DALLAS-Trey Williams, founder of Mustang Storage, came up with the idea of a full storage company in the spring of 2014, while studying at Southern Methodist University. Dallas Entrepreneur Center cofounder and CEO Trey invited Williams to be a part of an experimental entrepreneurship class called “Accelerate Your Startup.” In the fall of Williams’ senior year, he took his idea beyond the classroom with SMU peers Jenny Mitchell, Schuyler Bloom and Donzie Lilly. The business began as a classroom experiment with a budget of $5,000 and 47 initial customers in 2014. Since graduation, Williams has made over $250,000 in revenue and drawn 695 customers.
The storage company offers three services: freshman move-in, summer storage and pre-ship. Incoming students would be able to ship their boxes to the Mustang Storage location to be hand delivered to the dorms on move-in day before school starts. At the end of the spring semester, the movers pick up and store SMU student belongings for the summer months until they return to school.
In 2014, SMU sophomore students to live on campus along with freshmen, which meant they have to move out completely for the summer months and back into the dorms in the fall. Rising senior sorority women, who lived in apartments their junior year, would need to move back into a dorm setting in their Greek houses. The Mustang Storage team saw the business model as sweat equity, worth their time investing in.
It took some growing pains and learning to reach the numbers Mustang Storage has now.
“We didn’t think about educating people on actually packing their materials in the beginning. Boxes are the cheapest and easiest to handle because they’re logistically easier to stack in the warehouse, meaning we can pack more in a storage unit, which costs us less money. When people give us unpacked lamps, we didn’t know what to do with it,” says Williams. Mustang Storage created a packing tutorial for customers that encouraged them to pack everything in the provided cardboard boxes.
At the start, most of the advertising was word-of-mouth until Mustang Storage invested $20,000 into creating a professional website. Melis Gunay, a senior, says, “I used Mustang Storage when I was a sophomore moving into the dorms. My friend Donzie worked for them, so that’s how I found out about it. I felt comfortable using Mustang Storage because the staff is SMU alumni and students.” Mustang Storage establishes its uniqueness by getting all customers built on idea of students helping other students
“The storage idea feels much less foreign if SMU is attached to it. From what I understood, the main goal was to get Mustang Storage ‘sponsored’ by SMU as a preferred storage provider,” says Jack O’Malley, a senior and past employee of Mustang Storage. Pony Up Storage, SMU’s primary storage service for the past nine years, is Mustang Storage’s biggest competitor.
“The most surprising figure in terms of numbers was that we’ve never really lost money that we haven’t gained back. The goal is to have a profitable, scalable, and repeatable business to eventually expand to other campuses. That’s the next move,” says Williams. Williams plans to leave the business in 2016 to take an accounting position at Ernest and Young in L.A. Co-founder Donzie Lilly is expected to take over.
“Mustang Storage plans to take our full service storage solution to 10 schools in the next two years. We are opening up our newest branch in Fayetteville in 2017,” says Lilly.
The Lounge Look is Splendid! This jogger drop pant is light, soft, casual and perfect for fall. the drawstring, tapered leg and scalloped hem at the ankle make the pant comfortable and moveable. Pair them with this light and relaxed fitted scoop tee!
Sandwash Draped Pant / $128 http://www.splendid.com
DALLAS- Pumpkin drinks are back to spice up fall sales for competing coffee chains.The notoriously posh latte has made $100 million in sales for Starbucks nationwide, according to Forbes Magazine. For donut devotees, Dunkin’ Donuts is back with pumpkin flavored donuts, baked goods and flavored drinks. The limited-time flavor ignites competition between Starbucks and Donuts over pumpkin-flavor lovers.
Starbucks Corporation (NASDAQ: SBUX) and Dunkin’ Brands Group, Inc. (NASDAQ: DNKN) have been at war since the early 2000’s when Dunkin’ decided to expand its drink menu to fancier territory with the “Dunkaccino” and “Coolata.” Moving its focus from just donuts, it declared direct competition with Starbucks. These two rivals have been very successful across the country; however, their success isn’t about which chain is better, but instead, where they are better.
In recent Harvard studies, the two coffee companies are said to own around 60 percent of the country’s coffee market with Starbucks controlling an estimated 36 percent and Dunkin’ Donuts at 24 percent.
According to the company websites, there are 11, 100 Starbucks locations and 7,200 Dunkin’ Donuts restaurants distributed across the U.S. However, Dunkin’ Donuts locations have a higher density in New England. This may reflect that Starbucks and Dunkin’ Donuts were founded on opposite ends of the country and were bound to meet in the middle, but Starbucks has been able to expand nationwide, while Dunkin’ Donuts has barely extended into the Midwest.
Northeastern middle class populations tend to devote their coffee loyalty to the blue collar coffee shop, Dunkin’ Donuts, rather than the highbrow West Coast big brand, Starbucks.
“When I’m home, I prefer Dunkin’ Donuts coffee, I think Starbucks coffee tastes burnt. Dunkin’ Donuts is more popular in the Northeast, especially outside of Manhattan,” says Matt McDonald, a New Jersey native and senior at SMU.
“I’ve never had the opportunity to try Dunkin’ Donuts. In California, the streets are lined with Starbucks and Coffee Beans,” says Zan Merrill, an avid coffee drinker and San Diego native.
Both coffee companies have their loyal customers, but Starbucks has a larger footprint worldwide with 24,000 stores in 70 countries compared to Dunkin’ Donuts with 10,000 stores in 36 countries.
“If you’re in a foreign country and see the Starbucks logo, you know you can be at home,” says Jan Weiser, a Dallas native and Highland Park Starbucks employee of 19 years. Loyal Starbucks customers who travel recognize the logo no matter where it is. Starbucks has changed its logo; it no longer reads “Starbucks Coffee” around the green mermaid, but instead just the image.
“We are so big that there’s no need for the text anymore,” says Weiser.
Starbucks has created a more upscale brand. Free Wi-Fi, comfortable seating, quiet music, extensive menu and personal interaction with baristas contribute to the coffeehouses’ sense of community and encourage customers to stay a while. The neighborhood gathering-place prides itself on its service, atmosphere and exceptional beverages. Starbucks offer more than 30 coffee blends and single-origin coffees.
While Starbucks is more expensive, selling a medium latte and butter croissant for a total of $8, Dunkin’ Donuts is more competitive with its lower price point still providing quality products. Dunkin’ Donuts sells a medium latte and a donut for a total of $5. Dunkin’ Donuts is a baked goods and coffee “fast-food” restaurant chain that is a subsidiary of Dunkin’ Brands, Inc. It offers 52 varieties of donuts and over 12 coffee drinks. Dunkin’ Donuts originally established itself as a donut shop but most of its sales come from its coffee. Dunkin’ Donuts reports that it sells 1.8 billion cups of coffee per year, compared to Starbucks’ 4 billion cups. And once again this fall, the two rivals will be hurling pumpkins at each other.
Savor, Klyde Warren Park’s main restaurant, is a modern gastropub located in the 5.2-acre deck park. Executive Chef John Coleman, a 23-year veteran chef, aims to serve simply prepared, fresh food sourced from top purveyors, offering diners a vibrant combination of flavors. The restaurant provides a chef-driven menu with shared plates in order to combine beloved pub fare with a modern twist. A firm believer that food is social, Coleman aims to provide excellent food that draws people together to enjoy an overall amazing experience in the beloved downtown green space.
courtesy of savorgastropub.com
Lobster Puffs Maine Lobster & Comté Fritter, Remoulade
Blackened Gulf Red Snapper Jalapeno Cheddar Grits, Lemon Butter, Arugula Salad
This etching by Rembrandt is based on the story of the seduction of Antiope by the god Zeus in Greek mythology, later imported into Roman mythology and told of the god Jupiter. According to this myth, Antiope, the beautiful daughter of King Nycteus of Thebes, was surprised and seduced by Zeus in the form of a satyr. She became pregnant and bore the twins Amphion and Zethus, who later killed Nycteus’ brother Lycus in revenge for his treatment of Antiope and took over the city of Thebes.
Wearing: Lulu Lemon Swiftly Tech Racerback Tank $ 58, Tight Stuff Tight Reflective Running Pant $ 148, High Speed Sock $14, Nike Kaishi Leopard Running Shoe $70
15 minutes elliptical
15 minutes treadmill
15 minutes bike
texas watermelon / black walnut, local chèvre, basil, pickled rind
berkshire pork belly / tx peach, fresno pepper, spinach
smoked scallop / summer corn, field pea, chanterelle
squab / cherry, beech mushroom, boudin
raindrop farm tomato / burrata, sorbet, dill blossom
gulf amberjack / cucumber, dashi, aguachile, shrimp cracker
sweetbread agnolotti / n’duja, pickled shallot, parmesan
pork short rib / local squash, apricot, hefeweizen
black cherry / poached cherry, griotte gelée,mascarpone cream pistachio sponge and ice cream
chocolate flourless / caramelia mousse, cocoa nib tuile and ice cream
Yes, Chef Walker, all your hard work is paying off!!!
Yes, it’s Roberta Roller Rabbit. This petite camargue print is inspired from the region in France. Travel in style with this bag!
Keep toiletries and cosmetics in this cotton canvas vanity pouch. Its wide base and zip closure make it perfect for bathroom countertops and traveling. It has a water resistant nylon interior lining and side pockets inside.
What is Modernism and Postmodernism Architecture?
- Uncluttered: rejection of ornament
- Simple, geometric floor plans
- Glass curtain wall
- Truth to materials
- Reform domestic living units
- Functionalist design
- Le Corbusier: “Buildings are machines for living”
- Ludwig Mies Van der Rohe: “Less is more”
- Adolf Loos: “Ornament is crime”
- Pastiche: eclectic form
- Quotation: nostalgic attitude toward past styles
- Color and symbolism
- Non-orthogonal forms (e.g., curvilinear forms)
- Mix of textures and materials
- Vernacular architectural models: roadside fast food restaurants, the “decorated shed”
Modernism in Architecture..
- International Style, ca. 1920s – 1960s
- Important exhibition at Museum of Modern Art, New York, in 1932: The International Style.
- “Beauty is utility”
- No distractions
The features of Modernist architecture include simplicity and undecorated structures such as the high-rise corporate office block constructed of steel, glass, and concrete. Some other features include the following:
- Truth to materials: ex: Seagram’s Building- glass curtain wall
- No ornamentation: ex: Le Corbusier’s Villa Savoye
- Simplicity: Orthogonal angles (90 degrees)
- Materials: ex: Mies Van Der Rohe, Farnsworth House. “Standardized” materials and dimensions- rehousing people post WWI, illuminate the slums, ordinary manufactured steel etc.
- Surface Features: Monochrome, related to materials used
- Building as a machine: efficiency, utility, pragmatism
- Modernist architects thought they could change society by changing architecture
- Logical, functional architecture, pragmatism- a lynchpin in American society
A style that is termed “hybrid” is a combination of modernist and pre-modernist artistic style: ex: Philip Johnson and John Burgee: AT&T Building, NYC (Chippendale decoration) or Robert Venturi’s Vanna Venturi House, Philadelphia, PA, 1964. Some features include the following:
- Non-adherence to one principle or set of rules.
- Robert Venturi, Vanna Venturi House, PA: idea of deconstruction of previous architectural model- the removal of the section of roof creates another area of space that doesn’t exist in modernist architecture. Symmetry and balance, asymmetry and partially hidden and revealed. Domestic house revealing strange features and deconstructing architecture. Monochrome- nonlocal color (no relationship to site or materials- blue paint in the urban location).
- Venturi’s goal: Taking a model and changing features without destroying it entirely.
- Sleekness or skin, curved or aerodynamic. Idea of wrapping something in something new- streamlining in the Art Deco period.
Deconstruction is a way to describe ambiguity in visual language of art and architecture because architectural elements imply multiple functions. Contemporary artists and architects today continue to deconstruct meaning as an important point of cultural resistance. ex: Bilbao Guggenheim- organic form or architecture.
Fountain Place is located at 1445 Ross Ave in Dallas. It was designed by Pei Cobb Freed & Partners and Henry N. Cobb and completed in 1986. Fountain Place is a modernist commercial office building. The multi-faceted prism building has slanted glass panes from every angle, giving the building a different profile from every angle.
Chase Tower is located at 2200 Ross Ave in Dallas. It was designed by Skidmore and Owings & Merrill and completed in 1987. Chase Tower is an example of postmodernist architecture by the curved glass top and six-story gap in the middle of the building at the crown of the building.
Now that I’m back in Dallas, lunch at Forty Five Ten is a must!! The in-shop cafe is the perfect spot for a bridal luncheon, baby shower or lunch with a girl friend!
4510 McKinney Ave., Knox / Henderson | 214.559.2332
Asiago/Parmesan Spread Served with Empire Bread
St. Germain Champagne Cocktail Brut Champagne With Elderflower Liqeur
Green Goddess Salad / Romaine, Hearts Of Palm, Artichoke, Tomato, Parmesan Cheese, Crostini, Green Goddess Dressing
T Room Classic Sandwich / Cranberry Pecan Chicken
Flourless Chocolate Cake
What a fun long weekend in the North Carolina mountains!
Cool mornings, hot coffee, long walks, lake lunches and puppies everywhere!
Dad slaloming! Look at him go! Woo hoo!
Summer Orzo// serves 6
Bring 2 cups of salted water to a boil. Add in 1 cup of orzo, simmer for 10 minutes, drain. Might want to taste for readiness.
Combine 1/4 cup of olive oil, 1 tbsp of honey, salt and pepper in a large salad bowl. Add orzo and mix well. Set aside.
Bring to boil 4 ears of fresh sweet corn. Cut off the cob and add to the orzo. Mix well.
Chop up a half cup of each-Mint, Basil and Cilantro and add to the orzo. Mix well.
Spread orzo on a large plater or serving bowl. Sprinkle 6-8 oz (1 small container) crumbled feta (I used Mediterranean herb blend) and add 1 cup of grape tomatoes (cut into halves), 1 cup diced peaches and two diced avocados.
Add salt and pepper to taste.
Serve hot or cold. Enjoy!
This is insta-famous cuban joint is located on 17 Prince St, New York, NY 10012 where locals line up for the street corn and cuban eats!
Grilled Corn Mexican Style … Served with mayonnaise, cotija cheese, chili powder and lime
Cuban Sandwich … (Voted best in NYC) Citrus marinated roast pork, ham, swiss cheese, chipotle mayonnaise and pickle, on toasted roll
Mexican Firing Squad and Pina Colada with guava puree
In 1998, Sean Meenan built Café Habana in an old-school Dominican diner that had been holding it down on the corner of Elizabeth and Prince long before NoLita was born. Inspired by a storied Mexico City lunch joint where legend has it Che and Fidel plotted the Cuban Revolution, Café Habana is a mix of straight-shooter authenticity and nonchalant cool.
Fourteen years later, it’s a veritable institution, replete with celebrity sightings, reviewer accolades and dedicated aficionados. It’s the kind of place where old-time neighborhood denizens pull rank on beautiful hipsters for the best tables, and that’s not up for negotiation on anyone’s watch.
Today, Cafe Habana is expanding again… first stop, Dubai, UAE.
Courtesy of Cafe Habana…
Crosby Street Hotel is situated on a quiet cobbled street in the heart of New York’s vibrant SoHo neighbourhood. There are 86 bedrooms and suites over 11 floors.
Interior design by Kit Kemp reflects a fresh, contemporary style. There is The Crosby Bar, a private leafy garden, guest drawing room, several stylish private event and meeting rooms, a luxurious 99 seat screening room and fully equipped gym.
79 Crosby Street
T: +1 212 226 6400 or +1 844 727 6729
The Crosby Bar stretches from Crosby Street at the front, to Lafayette Street at the back. It is a spacious room with high ceilings, long pewter bar, grey oak floors and tall warehouse-style windows which look out to the trees at the hotel’s entrance and the garden on Lafayette. It has an altogether leafy, breezy feel with lots of light throughout the day.
Open all day for breakfast, brunch, lunch and dinner or coffee, cocktails and afternoon tea.
Monday to Sunday, including Public Holidays: 7am – 1am
79 Crosby Street, NY 10012
T: 212 226 6400
Fried baby artichokes, saffron aioli, lemon
Chick pea fries, garlic labne, tabouli
Bacon wrapped Medjool dates stuffed with Roquefort cheese
Grilled hangar kebabs, tzatziki, tomato oil
Beef sliders, house made pickles, garlic aioli
Tuna tartare tacos, rye berries, sesame aioli, cucumber, radish-jicama slaw
There’s always something going on in Central Park. Here’s a list of what’s happening today and longer!
Relax and enjoy a gentle and restorative open air yoga practice on the grass, Monday to Friday.
When: Mon, Tue, Wed, Thu & Fri between May 30, 2016 and July 29, 2016, 6:00 PM – 7:15 PM
Have an expert guide you through Central Park on a bike tour!
When: Daily between April 1, 2016 and August 31, 2016, 8:00 AM – 8:00 PM
Pilates mat classes in Central Park lead by certified Pilates instructor & personal trainer.
When: Thu between June 30, 2016 and October 6, 2016, 6:00 PM – 7:00 PM
The roof garden is part of the entrance fee to the Metropolitan Museum of Art (pay what you want)
When: Daily between April 18, 2016 and October 31, 2016, 10:00 AM – 5:00 PM
Tony winning director Daniel Sullivan returns to Shakespeare in the Park with Troilus and Cressida.
When: July 19th, 20th, 21st, 22nd, 23rd, 24th, 26th, 27th, 28th, 29th, 30th & 31st, 8:00 PM – 10:30 PM
Daily at 10:30 a.m. and 2:30 p.m.
When: July 12, 2016 and December 31, 2016, 10:30 AM – 10:45 AM
BLUESTONE LANE ON THE UPPER EAST SIDE
Bluestone Lane’s Upper East Side Café is the most unique and interesting locations we have created. Located in the heart of Museum Mile, with a 5th Ave address and opposite the E90th Street entrance to Central Park, this store is housed adjacent to the beautiful historic Church of the Heavenly Rest.
Bluestone Lane Upper East Side’s menu is influenced by our inaugural New York café proposition, Bluestone Lane West Village Collective Cafe. At this location we offer a seasonal-rotating menu of healthy-orientated breakfast, lunch and small bite dishes that perfectly complement our premium coffee proposition. We also have a select wine and beer list for those who wish to enjoy something stronger to unwind with.
Some of our notable dishes include Gluten Free Banana Bread topped with whipped ricotta, toasted pecans, fresh banana & berries, Avocado Smash paired with tahini, heirloom tomatoes, sprouts, feta and lemon, topped with delicate poached egg, and Spiced Quinoa salad with lemon chicken, roasted pepitas, baked butternut squash and feta.
Courtesy of the Bluestone Lane website…
The Surrey is New York City’s only Relais & Chateaux boutique hotel. An intimate Upper East Side hotel, it is reminiscent of a Manhattan residence, where discreet service allows guests to retreat from the public—and keep a low profile in an otherwise high profile lifestyle.
A marriage of classic and modern mirrored by a high-contrast aesthetic, The Surrey is a residential haven and luxury Upper East Side hotel getaway where guests access and revel in what makes New York City special—without compromising calm personal space.
It’s a transcendent experience, where the high-energy Manhattan milieu meets cathartic uptown service and discretion. Privately New York.
THE SURREY–PRIVATELY NEW YORK
Built in 1926 as a residence hotel, the original Surrey was home to many of New York’s most eccentric celebrities. JFK, Bette Davis, Claudette Colbert, and other famous faces who recognized the allure of exceptional, discreet service. In re-creating The Surrey, we collaborated with acclaimed interior designer Lauren Rottet of Rottet Studio—to maintain the integrity of The Surrey’s history while modernizing New York’s most intimate address. Rottet’s inspiration was a New York City townhouse passed down through the generations.
Crowning the 17th floor of The Surrey, the seasonal Private Roof Garden overlooks the Upper East Side and Central Park. It’s a true oasis exclusively for guests, ideal for business entertaining or couples on retreat. The panoramic Manhattan views are best contemplated along with light food and signature cocktails from the classic New York City rooftop bar—most notably, seasonal muddled lemonades. The Private Roof Garden is open seasonally to guests of The Surrey and members of the Patrons Club, with food and beverage service offered daily.
The Private Roof Garden is not only an oasis for our guests, but also the inspiration for our signature scent. This enchanting fragrance captures the beauty of the outdoors and brings it inside with verdant notes of morning dew settling on English Ivy, fresh hints of botanicals and Quince, and a warm, inviting Teak and Cedar Wood finish. It’s the perfect way to enhance our panoramic views of Central Park with an air of elegance that gently delights the senses.
Courtesy of the Surrey website…
The David Pharaoh Cottages….
UNIT 31: maximum capacity: 4 persons
ROOM DESCRIPTION: Two bedroom cottage, Two queen size beds, One full bath with tub, Full kitchen & Living area A/C
ROOM AMENITIES: Wifi, Flat screen TV, House filtered water & coffee, Minibar amenities
The Crow’s Nest Rooms…
UNIT 11-27: 2 person occupancy maximum capacity: 3 persons (third party supplemental charge of $125/nightly with daybed setup)
ROOM DESCRIPTION: Standard king room Lake view, Private deck, King size bed, One bath with rain shower & A/C
ROOM AMENITIES: Wifi, Flat screen TV, House filtered water & coffee, Minibar amenities
Dinner at the Crow’s Nest… clockwise from the left
Watermelon Cooler // reyka vodka, watermelon, lemon, mint
Leap Year // ford’s gin, dutch east indies curaçao, carpano antica vermouth, lemon
Roasted Beets // crumbled feta, onion, greens
Fresh Ricotta // white truffle, local honey, grilled bread
Blue Crab Claw Tagliatelle // calabrian chiles, lemon, olive oil with Grilled Broccolini
Olive Oil Cake // peaches, creme fraiche
Montauk Indians (meaning uncertain). A term that has been used in different senses, sometimes limited to the particular hand or tribe known by this name, but in a broader sense including most of the tribes of Long Island, excepting those about the west end. It is occasionally used incorrectly as equivalent to Metoac. The Indians of Long Island were closely related to the Indians of Massachusetts and Connecticut. Tooker1says that the dialect of the Montauk was more nearly related to the Natick of Massachusetts than was the Narraganset.
The Montauk, in the limited sense, formerly occupied Easthampton township, Suffolk county, at the east end of Long Island, and controlled all the other tribes of the island, except those near the west end. That these so called tribes were but parts of one group or tribe, or the loosely connected elements of what had been an organized body, seems apparent. Ruttenber, speaking of the Montauk in the limited sense, says: “This chieftaincy was acknowledged both by the Indians and the Europeans as the ruling family of the island. They were indeed the head of the tribe of Montauk, the other divisions named being simply clans or groups, as in the case of other tribes. Wyandance, their sachem, was also the grand sachem of Paumanacke, or Sewanhackey, as the island was called. Nearly all the deeds for lands were confirmed by him. His younger brothers, Nowedonah and Poygratasuck [Poggatacut], were respectively sachems of the Shinnecock and the Manhasset.” The Rockaway and Cannarsee at the west end were probably not included. It is doubtful whether he is correct in including the west-end Indians in the confederacy.
The principal Montauk village, which probably bore the name of the tribe; was about Fort Pond, near Montauk Point. The Pequot made them and their subordinates tributary, and on the destruction of that tribe in 1637, the Narraganset began a series of attacks which finally, about 1659, forced the Montauk, who had lost the greater part of their number by pestilence, to retire for protection to the whites at Easthampton. Since 1641 they had been tributary to New England. When first known they were numerous, and even after the pestilence of 1658-59, were estimated at about 500. Then began a rapid decline, and a century later only 162 remained, most of whom joined the Brotherton Indians of New York, about 1788, so that in 1829 only about 30 were left on Long Island, and 40 years later these had dwindled to half a dozen individuals, who, with a few Shinnecock, were the last representatives of the Long Island tribes. They preserved a form of tribal organization into the 19th century and retained their hereditary chiefs until the death of their last “king,” David Pharaoh, about 1875. A few mixed bloods are still officially recognized by the state of New York as constituting a tribe under Wyandanch Pharaoh, son of David.
Article taken from genealogy.com …
Getting into summer trends with the fedora from the Club Monaco boutique in West Village!
Hat Attack Callie Hat in White //
$ 89.50 $ 69.00
Sensi Studio Dumont Frayed Hat in Natural //
$ 366.00 $289.00
Ryeva Pleated Print Dress //
$249.00 $ 199.00
Tunine Fringe Skirt // $249.00 and Kharla Top // $149.50
Who says we can’t have dessert! Located on the Plaza Level of Chelsea’s storied Maritime Hotel, La Sirena is Mario Batali and Joe Bastianich’s first new restaurant in New York in nearly a decade.
The space is characterized by custom ’60s-inspired curvilinear pavers throughout and walls clad in quartz by Caesarstone. A 38-foot marble bar bisects the grand patio and connects the more intimate north and south dining rooms.
Let’s talk about Dinner…. Monday through Wednesday 5:00pm – 11:00pm, Thursday through Saturday 5:00pm – 12:00AM, Sunday 5:00pm – 10:00pm
Tricolore with Chianti Vinaigrette and Parmigiano Reggiano // Radicchio Treviso, Castelfranco & Arugula
Panzotti // Leek and Mascarpone Stuffed Pasta with Castelmagno & Brown Butter
Ravioli all’Amatriciana with Spring Onion Butter // Pancetta, Tomato, Onion & Pecorino filled Ravioli
Crispy Branzino Piccata // Green & Yellow Squash Ragu, Providence Style Butter Sauce
Crudo // Raw Seafood Preparation of the Day
- Chocolate Coppetta // Chocolate Espresso Sponge Cake, Chocolate Gelato, Honey Vanilla Mascarpone & Espresso Chocolate Syrup
Torta Della Nonna // Classic “Grandma Style” Pine Nut Tart, with Cider-Raisins, Red Wine Caramel & Olive Oil Gelato
Pineapple Bomboloni // Italian-Style Doughnuts with Roasted Pineapple & Vanilla Gelato
The Yale Club was founded in 1897 on a shared common history, with the goal of allowing graduates the ability to continue the friendships they formed at Yale. Over its 116-year history, it has grown into the organization that members enjoy today, a Club of tradition and history, of energy and activity, and above all of friendship. It is a club in the most treasured sense of the word.
Originally located at 17 Madison Square and then 30 West 44th Street, the Club now sits on Vanderbilt Avenue, in the heart of midtown and just steps away from Grand Central Station. The Clubhouse was designed by James Gamble Rogers ’89 and hailed for its dignified neoclassical design. Upon opening its doors in 1915, the building became the largest Clubhouse in the world and continues to be the largest college clubhouse in existence today
The Club celebrated the building’s 100th birthday in 2015, and has recently embarked on implementing a ten-year Master Plan to ensure that it will be here to serve its members for decades to come.
Eggs Benedict and salmon at the Yale club rooftop restaurant and terrace located at 50 Vanderbilt avenue. Happy Sunday!
Now in his twentieth year at The Yale Club, Executive Chef Charles Kehrli has been providing members with the best culinary experience imaginable for years, leaving those who get the chance to try the food at the Yale Club more than satisfied and impressed. A graduate of the Culinary Institute of America with additional certificates from the Chefs de Cuisine Association of America and the American Culinary Federation and formerly of the Grand Hyatt New York and the Hyatt Regency Princeton, Chef Kehrli is an experienced chef who brings much to the table in the form of delicious food featuring traditional American flavors with an international influence.
Formally known as the William Elliot House, the Anchorage House is located in Historic Beaufort at 1103 Bay Street. It was built in 1770 by William Elliot, a well known agriculturalist, author, sportsman, politician and poet.
While he was prominently pro-Southern politically and in favor of slavery, he opposed Secession and resigned from his position in the Senate. During the occupation of Beaufort in the Civil War, the house was used as a hospital and named the Mission House. It is told that General Sherman said Beaufort was too beautiful to burn, occupying the many vacated mansions.
In the late 1800’s, Admiral Beardsley, a retired Naval Officer, bought the house for five thousand dollars and spent eighty thousands in renovations. Stucco coats the exterior and intricate woodwork carvings decorate the interior. The William Elliot House was renamed The Anchorage House, and later saved and preserved by the Historic Beaufort Foundation.
In 1971, the house was listed on the National Register of Historic Places. The house has been used as a restaurant, boarding house, event space and office space. In 2014, Amy and Crank Lesesne purchased the house. They renovated the building adding fifteen bathrooms, modern kitchen, cottage and an elevator. It opened as an Inn in July of 2015 and named one of the top 52 places in the world to visit by The New Tork Times in 2016.
This Drying Lotion is a fast acting, effective acne spot treatment. Formulated with salicylic acid, calamine and other quick-drying ingredients, this product will shrink ugly whiteheads virtually overnight while you sleep. While other acne spot treatments can irritate and dry delicate or sensitive skin, this product is safe and effective for ALL skin types.
1 oz. // $ 17.00
How to use: Before bed (after cleansing, toning, and moisturizing) dip a cotton swab into the pink sediment at the bottom of the bottle. Apply a dab of this lotion directly on the whitehead. Do not rub in. Let it dry and rinse off in the morning. DO NOT shake the bottle; if contents get shaken during packing and delivery, place the bottle on a flat surface until the layers separate and the pink sediment rests on the bottom.
Little kitty big world! Last week Monkey went outside all on her own, and I was so thankful I was home to see how smart she is! I watched her get back into the house through the back doggy-door from the front yard, escape from a dog and climb a tree to get over a fence. I was able to see her take these leaps of faith because I was working from home. The thankfulness I had goes hand-in-hand with stay at home moms and their children. I read this article today from goop.com. It emphasizes the importance of motherhood and that yes, you can have a successful career too. I hope you enjoy it!
read it here at http://goop.com/the-future-of-flexible-work/
The Future of Flexible Work
Several years ago, Sophie Wade found herself confronting a problem that’s become central to modern life: Her 3-year-old and 10-year-old were complaining that they never saw her. Struggling to find that always tenuous balance between work and family, she decided that maybe she should listen to her son, and try to find a “half job.” Wade, who had spent her career in strategy and finance-related business development roles, started looking around for a situation that would only require three days a week—with minimal weekend invasions—and landed a job as a principal at a boutique executive search firm. And then she started to think about all the other workers who shared her former plight—and all the parents who felt compelled to step out of the workforce entirely because they couldn’t make the balance work. And so she decided to do something about it, and set up a company called Flexcel Network, which started out matchmaking companies and workers wanting flexible jobs, and now helps companies and individuals make successful transitions to the new work environment, including flexible models. As she explains, “The alternative was to face an uphill battle of trying to persuade someone to create a flexible job for me…this was 2011, when flex was not a familiar topic and there wasn’t nearly the same amount of data proving how beneficial it is for all parties.” Below, she rolls out the benefits, hurdles, and opportunities. Meanwhile, Sophie is joining us next Tuesday, August 11 at 1pm EST for a Twitter chat about flexible work. Tweet your questions @goop along with the hashtag #goopchat or follow along by searching #goopchat and clicking All Tweets.
What does a perfect job look like for most of the people you encounter?
It’s different for everyone. The only consistent theme is that 9-5, five-days-a-week (or a similar alternative) at one fixed location works well for only a handful of people. Different people would like or need varying options or models depending on (a) their optimal working style (are they an independent worker, or do they need other people as stimuli), and (b) what flexible work model or framework would best fit the needs of their families, activities, and obligations. In fact, the first significant challenge for everyone is to work out what the “perfect job” might look like. Until very recently, there were no choices and if one actually enjoyed one’s work, it was assumed to be unpaid.
Without the means or catalyst to question the habit, the majority of people are ill-equipped to work out what that “perfect job” might look like for them. It requires some real thought and discussion for an individual to identify what hours to work, on which days, and accomplished at what location(s). Plus, it’s important to consider what their work-related deal-breakers are, versus desired flex elements, as well as how much they need versus want to work.
Is this more true of women, or do you find that it is genderless?
Women typically face tough struggles if they are the primary care givers for their children and or other relative(s) and work full-time. In my experience, they typically don’t look for the “perfect job,” they simply try and find one that limits the conflict and stress to bearable levels. At the same time, a study from the Families and Work Institute showed that men actually express more work/life conflict than women—60% versus 47% in dual-earner couples. Men have been constrained by stereotypes as to what is expected of them—their desire for different options has been noticeable as flexible working options have become more accepted.
Anne-Marie Slaughter was very surprised by the number of Millennial men who wrote to her after her “Women Still Can’t Have It All” article in The Atlantic in 2012, complaining they are viewed as weak and harassed if they prioritize family over their corporate work. Flexible work models are appropriate for everyone. Studies now show that if our individual working strengths are recognized—e.g. one person can be most productive at night, another does their best work in the morning—then productivity also increases significantly. The individuals are happier, which means they are more engaged, productive, healthier, and less stressed—loyalty, and therefore retention, increases.
What’s the foundation of inflexible, 40-hour work weeks? Where did it come from, and why was it adopted as the standard?
The origins of the 40-hour work week are from the Industrial Revolution in the UK. A Welsh social reformer, Robert Owen, originally came up with the seemingly logical and “balanced,” but totally arbitrary, 40-hour week with a slogan he coined in 1817: “Eight hours of labor, eight hours of recreation, and eight hours of rest.” The idea was to create a standard and reduce the prevailing accepted practices of grueling 10 to 16 hours days, six days a week, which men and women were working in the factories and elsewhere side by side. At this time, children were also working 8 to 12 hours a day, six days a week, depending on whether they were 9-13 or 14-18. The eight-hour day was adopted as law in the UK in 1884 and other countries, like Mexico in 1917 and Spain in 1919, but it took longer in the U.S. Labor organizers in several U.S. states were campaigning in the 1870’s with a network of Eight-Hour Leagues and achieved success in certain places or industries, like for miners and railroad workers. However, it was not fully instituted nationwide until 1937 as the Fair Labor Standards Act, which was part of the New Deal.
Why has a desire for a more flexible work week only been expressed recently?
The current Labor Laws were established in the 1950’s, a unique period of economic boom after World War II, when households could be sufficiently supported by one income and, as a result, only 34% of women worked outside the home. This was an anomaly for women who had been working alongside men for decades, in the factories and, before that, for centuries in the fields. Since then—from economic need as well as choice—women have been increasing their presence in the corporate workforce. By 1999, the labor force participation rate for women had risen to 60%. (It has since actually declined to 56%, which is mostly explained by a lack of workplace flexibility.)
However, because the labor laws in the United States are geared toward this unique economic period in the past, with the expectation that someone would be working in the home, they do not accommodate typical daily circumstances for the majority of workers now. For example, these laws don’t mandate paid time off to have and nurture a baby; they don’t mandate affordable day care; they don’t allow much give in the system to allow for differences in family situation; they don’t support the caregiving of ailing relatives; they don’t try to mitigate challenging long commutes to work or weather-related school closures. And there’s so much more.
Very importantly, in parallel, technology has been a critical enabler of different ways of working. Key developments started with the prevalence of laptops versus desktop computers which became connected by broadband. Then came smartphones in 65% of American hands connected by widely-available WiFi and powered by collaborative software. This all presents very different options for the majority of workers. People are now able to interact with others to do complex tasks from multiple remote and office-based locations. The capacity to work in a less fixed and structured way has allowed workers to challenge the status quo, indicating that the fixed formula is no longer necessary or beneficial.
Is a flexible job right for everyone? What about those who argue that people will just take advantage?
Every person has their own optimal working style and life situation. As a result, if employers are interested in getting the most out of all members of their workforce, they need to recognize this and give everyone some type of flexibility in their job. The opportunity is to permit appropriate concessions—such as a change in the timing of work hours or a change in work location—to allow each person to adapt and optimize for their specific work profile and circumstances. This customization enhances employees’ productivity by enabling them to work in a way that better fits their other obligations and responsibilities. Their stress levels are then reduced, which also improves their happiness and health. It is a true win-win situation. In addition, the respect shown to each person as a unique individual encourages a positive and reciprocal reaction from the employee toward the employer, since interests and intentions are more aligned. With a new relationship dynamic based on respect, trust can develop, significantly improving all interactions.
There will always be certain people who take unfair advantage of situations. This cannot be avoided with flexible work models either, though the impact can be mitigated. There are office-based flex options which simply involve a change in work start and end times which can be ideal for those employees who might be less inclined to work in the expected/desired way when not in the office. Remote working or telecommuting, where the employee works from home or another location not at the main office, is the main flex option cited for potential abuse as the person is typically not visually monitored during the working day. However, appropriate task assignment and monitoring, coupled with suitable performance metrics and review, can ensure the tracking of teleworking employees’ ongoing task accomplishment. It is important to match the flex working option that suits both the employee’s situation and their optimal working style.
Should you overtly ask for a more flexible situation, or just find a way to make your job more flexible?
There are many ways to achieve a more flexible situation, and it is very specific to a person’s situation, job, manager, and company. The optimal method for achieving it depends very much on the kind of flexibility that is desired; the company’s current flex-related policies; and what flex options are generally accepted by the company and the specific boss/manager.
These aspects determine the subtleties of what is likely achievable, how to position the request, and how to try and get the modification long-term. In many companies, informal flexible arrangements are typical. It allows the company not to set precedents company-wide and, if they see a flex option as a privilege, they can more easily take it away. This is not the best long-term solution, but it can be a meaningful step in improving work/life fit and an interim measure until flex becomes more accepted everywhere and formal, long-term flex policies become institutionalized.
So, if your company is still generally resistant to flex arrangements, but your boss seems open-minded, proposing an informal, 3-month trial can be a good concept to test. Appropriate performance metrics are important to put forward as well, with adaptations as necessary for the specific flex set-up. Then, your continued consistent achievement of tasks can prove the new flex arrangement is not impacting your work or the company. It is critical to understand that the onus is on you to make your proposal for flexibility one that will not negatively impact the business.
How can companies evolve and adapt to meet demands of the new workforce? And how imperative is it that they do?
The two major drivers of the new way of working, typically referred to as “The Future of Work,” are technology advances and the Millennials. Technology has changed the game in that people are now are able to work from almost anywhere and at any time. A large portion of employees no longer have to be tethered to the office to be able to fulfill their tasks. At the same time, Millennials, otherwise known as Generation Y, are demanding very different work environments and work models. They are a larger generational group than the Boomers (estimated at 75-80 million people and generally including everyone born between 1980 to 2000) and are expected to make up 50% of the workforce in 2020 and 75% by 2025.
Since Millennials will make up an increasingly large percentage of every employer’s workforce, it is essential that attention is paid to understanding the very different emerging work environment they are looking for. Their demands likely stem, in part, from the fact that they had far fewer good job opportunities when leaving college and had to survive on project work. In addition, they have looked to Boomer and Generation Xers for viable work/life models without much success.
Companies first need to address a couple of their core demands, as they are beneficial for all employees. These are to have: (a) “purpose-driven culture,” where the executive team needs to (possibly develop first and then) articulate clearly their corporate values and why someone should want to work there, and (b) flexible working models, which recognize and address the different needs and life situations of all workers, particularly with respect to timing and location. This can be done formally or informally. It can be trialed for a small group or department and then rolled out division by division until it’s company-wide. Managers are critical to engage in the process so that a unit’s needs can be understood and coordinated with reciprocal benefits.
Future of Work-related changes are also increasing the number of part-time workers and freelancers, which companies can benefit from, using different working models to leverage senior expertise when desired, explore new markets, cope with seasonal fluctuations, and more. Again, there are significant benefits for both sides.
Do you have any advice for new moms who want to step out for a while to be with their baby? Any way to anticipatorily ease/plan for a transition back? Or, once you’re out, are you out?
The Future of Work environment is characterized by a general move away from traditional long-term, single company career trajectories, with many fewer full-time jobs overall. The emphasis is already shifting to diversified, portfolio careers, often made up of a combination of part-time and freelance work. As a result, project work is becoming much more prevalent and accepted for almost every type of career.
My personal recommendation to women who are either preparing to start or are at the beginning of raising a family is to find some way to stay at least nominally involved in the corporate workforce. Some corporate involvement can be maintained by doing occasional small projects or getting a limited part-time job within a reasonable time-frame after giving birth. This can help mitigate the devastating detrimental impact to confidence that is so pervasive amongst those who take a hiatus of more than a year from the office environment. Lack of confidence prevents so many highly-qualified professionals from so-called “on-ramping” again without a struggle, as they feel left behind as well as isolated from a world they were previously very familiar with, and even may have been high-fliers in.
Once someone has been out of the workforce for a few years, transitioning back in is achieved by a mixture of energy and determination…and often quite a bit of persistence and patience. Taking on project work is generally found to be the easiest way to get started. For the professional, it helps them get their feet wet in a manageable way—both logistically, and by mentally getting them back into the corporate mindset. For a prospective employer, this can be seen as a low-risk trial, and an opportunity to test someone’s experience and expertise before signing them on for a longer-term role. Such projects may be paid or even unpaid, depending on the situation. If the returning professional is looking to apply their skills in a different area, then proposing a limited “executive internship” with measurable goals can be one way of initially proving one’s worth in a new field. However, there must be clear understanding of the metrics that will prove employee value and trigger conversion to a paid model.
Do you believe that employers will have to get on-board?
Flexibility would not be gaining as much momentum as it has over the last three years if countless studies and the numerous results of successful implementation were not proving over and over again the plethora of benefits accruing to employers. Indeed, as of June last year, the “right to request flexibility” became mandatory in the UK for all employees who have worked more than 26 weeks at a company. This right was originally introduced in 2003, but only to parents with children under 6-years-old. Then, with widespread, successful results, the law was expanded incrementally over subsequent years to include parents with older children, then also caregivers and, finally, everyone.
The carefully thought through process of requesting flexibility has been one critical reason for the successful roll-out of this law, in that the responsibility is clearly given to employees to develop a viable proposal for their flexible request. Employees have to communicate how their desired new set-up will not adversely impact the completion of their individual tasks or the business in general. Then, the employer derives benefit when their employees, working under conditions that they have had more control in determining, are more relaxed, happier, more engaged, and more productive.
The financial rewards are generally significant (depending on how many of the many flex models are implemented)—including higher productivity, lower turnover, lower real estate costs, and lower health costs. However, establishing flexibility formally can take quite a substantial amount of investment—in time, money, and effort by the employer. To roll-out workplace flexibility successfully, managers need to be on board and recognize the benefits to the organization. In addition, with unaligned work hours and remote working locations for individual workers, new means of synchronizing collaborative meetings and increased communication are necessary to sort out, which can be a substantial task to undertake. Workers also need to understand both the flex models, as well as which individual option would best suit them personally. Training is certainly recommended to help them make and implement the right choices. Luckily, the rewards have been proven over and again that it is worth it, for all parties.
What are other things that employers need to do to create happy and engaged employees?
It is an amazing development that “happiness” is actually a corporate objective for some companies these days. We have come a very long way! There are numerous additional ways to engage employees so they can enjoy their work and accomplish their tasks as best as possible. Many of these cost no or little money and can be selected depending on those elements that make a difference to the specific employees of a particular company. These encompass such elements as:
- Confirming and articulating the company’s culture, values and goals so employees can be aligned with what they are working for and why;
- Changing the physical working environment to be more relaxed and conducive to interaction and collaboration;
- Recognizing and celebrating many types of employee contributions and accomplishments;
- Enabling transparency throughout the organization to create an inclusive environment;
- Instituting volunteer days for employee-recommended charities;
- Introducing company-sponsored well-being benefits such as meditation and yoga;
- Offering unlimited vacation (easiest where jobs are more outcome-based so performance can be monitored in an ongoing way by employer and employee).
What can we do to ensure that “flexibility” doesn’t mean boundary-less work days?
Part of the technological impact of the Future of Work derives from the advent of smartphones, powerful, low cost laptops, and widespread broadband WiFi. Together with powerful communication and collaboration software, people can work from anywhere, at any time, including being able to continue to receive and answer emails at all times of the day and night. At the same time, social media activity often takes place during work time. Previously, the physical boundaries of offices meant it was easy to delineate when work started and ended. This is clearly no longer the case.
Instead, individually-relevant work hours need to be delineated thoughtfully, respected by company executives and management, and followed by employees. It is all too easy to send out emails during the evening or over the weekend, when a response is neither urgent nor necessary. This creates pressure, perceived by the recipient, of the need to respond, and then unhealthy habits form and are hard to break. Bottom line: Employees need sufficient leisure time on a daily basis in order to be able to be productive, and they need to take all their annual vacation time. This is a major issue in the U.S., with 429 MILLION vacation days going unused each year.
It is critical that the policy and the example is set at the top of the company in order for the message and practice to be consistent. This allows employees at all levels of the company to act in corresponding fashion. At the same time, entrepreneurs and freelancers also need to create personal and professional boundaries proactively. Self-determination and self-discipline are key characteristics of successful workers in the Future of Work environment.
Sophie Wade is the Founder and Future of Work Strategist of Flexcel Network, which provides strategic consulting services to corporations to help them make the necessary significant transition to the imminent “Future of Work” environment. Flexcel Network also helps employees and independent workers adapt and start proactively managing their new latticed and or diversified careers.
Sophie has lived and worked in Asia, Europe, and the U.S., assisting entrepreneurs and major corporations with identifying, developing, and executing strategic initiatives, building teams and ventures and creating partnerships. She writes and speaks regularly about the Future of Work, career transitioning, and portfolio careers, as well as flexible working. Sophie has a BA from Oxford University in Chinese and an MBA from INSEAD.
FT33 is a restaurant in the Design District of Downtown Dallas, located at 1617 Hi Line Drive Suite 250. The rustic-chic restaurant is tucked away in one of the plazas around the area- a hidden gem. Decorated with woodwork and metal accents, the restaurant features an open kitchen and full bar. In addition to the trendy atmosphere, the food is incredible. Matt McCallister, Chef of the Year in 2013, is the head-hauncho of the kitchen and he’s not afraid to get creative.
FT33 is a farm to table culinary experience, from the in-house made cocktails to fresh products from local agriculturalists. Even the wood that decorates the interior is from a 19th century stable at Sterling Ranch at Hodges Ranch in West Texas. But this isn’t the most impressive aspect of the FT33 experience. I was immediately seated at a comfortable wooden table upon arrival. The room was full; waiters paced from kitchen to table, taking the time to converse with hungry diners. I spotted Matt from behind the open kitchen. The room was dimly lit, but the kitchen spotlights highlighted his face. Hard at work he swiftly and gracefully motioned to his crew. Dish rag in hand and with crossed eyebrows, he was in his element directing. This was his stage, he was the conductor and I was his audience. Orders were relayed between men and women; Matt decorated dishes, correcting his mistakes with the rag.
“I’m a horrible expeditor,” McCallister told Dallas Magazine. “I’m real ADD, and it’s best I plate and execute the food and watch the tables. I use vodka because it works best on getting any spots off the plates.”
The menu is small, making for a love-it or hate-it experience. From the turnip appetizer to the main course chicken, FT33 had my taste buds Ooo-ing and Ahh-ing. I was particularly impressed with the seasonal vegetable composition. Five vegetables served five different ways. The dish was served on a large beautiful slab of finished wood. Balsamic glazed carrots perched on top of carrot purée decorated with carrot shavings and a carrot chip. Next were the celery root, broccoli, sweet potato and onion, all served in the most creative forms dressed with delicious spices and oils. Dallas local or vacationing visitor, the FT33 experience puts you in a delicious world while encouraging your adventurous pallet. Five stars and bravo for FT33.
FT33 is open Tues-Thurs 6-10 p.m. for dining and 4:30-11 p.m. for the bar, Fri-Sat 6-11 p.m. for dining and 4:30-12 a.m. for the bar.
From left to right: Turnip. Spring herbs and greens. House made yogurt // Matt McCallister // 3rd Coast Catch, Kale, Button Mushrooms, Roast Chicken Jus…. via FT33 Instagram
Steve Forbes, the CEO of Forbes Media, gave advice about Capitalism to students and the public in Dallas on Tuesday evening at Southern Methodist University.
The event was sponsored by Young America’s Foundation and carried out by their on-campus student chapter affiliate, Young Americans for Freedom (YAF). The SMU YAF chapter advocates conservative values and principles at their school. With the help of the foundation, student leaders chose Forbes to address “the Superiority of Capitalism” as an economic model.
“Free-markets are moral and big government is not,” Forbes said. “On one side there is great philanthropy, and on the other, commerce.”
The publishing giant, who is known for his policy focus toward business and economics, based his presentation on the belief that true free markets only provide something another person wants. And that voluntary exchange, as found within the capitalistic system, meets the needs and wants of other people. “It encourages cooperation and creates supply chains. You may not love your neighbor, but you certainly want to sell to them,” said Forbes.
Forbes is remembered in recent political history for his two campaigns for the U.S. presidency in 1996 and 2000. Seeking the Republican nomination both times, Forbes’ platform was built on conservative fiscal policy and monetary reform. He has advocated for the flat tax and free enterprise solutions in healthcare.
Tuesday night, he laid out three policy changes that he said must be achieved to reboot and save the American economy. Those were to repeal Obamacare, stabilize the dollar and address the role of the Federal Reserve, and drastically cut taxes.
Forbes, who regularly speaks on behalf of Young America’s Foundation, was hosted by SMU YAF founding chairman, sophomore Grant Wolf.
“Seeing that sentiments amongst young people are often unfavorable toward capitalism, we feel that now more than ever is an important time to bring someone here to explain it properly and answer tough questions. Who better than Steve Forbes?” Wolf said.
At least a few hundred attended the speech and the audience was split between students and other guests. Nicole Hoplin, who is the Vice President for Young America’s Foundation, traveled from the Northern Virginia headquarters to be present. She focuses on development for YAF to help fund the promotion of conservative ideology at colleges and universities around the country.
“Investing to teach conservatism to young people pays great dividends to future generations for freedom,” Hoplin said.
The SMU YAF chapter plans to bring more speakers to the school in the future, Wolf said.
“There’s been lots of discussion and debate here about racial tensions, and too, relations with Israel,” Wolf said, “but tonight was a great opportunity to focus on the morality and successes of capitalism.”
The Editor-in-Chief of Forbes Magazine concluded his lecture with a Q & A session. He left the crowd with thoughts for considering that markets are like people. “Are free-markets perfect? No, because they’re man made. But, if allowed to operate, they always turn scarcity into abundance and luxuries into commodities. The glory of the marketplace is that if you don’t serve and produce adequately, you will fail.”
Honey Grilled Chicken Salad // herb marinated chicken breast, romaine, seasonal tomato, sweet onion and bourbon mustard dressing
New England Clam Chowder // harbor banks clams, roasted potatoes, herbs and black pepper
Water with Lemon// stay hydrated in the spring heat!
From left to right…
The Pamela Heel by SENSO // 180
The Tassel Heel by Stuart Weitzman // 398
The Reagan Sandal by Dolce Vita // 140
The Bitsie Sandal by Jeffery Campbell // 110
The Starla Sandal by Loeffler Randall // 195
The Scoglio Sandal by CoRNETTI // 250
This devotion is taken from She Reads Truth, a website and daily devotional site created and curated by a group of women devoted to spreading the Word of God.
He is Risen! Happy Easter.
Over the course of the past week, known as Holy Week, we have slowed our pace, walking in real-time through the events leading up to Easter Sunday. Today we come to the glorious pinnacle of our journey—Easter Sunday! Special thanks to our friend, Pastor Russ Ramsey, for leading us through this week’s text.
He is risen!
Early on this Sunday morning during Holy Week, some of Jesus’ friends set out to His grave to anoint the body of their friend and teacher. But when they arrived, they were greeted by what one of the Gospel writers calls “a man dressed in lightning.” He told them Jesus was not there, as He said. He had risen (Matthew 28:1-6).
Every instance in Scripture where an angel meets with people involves a human response of fear. This encounter was certainly no different. This meeting Easter morning mirrors when the angel appeared to the shepherds outside Bethlehem to tell them that a Savior had been born unto them. To the shepherds, the angel came to announce that Jesus had come to them (Luke 2:8-20). To the women at the tomb, the angel came to tell them He had left them—but that He would appear again to them soon (Matthew 28:7).
Jesus’ resurrection opened a door between the fallen, groaning world into which He was born and the renewal of all things (Romans 8:22). That door was a stone rolled back by the very finger of God from the mouth of a grave outside of Jerusalem (Matthew 28:2).
Jesus Christ, God’s eternal Son, present at creation, came in the flesh to be the mediator between God and man. He lived the life of perfect righteousness that all people have failed to live. He died as a lamb led to the slaughter, offering Himself up as the perfect sacrifice to atone for the sins of the world, once and for all. He rose from the grave defeating death itself (1 Corinthians 15:54). Bearing all authority in heaven and on earth (Matthew 28:18), He lives as the appointed heir of all things (Hebrews 1:2). Jesus rules over every corner of creation, putting every enemy under His feet, while making alive—by His grace through faith—those who were dead in their sins (Romans 6:11).
If Jesus has not risen, those who trust in Him are to be pitied because their hope extends no further than their wishful thinking. Their faith is futile, and they remain in their sins (1 Corinthians 15:16-19). But if Jesus has risen, then His disciples are born into a new hope—because just as death entered the world through one man, Adam, now resurrection has done the same through the incarnate Son of God, who has prevailed over the power of the curse (Romans 5:12-17).
The last enemy, death itself, has been destroyed (1 Corinthians 15:26).
No one took His life from Him. He laid it down (John 10:18). He laid His life down for His flock, His people. And He laid it down only to take it up again. The point of the cross was not to die, but to die and rise again, defeating the prowling wolves of sin and death themselves.
Jesus said, “I have authority to lay my life down, and I have authority to take it up again.” And this is just what He did. Easter says of Jesus, He meant it! He meant to lay down His life for you! And as sure as He has taken it up again, He knows you!
written by Russ Ramsey
adapted from Behold the King of Glory