep water harbor access
Tax concessions /holiday for nascent industry
Ministerial exemption permits for equipment and personnel
Access to electrical infrastructure/grid and forward contract of power purchase that allows minimum 25% GPM.
Waste water treatment recovery plant.
Low cost raw materials , plastics , steel , aluminum , silica , nickel, silver and copper.

Market :
LAC region
Est .Revenue forecast $200 Mil US to $450 Mil US per annum
Est. ROI 23% pre carbon tax credit 55% carbon tax credit adjusted

Financial Scheme:

Grant and bond

20% Grant and the remainder 80% bond term 25 years capped at 9% floating rate LIBOR I Year plus 8%.

Either the door is open or it is close

It behooves to ask oneself as a citizen in the Republic of Trinidad and Tobago what exactly is the best government policy to meet the commonweal. There are only two approaches philosophically :

1. The citizenry of Trinidad and Tobago , you and I are clueless , blind , naked and helpless and require a paternalistic , benevolence that requires our government to penetrate and control all aspects of our living while allowing the illusion of independence , yet not an actual experience. This means that the government is the largest employer , the center of innovation and research, policing all areas of living through state apparatus through a centralized command and control plenary of technocrats and politically friends of the government. This is known as Big Brother and more government is better and socialism and the right of the collective is assumed to be the doing of this type of government.

2. The citizenry of Trinidad and Tobago , you and I are empowered and alert to opportunities and have the wherewith all to exploit such opportunities that allows the individuals of action to thrive and amass great wealth. All requirements for daily living and thriving is in the hands of entrepreneurs who are sensitive to free market competition and the feet votes. The fickleness of consumer loyalty requires that the best is there for the most competitive market price. Change is the name of the game and the casualty count of failure is high as the weak died and the strong lives off the carcasses of failure like the corbeau, scavenging and nothing goes to waste. Less government is more, the private sector is powerful and if the state can craft its revenue collection to be effective , one finds the treasury is amply filled, it is a rich , good , peace society . This type of government thrives on individualism and objectivism.

3. As a politician which of the two gives you the bigger stick , of course the first , cui bono? Politicians are basically legislators , makers of laws and bankers of our national budget. The first system allows the politicians to be everything but a law maker and a banker, to deal making etc. The second system permits the spotlight on good legislation because basically that is all you as a politician is going to be doing, and the second is going out there to insure that your revenue collection system is fair and effective .

4. Which is best for Trinidad and Tobago? I believe that the bewitchment of the first is too great like the Ring of all rings in the Tolkien trilogy Lord of the Rings, to weld that type of power only the simple hearted and those close to nature can carry it and then to ill effect and great pain, but never a political creature be it military or elected by popular vote as our modern politicians and leaders. Truly in my opinion , I am certain that only the second can save Trinidad and Tobago from our politicians and the apparatchik of the existing technological state. But does this GORTT have the gravitas to throw the Ring into the fire, does Karmala have the strenghth of will , does Jack have it , Vasant the inner strengths , how about Carol, what about Keith or Colin , sitting across , Max , what about Max in his sunset and doting years , can he have the presence of mind to design and act in a manner that less is more with respect to the presence and prevalence of Government/state, in the office of President. Had ANR been around knowing what he knows now I believe he could have given the smaller government is better republicanism a viable go , but who is of that clothe in the current pool we have elected /appointed.

5. Why is it necessary to have this discussion now ? There is no time left to correct mistakes, this is it , the next 60 months is going to have an incredible and indelible effect on the society and sovereignty we understand to be Trinidad & Tobago, please do not think that the former Government under Mr.manning where not cognizant of this fact , and owed up to the fact that within and without they were indeed powerless and failing as actors of change , things had gone awry to far for recovery , it was time for change. It is my hope that the change is not going to be more of the same, otherwise the sacrifice of the former government would have been wasted however the blame game would have been deflected to this POP government. Ingenious , brilliant and Machavillian strategy by Mr.Manning , well done.

6. The path forward calls for dismantling the non-core activities of the state and focus only on finances both input and output, security of state within and without, social services and of course education. There is more than enough for any body of gifted legislators to deal with in the above portfolio. Every thing else is divestiture and denationalization and allow the liaise fare market forces to prevail. No Petrotrin, no First Citizen Bank, no UTC , no National Flour Mills , no WASA and no T&TEC are good starts.

Less is more will be our saving grace.

regards

Adrian Matadeen
Vancouver BC
Trinidad WI

The money tree for the $4.5 billion US into COGIC ltd for 2010-2015 addressed to CPPIB

Andre:

This is the finally and complete picture of the capital required and
its utilization. I am targeting a cost of borrowing of Floating
Rate 1 YR LIBOR plus 800bp cap at 9% per annum with a 3% sink fund,
term 30 years , principal $4.5 intotal however in three stages. The
pre-tax ROI is 68% if counting on GDP growth in BRIC at 5% plus which
means energy requirement and need for our IC outputs into a healthy
global market economy. North America and LAC regions , Taiwan ,
Sweden,Israel, Egypt, Korea and Singapore will be important centers
of trade for our business. We would require free cashflow of upwards
of US $560 Million per annum to maintain our DSR and sink fund
requirements and operational cashflow of US $75 Million to US $90
Million per month to keep things on keel. Hence the revenue
generation of this scheme to be viable requires US $1.7 billion /yr,
which is revenue to Asset ratio of 38%, and the industry standard is
upwards of 86% with WTI on Platts at $US 55 per barrel and HH at US
$1.85.

I am aligning our pre-tax ROI to be 68% target range conservatively.
A big boost would be commencing of the Gulf of Mexico , where HERO has
a leadership footprint, and this is not even factored, if and when the
drilling rights happens , it would be treated as an extraordinary
gain.

Assets are discount to below fire sale markdowns in guarantee the bond
holders. Almost 65% of the company operational and revenue active ,
assuming the HERO assets are moved to Trin/Ven . The turn key for the
HCIC ( hydrocarbon industrial complex) would be in 2015 .

I trust the above is sufficient for you to present to CPP's strategic
investment partners as well as your peers in similar position that you
confer with for example OMERS, CDPQ ,CALiPERS, Alberta Heritage Fund
and BC investment fund as well as sovereign fund managers you come
across .



Expenditure allocation for US $1 Billion Stage 1

Step 1
http://www.mysmartrend.com/news-briefs/technical-analysis/hercules-offshore-downward-momentum-looks-continue-hero-3

Purchase 90% ownership of this company , this is the Exploration side
to the Trini/ven 12 trillion cubic meter field. Offer US $230 Million
2007 MV US$1.2 Billion ASAP

Step 2

SHI & dai Heavy Industries, with its affiliates Hyundai Mipo Dockyard
and Hyundai Samho Heavy Industries, has a back log of three 136, 000
m3 LNG membrane type cargo ships , delivery 2009, Captain Robi
Ivancic,LNG Ship Captain and Master Maersk A.P. Moller
Croatia, would be empowered to negotiate purchase terms and delivery.
Offer US $186 Million 2009 MV US $320 Million ASAP

Step 3

Drilling rights to Trin/Ven fields over 20 years requesting tax
holiday for exploration cost recovery if Henry Hub is equal to or less
than US $5. ASAP before Dec 25, 2010 close off
deadline.http://www.energy.gov.tt/business_and_investing.php?mid=111

Offer Operational Cost US $300 Million

Holdback US$50 Million sundries

Expenditure for US $2 billion Stage 2

Step 1

Purchase all Chilean O&G assets for sale by GDF Suez, Royal Dutch & BP
Offer US $350 Million 2010 MV US $1.5 Billion


Step 2

Purchase all BP assets in LAC region including Trinidad ,Columbia,
Pakistan & Vietnam

Offer US $550 Million 2010 MV US $2.5 Billion

Step 3

Purchase of ALNG/TRINLING/PPLG/NGC/PETROTRIN from GORTT divestment

Offer US $1.04billion 2010 MV US $2.5 billion

Holdback US $ 60 Million for sundries


Expenditure for US $1.5 billion Stage 3

Step 1

LABIDCO area in South Trinidad 2600 hectares/6245 acres plus deep water harbor

Offer 299 year lease for US $10 Million

Step 2

COGIC Ltd HC industrial complex has a costing intput $1.5Billion US
in 2010 & a
mean ROI expectations 68 % per annum as our operating target. We need
mastery in

1. Logistics
2.Quality
3. Pricing

The 16 outputs for the HC Industrial Complex

1. Alumina export
2. Gorilla glass & specialty glass export
3. Tetramethyl urea export
4. Ammonia nitrate/ aluminum powder mixture export
5. Polyethylene glycol & Polyethylene Terephthalate export
6.Ethylene export
7.Formic acid export
8.Specialize chemicals & coatings export
9.Toulene export
10. Aryl alkyl anhydrides & aromatic anhydrides &Poly(phosphagene) export
11.Hydrogen peroxide export
12.Cr/SiO2 or Phillips-type catalysts (Olefin polymerization ) export
13.Phthalic anhydride export
14. Nitric, HCL, H2SO4 export
15.Cogen Electricity/Steam non export
16.Desal H2O non export


Offer US $1.45 Billion

Hold back US $45 Million for sundries.


Expenditure for US $100 million Stage 4

Build and operate a global mercantile trading center with JV DME for
LNG www.dubaimerc.com. Part of the GORTT ( Government of the Republic
of Trinidad & Tobago) building IFC ( International Financial Center
mimicking Dubai) in Trinidad by 2012.

Registered Retirement Savings Plan , giving back the power of Choice

Executive Summary: The policy imperatives of why this plan should be put into practice NOW!
1. There is an actuarial shortfall in 2030 in the existent national social benefit scheme for future retirees that requires in 2011 those in the workforce to start now to supplement this shortfall by having individual retirement plans in order to receive at least 70% of their current income as pension income to maintain their standard of living. Hence a person age 45 today having an income of $200K/yr would require upon reaching age 61yrs a pension income of at least $10K per month in today’s dollar to last for 30 years indexed to inflation. There is no way the existent scheme in Trinidad allows for this to the majority of its workforce, unless you have executive pension packages as the CEO and upper echelon management. Furthermore the contribution of the existent 2011 workforce into the pension plan is used to pay out the aging baby boomers the 1932-1952, and hence in 2030 when those born 1962-1982, begin retirement, the plan would be bankrupt if status quo is kept, as those born in 1982-2002, would not be able to provide enough investment capital to support the requirements of the 1962-1982 demographic retirees. This plan being proposed solves this effectively.
2. There is a LIQUIDITY issue and this plan stabilizes marketplace capital by creating a savings basket for seven year horizons, apart from our REPO and stock market what else is there? With the LSVCF we have access to pools of capital to develop and expand, owning our own together with FDI, giving us options. For example to solve the flooding in Port of Spain, the GoTT decides to use the Tokyo model which I have proposed. The cost is $18 Billion. Where is the money ?, Well from the LSVCF as a start , buying POS infrastructure debt, 2050 maturity at coupon rate 11% semi-annually. Assuming this debt was issued in 2011, the LSVCF/TNTGF/RRTF/2011 has $8 Billion in subscriptions, and purchases this debt up to $3 Billion and holds on to it. In 2016 this debt could be sold in part or all in the secondary REPO market ,if needed for redemption payout for 2018 subscribers who are taking out their money to use as pension, less 25% of course , which is remitted to the GOTT, Inland Rev. Another example is the creation of an LNG Global Mercantile Exchange Center in Trinidad which I have proposed, with a cost $700 Million, well where is the money going to come from , again there is a capital pool the LSVCF/TNTGF/RRTF/2011 for an equity investment in the 2011 of $400 Million into this facility. In 2016, the equity position is converted in part or whole into cash by selling into the TTSE or the partners of the LNG mercantile exchange, similar to DME in Dubai. Here we enter in Trinidad & Tobago specifically Port of Spain being a de facto IFC as part vision 2020.
3. The third compelling reason why this GOTT ought to seriously consider doing this is one of revenue generation, as experience by the GoC. Ottawa is not concerned about the future cash shortage as it has close to 1.8 Trillion dollars in future taxes to gain from the existent $560 Billion RRSP pool in 2010. How , well there is revenue sharing of 25bp of TER of AUM which is calculated daily, and goes to GOTT, so if you do mark to market valuation and there is $1 billion then the GOTT gets $25 Million thank you kindly of the 1% TER charged to the LSVCF. Furthermore there is the 25% withholding AT SOURCE when the money is paid out to the BIR owner. Of course if the BIR owner wants to keep investing then she/he simply rolls over into a new subscription, but at age 65 must began taking out money on the following minimum formula based on the December31st valuation of the proceeding year of turning 65.
Assuming 2025 Dec 31 Value of Anna Singh BIR 10265892 RRTF was $10,000,000.00 and Ms.Singh turns 65yrs in 2026 then
Age 65 minimum withdrawal 6%/yr less 25% withholding to
Age 69 minimum withdrawal 9 %/yr less 25% withholding to
Age 78 minimum withdrawal is 15% /yr less 25% withholding to death

A nation that saves is free from the thraldom and usurping of its sovereignty: Ben Franklin
The impossible idea is to set up a registered investment vehicle for the purchaser, an individual with a BIR , that has the following:

Long term capital appreciation
Liquidity
Tax preferred advantages

A vehicle similar to what we have in BC called WOF, run by David Levi,, CEO , growthworks.ca. I understand from David that Murray Munroe SVP , Todd Tessier , BC Government and himself on the invitation of GOTT in 1998 pitched this to the Unit Trust but got no where. However I was speaking to David and Murray Munroe again in the later part of 2009, and both were optimistic this can work here, and so do I.

The structure would be a trust fund that sells investment units that have a lock in period for seven years before there is liquidity, the money is pooled into bona fide Venture capital companies indigenous to Trinidad and Tobago &LAC region or public private partnership projects as described above. The current tax laws needs to allow for 25% of the initial investment to be applied as a current tax credit or used as a carry forward tax credit for five years or roll back three years back. When the money is taken out of the plan , after seven years 25% is withheld at source as taxes.

The scheme is as follows:

The capital pool is use within Trinidad & Tobago and LAC enterprises as equity and or convertible debenture with an exit strategy of five years, this allows a two year accumulation to occur for the investor seven year holding period . At the end of seven years the investor has the choice of keeping the investment paper or redeeming it for cash, our experience is that there is a 35% redemption rate in bull markets and a 80% redemption rate in bear markets.

Lets for discussion purposes break it out as follows under existent GOTT Income tax and Securities law for 2010:

Initial Investment required minimum $10000.00 TT facilitated by an investment loan by a FI ( FCBTT, RBTT) over 24 months at a cost of borrowing of 10% per annum. All interest is tax deductible. Client can come up with lump sum cash if does not want to borrow as an alternative. Client purchases an investment unit MV from the TNT GROWTH FUND (TNTGF) at $10000.00 , for which a receipt is issued. Client can only purchase the fund from January 3 to March 30 , 2011 , a subscription period of 90 days. The fund is closed off as of April 1st, 2011.

Assuming that the TNTGF target meets the requirements of being a VCC investment & the client gets a tax credit at their MTR assuming it is 25%, of $2500. This money can be use to pay down the loan or keep as emergency fund. The capital at risk to the client is now $7500 . At the beginning of 2016 the investment pool into local VC businesses into which the 2011 TNTGF pool was invested in is wound
down . Assuming the AUM for 2011 TNTGF was $1 Billion TT, as there are 500,000 tax filers in Trinidad as of 2009 and if only 1 in 5 use this product to reduce their taxes and get capital appreciation then
100000 tax filers using this product then creates a pool of $1000,000,000.

The question that behoves asking is there enough enterprise capacity in Trinidad & Tobago to absorb that capital pool and offer LIQUIDITY IN SEVEN YEARS , and the answer according to TTMA Contact magazine 2009 is that manufacturing , infrastructure and distribution services in Trinidad need annually $10 billion TT of capital infusion to modernize and keep up with the previous year until 2015.

I would like to develop this program here in Trinidad and through FIs using my relationship and familiarity with Growthfund.ca in BC as a resource center. The key is the distribution and remuneration to the salesperson be it an accountant , tax preparer, bank branch level staffer ,insurance sales person, financial planner, private banker, tax lawyer or securities salesperson. The disclosure and prospectus must be compliant and in plain simple language and there must be a clear demonstrative need for the dual benefits of reducing taxes and having capital appreciation in the clients investment portfolio. This type of product should never be a standalone in the portfolio composition of the client, but with the prudent mixing of GIC, stocks ,investment trust/mutual funds in both equity and debt and this tax preferred investment product , it makes sense. For the pay out to the salesperson , gross $500 per investment unit ($10000 increments) should more than suffice and a further $500 for marketing and administrative expenses is reasonable, so the client has $9000 working for them at the get go ,with a $2500 , tax refund , and it is a win -win situation.

Assuming the TNTGF capital pool target for AUM into the market economy is $1 Billion, this means a selection of up to 10 investment decisions averaging $100 Million or 100 investment decisions averaging $10 Million or a single investment of $1 billion depending on the market and the appetite of the business managers, the business investment time line is up to 60 months and , 24 months for cash conversion into T-bills GOTT. This is not HCU & CLICO Model, ok, lets get that out now, this is not CLICO & HCU. This process is repeated until the business team has saturated the local market , which is a very minute possibility though high improbable of this occurring , given the forecasting of SPV and PPP in Trinidad & Tobago raising in the next ten years. For example TSTT is in need of $7.9 Billion dollars to meet its current commitments of digital optic fibre &wireless towers in Trinidad & Tobago, TCL requires new equipment and plant retooling in the region of $2 Billion,WASA requires $10 Billion for pipeline, reservoir and waste water upgrades, T&TEC requires to modernize $7 Billion , NGC is seeking a further $12 Billion to improve its terminal and processing capabilities and the list goes on and on. Acres of diamonds in our back yard. The annualized ROI on such a TNTGF is predicted to be inflation plus 5%, hence with real inflation in Trinidad being 9.9% according to Central Bank , a 15% ROI per annum over five years should result in your money doubling, hence after seven years your $10000 investment should be in the value of $18000 ( as only $9000 was the invested capital) not including the $2500 you already received in tax savings. The downsize risk is LIQUIDITY ,the unwinding of the investment in a bear market, and the longest bear market to date has been 14 months, the TNTGF has a 24 month unwinding time ,beginning at the end of Year 5 to the end of Year 7.

I know it is a lot to digest , but it is really simple , the devil is in the details getting the SEC , MOF, Inland Revenue TTAFP, Insurance Companies and the various FI all on board and raising the bar so high
as to make the cost of competition prohibitive or alternatively go the syndicated route like Cirrus , VISA and have the major FI buy in as stakeholders.

Alternatively cannibalizing the UTC RTF , giving subscribers first right to transfer into UTC RRTF on a first come first serve basis until $1 Billion is reached for the 2011 LSVCF/TNTGF, as a fast start prescription is also feasible. The benefit for the subscriber moving from UTC RTF to UTC RRTF is the tax credit of up to 25% of funds transferred, but there is the fee of 10% to pay as cost of doing business, which could be lowered or even waived.
Here I conclude by saying this is not new it was started by BC Canadians in 1989 and it works , very well, and there is no reason why it cannot be put to work here in Trinidad & Tobago. The specious objection that Trinidad & Tobago does not the capacity , is false , but even if so the mandate of the investment geography is LAC, so hence diversification of region and reducing alpha portfolio risk etc. When would you like me to start assembling the team ? I can be reached at 1-868-292-4282.

Thank you
Adrian Matadeen
Group Managing Director
www.fatzgroup.com

The BIG Picture of COGIC LTD - A concept requiring vast amounts of entrepreneurship and innovation, a legacy role for an exceptional CEO/Chairman

From Adrian Matadeen
To CEO/Chairman Applicant
Date Fri, Sep 3, 2010 at 2:10 PM

Dear CEO/Chairman Applicant for a Vertically Integrated Global O&G Industrial Company HQ in Trinidad WI.

Do you want to be immortal, fifty years from now what is people going to say about Bill Gates who revolutionized the internet , personal computing and philanthropy for the last fifty years. , JD Rockefeller revolutionized the petroleum industry in 1902 and defined the structure of modern philanthropy in 1929. Now here is your opportunity to do your Creator's purpose, build an international business with the resources from Trinidad and elsewhere to benefit humanity by providing them with energy to live and choose their lifestyle as well as the downstream products required to make the tools to maintain that choosing. Your business will produce the fuel to make heat to warm a suburb in Bejing China, electricity to light a village in Ozarks USA, your plastics and other downstream products will be used to make a spacecraft that will someday allow us to living off earth permanently and food to feed the world will be grown from the fertilizer you produce , and medicine made to live healthier and in wellness. Our environment will be better taken care off because your vision is a green sustainable one , using 21st technology to solve problems , you understand the need to conserve , reserve and preserve, you are a legacy in the making , and this is your time to thrive and be excellent.

Think BIG or go HOME, that is the greatness of the American entrepreneur , the success of their Silicon Valley and research universities , they are BIG thinkers , and you ask why not us?

In the Google story , Serge the founder of the phenomenon of do no evil /Google, mentors and says the more impossible your vision the more compelling it needs to be done in the world. Well to be earnest with you it really cannot get any more impossible than this, I dare you to get more impossible.

Send your resume with remuneration expectations in a personalized covering letter NOW, please no agencies, thank you.

Regards

Adrian Matadeen
Global C-level recruiter
1-868-292-4282


Caricom Oil & Gas Integrated Conglomerate
(COGIC)
CEO/CHAIRMAN
CTO CFO CCO CPO CMO CRO
Chief Technology Officer Chief Financial Officer Chief Compliance Officer Chief People Officer Chief Marketing Officer Chief Risk Officer
(Act)CTO (Act) CFO (Act)CCO (Act )CPO (Act ) CMO (Act) CRO
(Acting)
COGIC Global Business Divisions
O&G Shipping Energy Production Communications Heavy Industries Pipelines/cables

COGIC Global Crude Oil core business

Exploration Storage Refining Marketing

COGIC Global LNG/LPG core business

Exploration Refining Compression/Liquefaction Marketing Regasification

Regional Strategic Partnerships
(RSP)
Petroleum refineries LPG refining facilities LNG Liquefaction facilities LNG regasification terminals

Target locations of RSPs

Curacao ,Trinidad, Barbados, Santo Domingo, Puerto Rico , Jamaica, Cuba , Barbados, Belize, Venezuela


NOTICE OF CONFIDENTIALITY

This blog is confidential, proprietary, may be
subject to copyright and legal privilege and no related rights are
waived. Any dissemination, distribution or copying of this blog or any
of its content is strictly prohibited and may be unlawful. All
messages may be monitored as permitted by applicable law and
regulations and our policies to protect our business.

Pakistan crisis situation half way in the monsoon period the forecast is 21 million people would jump to 80 million people affected , what can I do ?

The key is access to potable water and temporary shelter, so logistics people and tent manufacturers and water purification need to be mobilized . One ought to expect typhoid , dysentery and cholera as epidemic so target specific medication is required and oral administration the quickest and most effective given ground zero. Food camps /stations for carbo and protein enriched meals in the form of biscuits and gruel is needed. Given that this is predominantly Moslem area sensitivity to haraam foods and drinks must be at the front-line, pork protein is a no good etc. It being the month of Ramdan is also required to be part of the sensitivity training for deployment crew. small watercraft and rotary wing aircraft are a must , so pilots and maintainence crew supporting such needs mobilization. Money is the fuel , and at this level of triage in this region a minimum of 2 billion US is required like yesterday from the UN countries, winning the hearts and minds of moslems Allah has given the world a chance to be compassionate and neighborly to our fellow moslems be us christian, orthodox , catholics, Hindus, Jews , Zoroastrians , or secular, this is how we kill Al-Queda with loving kindness and mercy.

JRD Tata one of my heroes and my mentor

My brother sent me this account of a personal anecdote about JRD that I'm sharing with you because I found it illuminating and humbling, and I thought you'd find it interesting as well. It's written by Sudha Murthy, the wife of Infosys co-founder Narayan Murthy, who started her career with the Tatas.


I tried to send it through LinkedIn but it wouldn't let me because it is too long so I'm sending by email instead. Hope you don't mind.


Kamala


THE REAL STORY OF INFOSYS PART1 AND PART2



PART 1

It was probably the April of 1974. Bangalore was getting warm and gulmohars were blooming at the IISc campus. I was the only girl in my postgraduate department and was staying at the ladies' hostel. Other girls were pursuing research in different departments of Science. I was looking forward to going abroad to complete a doctorate in computer science. I had been offered scholarships from Universities in the US. I had not thought of taking up a job in India.
One day, while on the way to my hostel from our lecture-hall complex, I saw an advertisement on the notice board. It was a standard job-requirement notice from the famous automobile company Telco (now Tata Motors). It stated that the company required young, bright engineers, hardworking and with an excellent academic background, etc.At the bottom was a small line: "Lady Candidates need not apply."
I read it and was very upset. For the first time in my life I was up against gender discrimination. Though I was not keen on taking up the job, I saw it as a challenge. I had done extremely well in academics, better than most of my male peers. Little did I know then that in real life academic excellence is not enough to be successful? After reading the notice I went fuming to my room.
I decided to inform the topmost person in Telco's management about the injustice the company was perpetrating. I got a postcard and started to write, but there was a problem: I did not know who headed Telco.
I thought it must be one of the Tatas. I knew JRD Tata was the head of the Tata Group; I had seen his pictures in newspapers (actually, Sumant Moolgaokar was the company's chairman then). I took the card, addressed it to JRD and started writing. To this day I remember clearly what I wrote. "The great Tatas have always been pioneers.
They are the people who started the basic infrastructure industries in India, such as iron and steel, chemicals, textiles and locomotives. They have cared for higher education in India since 1900 and they were responsible for the establishment of the Indian Institute of Science. Fortunately, I study there. But I am surprised how a company such as Telco is discriminating on the basis of gender."
I posted the letter and forgot about it. Less than 10 days later, I received a telegram stating that I had to appear for an interview at Telco's Pune facility at the company's expense. I was taken aback by the telegram.
My hostel mate told me I should use the opportunity to go to Pune free of cost and buy them the famous Pune saris for cheap! I collected Rs.30 each from everyone who wanted a sari. When I look back, I feel like laughing at the reasons for my going, but back then they seemed good enough to make the trip.
It was my first visit to Pune and I immediately fell in love with the city. To this day it remains dear to me. I feel as much at home in Pune as I do in Hubli, my hometown. The place changed my life in so many ways. As directed, I went to Telco's Pimpri office for the interview. There were six people on the panel and I realised then that this was serious business."This is the girl who wrote to JRD," I heard somebody whisper as soon as I entered the room. By then I knew for sure that I would not get the job. The realisation abolished all fear from my mind, so I was rather cool while the interview was being conducted.
Even before the interview started, I reckoned the panel was biased, so I told them, rather impolitely, "I hope this is only a technical interview."
They were taken aback by my rudeness, and even today I am ashamed about my attitude. The panel asked me technical questions and I answered all of them.

Then an elderly gentleman with an affectionate voice told me, "Do you know why we said lady Candidates need not apply? The reason is that we have never employed any ladies on the shop floor. This is not a co-ed college; this is a factory.
When it comes to academics, you are a first ranker throughout. We appreciate that, but people like you should work in research laboratories." I was a young girl from small-town Hubli. My world had been a limited place. I did not know the ways of large corporate houses and their difficulties, so I answered, "But you must start somewhere, otherwise no woman will ever be able to work in your factories."
Finally, after a long interview, I was told I had been successful. So this was what the future had in store for me. Never had I thought I would take up a job in Pune. I met a shy young man from Karnataka there, we became good friends and we got married.

It was only after joining Telco that I realized who JRD was: the uncrowned king of Indian industry. Now I was scared, but I did not get to meet him till I was transferred to Bombay. One day I had to show some reports to Mr. Moolgaokar, our chairman, who we all knew as SM. I was in his office on the first floor of Bombay House (the Tata Headquarters) when, suddenly JRD walked in that was the first time I saw "appro JRD". Appro means "our" in Gujarati.

This was the affectionate term by which people at Bombay House called him.I was feeling very nervous, remembering my postcard episode. SM introduced me nicely, "Jeh (that's what his close associates called him), this young woman is an engineer and that too a postgraduate.

She is the first woman to work on the Telco shop floor." JRD looked at me.
I was praying he would not ask me any questions about my interview (or the postcard that preceded it).

Thankfully, he didn't. Instead, he remarked. "It is nice that girls are getting into engineering in our country. By the way, what is your name?"
"When I joined Telco I was Sudha Kulkarni, Sir," I replied. "Now I am Sudha Murthy." He smiled a kindly smile and started a discussion with SM. As for me, I almost ran out of the room. After that I used to see JRD on and off. He was the Tata Group chairman and I was merely an engineer. There was nothing that we had in common. I was in awe of him. One day I was waiting for Murthy, my husband, to pick me up after office hours. To my surprise I saw JRD standing next to me. I did not know how to react. Yet again I started worrying about that postcard. Looking back, I realise JRD had forgotten about it.

It must have been a small incident for him, but not so for me. "Young lady, why are you here?" he asked. "Office time is over." I said, "Sir, I'm waiting for my husband to come and pick me up." JRD said, "It is getting dark and there's no one in the Corridor. I'll wait with you till your husband comes." I was quite used to waiting for Murthy, but having JRD waiting alongside made me extremely uncomfortable. I was nervous. Out of the corner of my eye I looked at him. He wore a simple white pant and shirt. He was old, yet his face was glowing. There wasn't any air of superiority about him. I was thinking, "Look at this person. He is a chairman, a well-respected man in our country and he is waiting for the sake of an ordinary employee." Then I saw Murthy and I rushed out. JRD called and said, "Young lady, tell your husband never to make his wife wait again." In 1982 I had to resign from my job at Telco. I was reluctant to go, but I really did not have a choice. I was coming down the steps of Bombay House after wrapping up my final settlement when I saw JRD coming up. He was absorbed in thought. I wanted to say goodbye to him, so I stopped. He saw me and paused. Gently, he said, "So what are you doing, Mrs. Kulkarni?" (That was the way he always addressed me.) "Sir, I am leaving Telco."
"Where are you going?" he asked. "Pune, Sir. My husband is starting a company called Infosys and I'm shifting to Pune."

"Oh! And what will you do when you are successful." "Sir, I don't know whether we will be successful." "Never start with diffidence," he advised me. "Always start with confidence. When you are successful you must give back to society. Society gives us so much; we must reciprocate. I wish you all the best." Then JRD continued walking up the stairs. I stood there for what seemed like a millennium. That was the last time I saw him alive. Many years later I met Ratan Tata in the same Bombay House, occupying the chair JRD once did. I told him of my many sweet memories of working with Telco. Later, he wrote to me, "It was nice hearing about Jeh from you. The sad part is that he's not alive to see you today."

I consider JRD a great man because, despite being an extremely busy person, he valued one postcard written by a young girl seeking justice. He must have received thousands of letters everyday. He could have thrown mine away, but he didn't do that. He respected the intentions of that unknown girl, who had neither influence nor money, and gave her an opportunity in his company. He did not merely give her a job; he changed her life and mindset forever. Close to 50 per cent of the students in today's engineering colleges are girls. And there are women on the shop floor in many industry segments. I see these changes and I think of JRD.
If at all time stops and asks me what I want from life, I would say I wish JRD were alive today to see how the company we started has grown. He would have enjoyed it wholeheartedly.
My love and respect for the House of Tata remains undiminished by the passage of time. I always looked up to JRD. I saw him as a role model for his simplicity, his generosity, his kindness and the care he took of his employees. Those blue eyes always reminded me of the sky; they had the same vastness and magnificence.
*(Sudha Murthy is a widely published writer and chairperson of the Infosys Foundation involved in a number of social development initiatives. Infosys chairman Narayan Murthy is her husband.) *

Article sourced from: Lasting Legacies (Tata Review- Special Commemorative Issue 2004), brought out by the house of Tatas to commemorate the 100th birth anniversary of JRD Tata on July 29, 2004

one of my Mentors in Vancouver BC

Maureen:

What an incredible life partner you are blessed with , you both are the role models of what a working partnership ought to be. Thank you for showing me the way to control my greed and ego.

Adrian
Jim Pattison
Chairman & CEO, The Jim Pattison Group

Jim Pattison has an exceptional record of community service and is the Chairman, Chief Executive Officer and sole owner of The Jim Pattison Group. The Jim Pattison Group is Canada's 3rd largest privately held company and, in a recent survey by The Financial Post, The Jim Pattison Group was ranked as Canada's 48th largest company.


Heather: Tonight we welcome Jimmy Pattison, the Vancouver-based Canadian entrepreneur who as chairman, president and sole proprietor of the Pattison Group, presides over the third largest private company in the country. The empire he has built from scratch has stakes in transportation, T.V. and radio, advertising, magazine distribution, food products, packaging, financial services, aquariums and believe it or not, in Ripley’s Believe It Or Not. Ladies and gentlemen, please welcome, Jimmy Pattison.

Jim: Thank you, thank you.

Heather: You didn’t inherit this enterprise and in fact, you didn’t even come from a family that was in the, in the business world who owned a business of their own. You actually came from a family that had some pretty demanding and difficult times. What was it about your early years that laid the seeds for the man you have since become?

Jim: I was an only child and, and my dad was a down and outer actually in Saskatoon. And through the church, his life got rehabilitated and he moved to Vancouver and started his life over again and so I was basically brought up, my dad worked six nights a week in a skid road mission and I used to go with my dad and my mother three nights a week. And so they instilled in me the one important thing which was always be honest. And secondly is have some compassion for people that may not be as well off as, as you are.

Heather: Do you remember difficult times as a child? I mean, were there ever times that you sensed your parents were worried about money or didn’t have money?

Jim: Oh sure.

Heather: You did?

Jim: Oh yeah. In Vancouver, we had a house. My dad was selling cars at the time, used cars. And, and that’s where I got the late cars. And we had a house, we lived in it for eight years, furnished, $25 a month. They raised the rent to $27.50 and we had to move. Because we couldn’t take the other $2 now.

Heather: What’s the first paying job you remember having?

Jim: I was the page boy in now the old Georgia Hotel in Vancouver. I started as a page boy where I actually worked from 4:30 to 8:30 at night, took my supper with me and, and you know, you know, call for Mr. Brown and I’d have a, you know, one of those Phillip Morris hats and a silver plate with your name on it. And I’d go up in the lobby and … Actually made more money taking, checking the pay, you know the pay phones, you know, people would leave like a nickel in? I made more money with, with the, collecting money, five cents out of the pay booths that people would leave.

Heather: Do you still do that today, by the way?

Jim: Not as much as I used to. It became a habit.

Heather: When you had that job, were you still at school or?

Jim: Well yes, I was in high school.

Heather: You were in high school. Your first real business.

Jim: The first real business was the car business, a General Motors franchise in Vancouver, 18th and Cambey. We had three gas pumps and a two-car showroom. And the first month, we sold 25 cars and I lost $14,000.

Heather: How old were you?

Jim: 32.

Heather: Who staked you?

Jim: The Royal Bank loaned me $40,000 to get started. And it took them three months. They had the application turned down twice. And finally, the manager, his name is Harold Nelson who’s now in Texas, said to me, he said, I can’t sell this credit, you’re going to have to come with me to see the big boss who’s name was Mr. Whitley. He is the head of B.C. and he said, maybe we can, two of us can help it. So anyway, Mr. Whitley gave us the $40,000 and I got started.

Heather: And what do you think he banked you on? How did you convince him?

Jim: Well, first of all, I had worked for a General Motors dealer for 10 years. So I knew the, I knew the business. And we had, the dealership had done very well, that I’d worked for. And we had, you know, I had a good reputation of doing a good job and a hard worker. And …

Heather: So you got the money.

Jim: And that’s it.

Heather: You got the money.

Jim: Yeah.

Heather: But first year, you lost, what did you say, $40,000.

Jim: No, I lost, I lost $20, I lost $14, $15,995 the first month. I’ll never forget that. I thought I had two more months to go and I was out. But at the end of the year, the first year, we made $29,000.

Heather: Did you work hard that year?

Jim: Absolutely.

Heather: How long until you built it into a real going concern?

Jim: It was modestly successful. We had to build a new building and they put us, and they moved me to a location in B, in Vancouver that was never successful. And so I survived it but then I, I did well enough that I struck out into radio. And that was my big, big break there.

Jim: Because I was an advertiser in the radio business. You know, we advertised, if you’re a retailer, car dealer, you know, you’re out selling stuff, you know, with commercials, so I understood everything about selling, sales staff, selling, but I didn’t know programming.

Heather: Okay.

Jim: So there was this radio station that got into trouble and the, and at that time, the BBG, now the CC, the CRTC, they cancelled their radio license. And I applied with five other people, different people, there was six of us applied and the old BBG gave us the, the license. It was an AM station. General Motors had a policy, Heather, at that time, that a GM dealer could only have one location. So I had nowhere to go. I was making money.

Heather: You needed to grow.

Jim: But I mean, I wasn’t, you know, you know, rocking the big time. I was, but we were making decent money. And I had the, I had excess cash. I couldn’t do another GM deal. So I was looking for something to do so radio wasn’t a bad, bad jump because it was sales, in Vancouver, something that, but I had to learn programming and we did that.

Heather: When you think back to that period. What drove you to go to that next step?

Jim: Oh heck, it was so much fun going to work in the morning that, you know, you, always growth is important. It’s much more fun growing.

Heather: Yes.

Jim: Than, you never stand still. You’re either going back or you’re going forward. And so I was locked into a single deal, car dealership, so this was the next step. And it worked out.

Heather: And that radio business grew to more radio stations?

Jim: And that, yeah, we, you know, and so did the car dealerships. The car dealership went, we currently, presently have 16 now. And the, that’s single radio station, we’ve now got 31 broadcast licenses in B.C. and Alberta.

Heather: And did you run the radio business? Of the partners, did you run the radio business?

Jim: No, we hired management and away we went.

Heather: And it seems to me, I recall somewhere reading, that you don’t believe in shareholders, partners or relatives in the business. But you had partners in this business.

Jim: Well, we did to start with but then I bought them out.

Heather: Ah, okay. And you still, you still standby that notion, that from your point of view.

Jim: Well, now we have some, we have partners today. We’ve got, we’ve got partnerships in a number of things and we’ve got some joint ventures. But as a general rule, I like the flexibility of having to do what we want to do and take the risks that we want to take. A lot of people don’t want to take the risks that we take sometimes.

Heather: Right.

Jim: And so it gives you more flexibility.

Heather: Where did you evolve your own thinking or was it strictly a matter of, you learned as you went?

Jim: Ah, you learned as you went. I remember my, my dad was very adverse to debt. He, because he’d gone broke in the, in Saskatchewan. He didn’t, and the crops failed, he didn’t think that anybody should have debt. So I was brought up, don’t, don’t owe any money and … And I remember on a plane, I was flying to Toronto and I decided, nope, I’m going to go for debt. I remember I, even where I was sitting, on the front seat, by the aisle and the first row. And I decided, no, I’m going to go for debt as far as I can go for it. And I did.

Heather: Clearly, there is some fulcrum, there’s some balance between being meaningfully leveraged and generating a return and putting yourself at serious risk and potentially losing it. How, how did you and how has your sense of risk evolved?

Jim: That was easy for me. I always looked at how much could I lose. And never put in more than you’re prepared to lose. And I was prepared to lose everything, for a long time.

Heather: Did you ever, come close?

Jim: Oh yeah. Sure, I remember after 10 years, I’d call my secretary, who’s named Maureen, and one day, looked out the window, I said, Maureen, we’re minus $2 million. I mean, the net worth of the company was two, minus two million after we’d been in it for 10 years. But I made a couple of, you know, minor mistakes.

Heather: What role have mistakes played in getting you to where your vision has pulled you?

Jim: Oh heck, I made a lot of mistakes. We’ve bought over 200 companies since I started. Mostly private family type companies. And I’ve liquidated 33 because I couldn’t sell them, they were, they were mistakes, they were wrong. But that never, I never worried about that.

Heather: What would you say to young entrepreneurs about that process of making mistakes, how you feel when you make mistakes, what would you say?

Jim: Don’t look back.

Heather: Don’t look back.

Jim: You can’t change what happened five minutes ago. And if you keep beating yourself up, well, I made a mistake, I was wrong, you try to learn what you did wrong. But you never look back, you look forward. All the time.

Heather: Do you consider yourself an optimist by nature?

Jim: Yes.

Heather: You think that optimism has played an important role in your success as an entrepreneur?

Jim: Absolutely. Attitude, a positive attitude, don’t look back and don’t be afraid to fail.

Heather: Do you think entrepreneurs are born or made?

Jim: I think that basically, in your, in your life, in your early life, you develop, you know, you are going to take the risks or you’re not going to take the risks. And but I think that some people, they learn that they can take risks and away they go.

Heather: You have some very strong views about having a serious passion for any business you get into, whether starting it from scratch or acquiring it.

Jim: The people that really perform are the people that have got a passion for what they believe in.

Heather: They care about it so much.

Jim: They care about it.

Heather: They just want to really do it.

Jim: They take ownership of their job when they go. It isn’t just entrepreneurs. There’s lots of people that really do a good job, have a passion for it.

Heather: What do you feel you personally need to know about a business before you get involved?

Jim: I think you have to understand, have a rough idea of how it works. But I think when it comes down to getting the job done; you need people that understand the business.

Jim: Because every business, you know, it looks simple from a distance but it’s not. There’s always twists and turns to businesses that don’t, you don’t see and you can’t beat somebody that knows the business and the industry.

Heather: Right. You employ today somewhere around 28,000 people. What responsibility do you feel you have as the shareholder and as the chief executive to those 28,000 people.

Jim: I, we feel it, we take it very seriously. Not only those people, their families in many cases, who have depended on us for a long time. Most of the business that we’re in, we’ve had a long time. And as we’ve grown them, these people have become part of our life. We know them, we know a lot of the people and we care a lot, and take the job very seriously. And we are very reluctant to downsize something from time to time when you have to do it. We try to find an alternative for people, so to make sure that they’re in the system, if we possibly can. No, we’re, that’s one thing we do take seriously is the people side of it. Everything’s people, everything.

Heather: Everything is people, isn’t that right. Everything is people.

Jim: There’s no ballgame.

Heather: What advice would you give to a young entrepreneur today?

Jim: Work hard. Be honest. And persevere. And as I said earlier, don’t quit. You see, you don’t lose when you lose, Heather. You only lose when you quit.

Heather: Is this a good time for entrepreneurship? With all that’s going on?

Jim: I’ve never seen, I’ve never seen more opportunity than there is today, in my time. There’s so many things happening. See, there’s always been change in the world but it’s the speed of the change that’s different now. And when you have change and the speed of change, it always creates opportunities. And if you’re, if you’re watching for it, they’re out there now.

Heather: Is there anything you think we could do as a country, institutionally, environmentally, that would be, that would allow us to be more supportive of entrepreneurs, if we should?

Jim: Well, I really haven’t thought what the country can do. You know, it really gets down to the ability to get financing. You know, in my early time, when I started, everything was the banks. I mean, you had nowhere to go really except the banks. And they were very tough. Today, it’s a lot easier to borrow money. So it’s really that kind of thing, it’s the financial resources that are available to you. And the risk that they’re prepared to take.

Heather: How early in your entrepreneurial career did you start getting involved in giving back or in being engaged in the community?

Jim: Well, my dad taught me, when I got my allowance which was 50 cents when my allowance came, to give 10 percent away to the church or charity. So I was always taught, from day one, to go to the, the basic tithing, if you like, where you give 10 percent to help others. And so we have followed that and tried to improve on it.

Heather: What’s the worst business deal you ever did?

Jim: Man, I’ve done so many. (laughter) That the worst business deal I’ve ever done? I think the fastest worst deal was, we did an IT deal, you know, in Vancouver Island, there’s a bunch of islands, like Salt Spring Island, there’s a bunch of, you know, people to do all kinds of funny things there. And we bought one of their companies one time. It was a new high, fancy, high tech deal and we didn’t understand it. And didn’t take long for us to understand, we didn’t know what we were doing, so.

Heather: But you were, you were seduced into it and what did you learn from that?

Jim: Stay out of the IT business.

Heather: And you stayed out, ever since.

Jim: Stick to simple stuff, yeah.

Heather: The best deal you’ve ever done?

Jim: Well, that’s easy, the first deal I ever did, which was go in business.

Heather: That was the best decision …

Jim: The $40,000 to get started at 18th and Cambey and the gas station.

Heather: Other than the passion and the willingness to work hard and the willingness to see mistakes as springboards, which I think, you said, are there some particular skills or attributes that you feel you would say to an entrepreneur, look, there are a couple things you really ought to be able to do?

Jim: Well, you have to be able to be comfortable taking risks. That’s what people like me do. The question is, how much and how, where do you draw the line and it’s too much risk or it’s too unreasonable risk. So you have to have, go to bed at night and have a reasonable chance of saying, well I, I’ve got a good shot at this and have the judgment to know when it’s too much and, and draw that line.

Heather: Do you ever thinking of taking the business public?

Jim: Never.

Heather: It’s going to be private forever?

Jim: That’s my objective.

Heather: But do you ever think, what will happen? When the time comes that you can’t run this business?

Jim: Oh yeah.

Heather: Will you, what will you do?

Jim: We’ve had that, we’ve had that locked up for 25 years, Heather. We have to make sure that the, the business is solid and nothing has to be sold and everything’s in good shape. So we review that every year, we’ve been doing that for 27 years.

Heather: And there is a plan for what would happen to it.

Jim: Oh yeah.

Heather: Post that period of time.

Jim: If I don’t make it home tonight, nothing’s going to change. You know, except the, the directors will put somebody in to take my job. I believe that a good handshake on anything important is a lot better than a bunch of legal documents. You have a clear understanding, deal with good people and shake hands, is a lot better than, than this many deep pages of agreements. And I think that the key is the quality of the people you deal with. The most important thing anybody can do in business is the selection of the people with whom you work.

Heather: And the relationships.

Jim: And the relationships that you develop, which gets down to trust, and that goes both way. You know, you always, companies always say, well, I want loyalty from our employees but then it has to work the other way, the company’s got to be loyal to the employees too. It works a two-way street. A lot of times, we just hear about people being loyal to the company but the company’s got to turn around and be loyal to them too. And it’s relationships and trust and that’s what builds the companies, is the people. It’s not the bricks and the mortar.

Heather: Your company is lucky to have you but Canada sure is lucky to have you, Jimmy. What a pleasure. Thank you so much.

Jim: Thanks, Heather, thank you. Thank you. (applause) Thank you.

Transparency and Accountability in Public Office

The greatest crime committed by a citizen in public office is not homicide but malfeasance in public office, the taking of life is dastardly but the stealing and misuse of the public weal and money is nation destroying for both existent and future are disabled and weakened.

The Seven Principles of Public Life are as follows:

1. Selflessness – Holders of public office should take decisions solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their family and their friends.

2. Integrity – Holders of public office should not place themselves under any financial obligation to outside individuals or organizations that might influence them in the performance of their official duties.

3. Objectivity – In carrying out public business, including making public appointments, awarding contracts or recommending individuals for rewards and benefits, holders of public office should make choices on merit.

4. Accountability – Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.

5. Openness – Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands.

6. Honesty – Holders of public office have a duty to declare any private interests relating to their public duties and take steps to resolve any conflicts arising in a way that protects the public interest.

7. Leadership – Holders of public office should promote and support these principles by leadership and example.

One may conclude that in upholding these seven principles we can achieve a more transparent Government; that is access by the public to timely, reliable information on decisions and performance in the public sector.

Cougar Power in 1725

Benjamin Franklin, Advice to a Young Man on the Choice of a Mistress (1745).

http://www.swarthmore.edu/SocSci/bdorsey1/41docs/51-fra.html

June 25, 1745

My dear Friend,

I know of no Medicine fit to diminish the violent natural Inclinations you mention; and if I did, I think I should not communicate it to you. Marriage is the proper Remedy. It is the most natural State of Man, and therefore the State in which you are most likely to find solid Happiness. Your Reasons against entering into it at present, appear to me not well-founded. The circumstantial Advantages you have in View by postponing it, are not only uncertain, but they are small in comparison with that of the Thing itself, the being married and settled. It is the Man and Woman united that make the complete human Being. Separate, she wants his Force of Body and Strength of Reason; he, her Softness, Sensibility and acute Discernment. Together they are more likely to succeed in the World. A single Man has not nearly the Value he would have in that State of Union. He is an incomplete Animal. He resembles the odd Half of a Pair of Scissors. If you get a prudent healthy Wife, your Industry in your Profession, with her good Economy, will be a Fortune sufficient.

But if you will not take this Counsel, and persist in thinking a Commerce with the Sex inevitable, then I repeat my former Advice, that in all your Amours you should prefer old Women to young ones. You call this a Paradox, and demand my Reasons. They are these:

i. Because as they have more Knowledge of the World and their Minds are better stored with Observations, their Conversation is more improving and more lastingly agreeable.

2. Because when Women cease to be handsome, they study to be good. To maintain their Influence over Men, they supply the Diminution of Beauty by an Augmentation of Utility. They learn to do a 1000 Services small and great, and are the most tender and useful of all Friends when you are sick. Thus they continue amiable. And hence there is hardly such a thing to be found as an old Woman who is not a good Woman.

3. Because there is no hazard of Children, which irregularly produced may be attended with much Inconvenience.

4. Because thro' more Experience, they are more prudent and discreet in conducting an Intrigue to prevent Suspicion. The Commerce with them is therefore safer with regard to your Reputation. And with regard to theirs, if the Affair should happen to be known, considerate People might be rather inclined to excuse an old Woman who would kindly take care of a young Man, form his Manners by her good Counsels, and prevent his ruining his Health and Fortune among mercenary Prostitutes.

5. Because in every Animal that walks upright, the Deficiency of the Fluids that fill the Muscles appears first in the highest Part: The Face first grows lank and wrinkled; then the Neck; then the Breast and Arms; the lower Parts continuing to the last as plump as ever: So that covering all above with a Basket, and regarding2 only what is below the Girdle, it is impossible of two Women to know an old from a young one. And as in the dark all Cats are grey, the Pleasure of corporal Enjoyment with an old Woman is at least equal, and frequently superior, every Knack being by Practice capable of Improvement.

6. Because the Sin is less. The debauching a Virgin may be her Ruin, and make her for Life unhappy.

7. Because the Compunction is less. The having made a young Girl miserable may give you frequent bitter Reflections; none of which can attend the making an old Woman happy.

8thly and Lastly They are so grateful!!

Thus much for my Paradox. But still I advise you to marry directly; being sincerely Your affectionate Friend.

Intrepreting Islam from a feminist perspective by myself

Sally Mine wrote:
نعم أدمنت حبك

أدمنت عطفك

أدمنت حنانك

كلامك

سلامك

احساسك

أدمنتك أنت

بكل أفعالك

أنت الذي أنسى معه حياتي

أنت الذي أنسى معه جراحي

أنت الذي أنسى معه آلامي

أنسى غربتي ، أنسى بكائي

أشعر بك تأخذني إلى عالم آخر

عالم لا يعرف حزن ولا ألم

عالم لا يعرف غدر ولا خيانة

عالم جميل بكل معنى الكلمة

عالم كبير لا يوجد به غيرنا

نشعر بأمان كامل فيه

لا كذب ولا خداع

لا ألم ولا أحزان

أي حروف تقدمها لي

أي كلام تخدر جروحي به

أي حنان تغمرني به

أشعر بكل حرف يجتاح كياني

بكل كلمة تقتل أحزاني

أرى الفرح يزرع في قلبي

تسقيه من رحيق حبك وحنانك

أراه يكبر يوما بعد يوم

أشعر بأفراحي وأقتل أحزاني

أشكرك حبيبي فلولاك

لما استطعت التخلص من أحزاني

أرجوك حبيبي أعطني المزيد من حبك

أعطني أكثر لا تخف لن أموت

كم هو جميل أن أموت بحبك

لو كان الإنسان يختار موته

لاخترت حبك دون تردد

فالموت في حبك هو الحياة


منقووووووووووووووووووووول

Kern Delon :Beautiful mine, when is it to be yours?

Sally Mine: what do u mean kern?

Kern Delon : Is Mine your real name or is it a sally word you made up , lol

enjoy this
http://www.youtube.com/watch?v=05iUOXkzvM8&feature=PlayList&p=3ED26C2EF503B07B&index=49&playnext=6&playnext_from=PL

Sally Mine:my real name is sally but mine just nick name
merci so so so much kern u r so nice

Kern Delon:Who is the pic of in your profile Sally?

Sally Mine:Beauty queen

Kern Delon:Who is she? Do you know her personally? Do you want to live her life is that why you choose her? Is your life unsatisfactory?

Sally Mine: no i don't know her personal but in her image i see my self

Kern Delon:What do you see Sally?

Sally Mine : calm
beauty
pure emotion
sadness
lost
different emotion

Kern Delon:But she can reveal herself and you cannot , the one thing that she has that you have not clued into that makes life worthwhile is freedom to choose, and this lady choose in a Muslim world where there is no choice, that is a hero, a remarkable brave person , not a coward. Do you see that Sally also?

Sally Mine:she is not muslim

Kern Delon: Sally you read the Quran verse 3 of Surah al-Maeda

This day have I perfected your religion for you, completed My favour upon you, and have chosen for you Islam as your religion. Sally in the day of judgment in Allah's court we are all مسلمة and مسلم

Sally Mine :i love my religion so so much and i am proud to be Muslim

Kern Delon: Ash-hadu an laa ilaha illa-lah
Wa ash-hadu anna Muhammadan rasulullah

"I bear witness there is no deity worthy of worship except Allah and I bear witness, Muhammad is His final messenger".

Sally this I publicly testify that the greatest man who ever lived was the Prophet Mohammed pbuhn, does this make me a kafir because I choose to think different and why are you so sure your way is the only and correct way, Sally. Allah is too BIG for the human mind of a single person including the Prophet pbuhn,a tribe of Arabs and Jews, a country Saudi Arabia and Palestine , a continent , the Middle East , a planet Earth , a galaxy the Milky Way, a cosmos and a universe .

Sally Mine:of course u r right

Kern Delon: Put this into service of your neighbors change yourself and then affect change in those around you, be seeking those that Allah would seek and be a light bearer to those in darkness a carrier of water to those who thirst a friend to the friendless and a hewer of wood to those without fire or food. But your service must begin and end with love in your heart Sally otherwise it is just stage performance for the eyes of human and not that of Allah, who sees the heart motive. Words are cheap deeds costly!!!! Begin with using your mind to think for yourself no God wants thralldom but free will of devotion , no God wants for me to have to worship but to me I think God wants me to desire to worship,my choosing freely Sally Mine.

Sally Mine:no God wants I have to worship but I desire to worship,what do u mean?

Kern Delon:This is I have to worship
I put a gun or sword at you neck and I say to you say :
Ash-hadu an laa ilaha illa-lah
Wa ash-hadu anna Muhammadan rasulullah

This is I desire to worship:

It is three AM in the morning ,and my body is awake , my mind is calling to Allah and I have a yearning in my heart to do salat, I get out of bed , it is dark and everyone is asleep , I was my self and I take out my prayer mat and I do my salat in silence and quietude, none sees and knows except the night and the Divine, to miss this for a single morning , I feel unclean , hungry and unfulfilled, my heart is heavy my soul is yearning for my worship with Allah.

This is food to my soul water to my parched spirit , light in the darkness of my ignorance, the breathe through the flute of my body making a joyous utterance to my Creator , the flute in the hand of Allah, making wonderful music with my life to be a blessing to others and be blessed inshallah.

Sally Mine: r u muslim ???

Kern Delon:Yes I am Sally, if you mean do I believe
Ash-hadu an laa ilaha illa-lah
Wa ash-hadu anna Muhammadan rasulullah
.

My father side is Muslim and Roman Catholic, my mother's side is Canadian Presbyterian Christian, I am comfortable in both mosque, church, mandir and synagogue , and I live in a predominantly Hindu village in Trinidad. In Vancouver BC I live in a predominantly Jewish neighborhood,and here in Trinidad most of my friends and business acquaintances are mostly Sunni Muslims, some are Shia Muslims, a few are Ismail Muslims and some are Sufi Muslims. In Vancouver it is as well an eclectic mixture.

Are you a practicing Muslim woman for the eyes of Allah or for that of people watching you. If you had choice and lived in a society where you can choose how to worship would you do what you were born into or develop your own path to Allah and the words of the Bible/Quran, Sally?

Sally Mine:if i have a choice i will stay as i am at every thing

Kern Delon:I admire you Sally , you have found the end of the journey of life at the very beginning of it and hence have contentment of heart and the fire of desire is quelled in your heart and mind as you feed upon what is on the table of your parents and their parents parents parents parents parents parents parents parents parents and this you shall also serve top your progeny inshallah, to change this would be wrong, unless your Iman says otherwise, he is the thinking and you are the arms and legs of the mullah's wishes and choices. Que Sera, Sera
http://www.youtube.com/watch?v=xZbKHDPPrrc