RELATED: Driver standings entering Kentucky | Kahne’s career statsSitting in the shade outside his motorhome at Daytona International Speedway before qualifying for the Coke Zero 400 last weekend, Kasey Kahne was all smiles and optimism.And that’s saying a lot considering the 17-time Monster Energy NASCAR Cup winner was in the midst of a you-gotta-be-kidding-me stretch of four DNFs in the previous five races. A victim of weird parts failures and last lap side-swipes.Yet Kahne knew his No. 5 Chevrolet was stout at the speedway, and he proved it qualifying fourth and leading the race late into the night — his 12 laps out front the first time he led since the Daytona 500, where he posted a seventh-place finish.When you are part of the esteemed, championship Hendrick Motorsports team, a lot is expected. And a winner since he first started competing as a kid in Enumclaw, Washington, Kahne absolutely shares those expectations.It is what has made the early summer run tough. But turning that adversity around is what compels Kahne and his No. 5 Farmers Insurance Chevy team, the bold opportunity to remind everyone he can be a championship contender.“I think that in wrecks so often you can look at it and see how you could have done something differently and not wrecked,” Kahne said. “What’s crazy about my last five weeks, those four wrecks I couldn’t have done anything differently.“I gave more than enough room at Dover and I still was hit by a car that hit the wall, drove all the way across the track and plowed into me and destroyed us. The same at Sonoma. I gave tons and tons of room and he went the wrong way when we got to the corner and took us out.RELATED: See what happened to Kahne at Sonoma “The other two were part failures, not wrecks. I mean I’ve been in the care center for a month straight and I hadn’t even seen the care center in a year and a half. … So it’s been kind of a crazy last little while. You just can’t always control it.“It’s all a part of racing. Things happen.”While there have been rumors in the garage about Kahne’s future, the Hendrick Motorsports team confirmed again this week, his contract goes through the 2018 season.And Kahne’s team has nothing but high expectations for their on-track leader.His crew chief, Keith Rodden, has worked with the 37-year-old Kahne in various positions through tenures at Gillett Evernham Motorsports, Richard Petty Motorsports and Red Bull Racing. And like the driver, he has full confidence in the team’s ability to qualify for NASCAR’s playoffs.And Saturday night’s showing at Daytona only encourages the team.“Already some of the guys have some pep in their step because of Daytona,” Rodden said. “It validates the work they do and they want to see that. They want to see their work rewarded. Being able to drive from the back to the front three times and lead the race, that’s real important to them.”“I think the guys on the team stay focused on the right stuff. If they bring anything up they might hear [rumors], I tell them we don’t even need to worry about it. Fortunately, some of us on the team have been together for a while so we’ve been through it all from Gillett Evernham, to Petty to Red Bull … and we know at the end of the day, you have to perform, you have to race smart. You can’t have parts break because of building them improperly. And you have to finish.“You’re judged by finishing position and so we have to figure out how to finish better and once we do that I think we can really surprise some people.”RELATED: Kahne’s Darlington look revealedKahne, who finished a career best fourth in the 2012 championship, has victories at five of the nine race tracks the series will visit before setting the playoff field – including Michigan, Loudon, Pocono, Bristol and Richmond.“I think with the experience I have now, that win could be anywhere,” Kahne said. “I don’t really have any tracks that I don’t like. In the past, I might not have liked a track because I didn’t run as well there as I would like. But over the years I have that experience and feel like we can run well at every track we race at.“It could happen at any time. And we’ve seen that already this year with a couple guys. That’s encouraging. The other thing is speed in the car and doing right things for entire race. We need to put the entire thing together on the track and off the track. If we do, we can definitely win. We’ve done that in the past. We just need to execute.“And all the races leading to Richmond we could do it at any of those race tracks and I feel very confident of that.”
1617Ricky Stenhouse Jr.2635128.748 2995Michael McDowell211127.177 214Clint Bowyer312129.206 1231Ryan Newman211128.709 324Chase Elliott1524128.563 104Kevin Harvick312129.276 817Ricky Stenhouse Jr.211129.585 677Erik Jones918128.384 178Martin Truex Jr.211130.094 1388Dale Earnhardt Jr.615128.646 142Kyle Larson2736130.624 1914Clint Bowyer2029128.419 112Brad Keselowski3241129.097 1148Jimmie Johnson1625128.985 837Chris Buescher918127.058 PosCarDriverFrom LapTo LapAvg Speed 1277Erik Jones110129.039 223Austin Dillon2332127.265 1732Matt DiBenedetto1928127.728 414Clint Bowyer312130.012 2613Ty Dillon413127.829 448Jimmie Johnson211128.501 3038David Ragan211127.163 2131Ryan Newman211128.241 226Trevor Bayne312128.182 2743Aric Almirola1827127.669 777Erik Jones110129.650 517Ricky Stenhouse Jr.1120128.442 PosCarDriverFrom LapTo LapAvg Speed 1421Ryan Blaney312128.621 152Brad Keselowski2029128.360 2547AJ Allmendinger110127.883 221Ryan Blaney110129.855 620Matt Kenseth514129.699 942Kyle Larson110129.361 195Kasey Kahne211127.469 2138David Ragan413127.331 2437Chris Buescher2332128.029 Take a look at the stats from drivers who attempted a run of 10 consecutive laps in practices this weekend at New Hampshire.Practice 1: Full practice 1 results 2410Danica Patrick110126.101 111Denny Hamlin1221130.047 1788Dale Earnhardt Jr.110128.741 578Martin Truex Jr.2635129.786 218Kyle Busch211130.372 1013Ty Dillon514126.456 324Chase Elliott110129.809 PosCarDriverFrom LapTo LapAvg Speed 131Jamie McMurray312128.999 184Kevin Harvick2635127.604 1041Kurt Busch3039129.254 848Jimmie Johnson1322129.394 324Chase Elliott110130.045 233Austin Dillon413128.170 2534Landon Cassill312125.944 1643Aric Almirola211127.900 511Denny Hamlin110129.500 145Kasey Kahne211128.979 1541Kurt Busch110128.793 418Kyle Busch110129.778 3134Landon Cassill110126.630 2019Daniel Suarez110127.413 Practice 3: Full final practice results 2010Danica Patrick211128.290 1822Joey Logano110128.619 720Matt Kenseth413129.405 919Daniel Suarez817126.982 732Matt DiBenedetto413127.234 Practice 2: Full practice 2 results 2395Michael McDowell514126.934 1295Michael McDowell110125.421 2827Paul Menard2029127.647 619Daniel Suarez110129.409 91Jamie McMurray211129.574 116Trevor Bayne413126.097 3232Matt DiBenedetto110126.625
Bob Weir has opened up a little more about his life away from the stage in a new interview with Men’s Health titled, “The Grateful Dead’s Bob Weir Is 72 and Still Working Out Like a Beast”. In the new feature, Grateful Dead co-founder gives an in-depth look at his nearly lifelong passion for fitness.The interview, which took place throughout the summer months while Weir was on tour with his Wolf Bros bandmates, introduces Bobby to unfamiliar readers as a man who looks like a “Civil War general who’s really into CrossFit.” Anyone who’s followed the careers of both Weir and the Grateful Dead is familiar with the guitarist’s unofficial role as “The Jock” of the band, which isn’t quite the kind of label typically found within jam band friend circles, where one is more likely to find a joint being passed around than a protein shake.However, Bob Weir is not shy about his passion for physical (and mental) fitness, which began back in his high school years when he was part of his school’s football team—as a linebacker and defensive lineman! His passion for football was often pulled into some of the quotes which Weir shared with the interviewer.“I might have been [the quarterback], come to think of it,” Weir said in relation to his leadership role on stage as part of the Dead’s rather disorganized performance style. “Organizational stuff is one of my strong suits, and a quarterback is an organizational kind of guy. Jerry [Garcia] was something of an elusive yet powerful running back. He could do it all. But I was cueing the up and down because Jerry was f*cking busy.”Speaking of Garcia in this context, it was impossible not to discuss the contrast in both playing style and physical appearance between Weir and the late guitarist. “I admired Jerry because he didn’t give a sh*t about any of that, and I think he admired me because I did,” Weir explained. “I admired his ability to just say, ‘F*ck it. I’m going to suck down a couple of cheeseburgers and a pizza and a couple of White Russians, and I’m going to be fine about that.’ Working out was just too much effort and too much pain.”As for how Weir shares his love for staying fit and allowing his workouts to be one of the main parts of his busy schedule, he prefers to keep that to himself rather than become one of those annoying fit-buffs who won’t shut up about their diet or workout regimen.“I never pushed it, because I don’t think it’s my right,” Weir said about the possibility of pulling his bandmates or friends into his love of working out. “It’s a lot like pushing religion. I don’t think any human has a right to do that.”Right there with ya Bobby! [Note: If he were to be “that guy,” we’d hope it would look something like this]… Weir and his Dead & Company bandmates will return to action next week with the band’s six-show Fall Fun Run set to start with a Halloween performance at New York’s Madison Square Garden followed by a second MSG show on November 1st. Head to the Dead & Company website for ticket info and a full list of upcoming dates.You can read Bobby’s full Men’s Health interview here.
For two weeks, study participants spent a few minutes a day jotting down the things, people and events they were grateful for—and as a result, their coworkers reported that they engaged in fewer rude, gossiping, and ostracizing behaviors.“Gratitude exercises are becoming increasingly popular products to improve employee attitudes and well-being, and our study shows managers can also use them to foster more respectful behavior in their teams,” Taylor says.PASS On The Positivity And Share The Story With Friends–And Your Boss.AddThis Sharing ButtonsShare to FacebookFacebookFacebookShare to TwitterTwitterTwitterShare to EmailEmailEmailShare to RedditRedditRedditShare to MoreAddThisMore “That simple action can change your outlook, your approach to work, and the way your co-workers see you.”Workplace mistreatment can cost organizations millions of dollars each year—because gossip, exclusion or ostracism results in productivity loss, employee turnover, and even can lead to litigation.RELATED: Microsoft Japan Recently Gave Their Employees a 4-Day Work Week—and Productivity Skyrocketed by 40%“While organizations spend quite a bit of time and money to improve employee behavior, there are not a lot of known tools available to actually make the needed changes,” Locklear said.“We found the gratitude journal is a simple, inexpensive intervention that can have a significant impact on changing employee behavior for the better.”MORE: Survey Finds Working From Home Has So Many Benefits, 48% of Workers Would Take Pay Cut to Continue AddThis Sharing ButtonsShare to FacebookFacebookFacebookShare to TwitterTwitterTwitterShare to EmailEmailEmailShare to RedditRedditRedditShare to MoreAddThisMoreResearchers suggest employees should take a cue from Jimmy Fallon’s Thank You Notes segment on “The Tonight Show” to improve workplace behavior.QuoteCatalog.comA recent University of Central Florida study suggests employees who keep a gratitude journal exhibit less rude behavior and mistreatment of others in the workplace.“Gratitude interventions are exercises designed to increase your focus on the positive things in your life. One intervention involves writing down a list of things you are thankful for each day,” says management Professor Shannon Taylor, who teamed up with fellow management Professor Maureen Ambrose and doctoral student Lauren Locklear for the study, published in the leading peer-reviewed journal Applied Psychology.
While KMC wasn’t able to provide a lot of information on the new Klick Link, we’re assuming this will be something that will show up on complete bikes rather than aftermarket chains. Instead of using a quick link to connect the chain, each chain will have a special link on one end which is designed to mate with the female end of any chain link. A special pin is then inserted into the chain and then locked into place with either pedaling or a special too.Unlike the standard chain pins, the locking function of the Klick Link pin means there is no chance of a stiff link or weak link at the connection and it has a wide flange on one end for even more strength. The connection is reusable, and the chain can be resized by cutting the end of the chain without the Klick Link. It doesn’t seem to be meant to replace the Missing link completely, but more likely a cost effective method of connecting chains securely at the factory. On the chain side there is a whole new collection of X11 and X10, SL, EL, and standard chains for Shimano, SRAM, and Campy 11 and 10 speed drivetrains, as well as EcoProTect rust proof finishes for X11, X10, and the Z51 chain.kmcchain.eu The new KMC Klick Link is an interesting concept, but it’s probably something you won’t see on a bike for another year or two. Why invent another way to connect the two ends of a chain? It seems to be the result of the desire to combine the convenience of a quick link with the added security of a chain pin. But instead of using the current chain pin as the standard, the Klick Link promises easier connection with even better security and performance…
JAM Industries just purchased The Music People (TMP), parent company of the On-Stage and TMP-Pro divisions. Founded in 1979 by Jim Hennessey, TMP will operate as a division of JAM, managed by TMP’s Co-Presidents John and Sharon Hennessey, who now report directly to JAM Industries President & CEO Martin Szpiro.“Since being acquired by DCC Technology in September 2018, JAM has the resources to operate as an acquisition engine,” Szpiro said. “While the purchase of TMP is our first acquisition since being acquired by DCC, it is by no means the last. We are aggressively pursuing MI and Pro Audio companies that compliment and extend our current portfolio of offerings.“Over the last 48 years, JAM has grown organically and through acquisition into a $400 million company comprised of eight divisions that serve a broad range of Musical Instrument, Consumer Electronics, Pro Audio and Lighting customers,” he continued. “With the support of DCC we can now grow faster than ever before.”Consumers know TMP as the parent company of On-Stage, a premium brand of musical instrument accessories that include stands, drumsticks, cases and bags. MI retailers, production houses and AV contractors know TMP as the parent company of TMP-Pro, a leading supplier of Pro Audio equipment for over 25 years that today distributes over 250 brands that can be combined and bundled to create application-specific solutions.“The Musical Instrument and Pro Audio industry landscape has evolved a great deal over the last 40 years,” TMP Co-President Sharon Hennessey said. “What began as a small cottage industry of enthusiasts has become a much bigger industry that serves a broader range of customers across many vertical markets. John and I realize that we need to align our company with a partner that can help us meet our long-term growth objectives while exceeding the expectations of our customers. JAM is that partner.”Co-President John Hennessey explained that, “Joining the JAM family really does bring us full circle. Our father Jim began his career at what became KMC Music, another division of JAM, and he’s thrilled to see us return. JAM shares the same customer-first core values that are the foundation of our success. JAM provides us and our employees with the long-term commitment and resources we need to meet the needs of all of our customers for many years to come.”
Broadstone LincolnDeveloper: Alliance Residential CompanyGeneral Contractor: Alliance Residential BuildersArchitect: ORB ArchitectureLocation: 7100 E. Lincoln Dr., Scottsdale, Ariz.Size: 219,000 SF (net rentable area)Value: $50MStart and completion dates: Started third quarter 2012. Completed second quarter 2014.Project Description: Broadstone Lincoln is a 264-unit community that sits on 5.31 acres of land adjacent to the future 110-acre, master-planned Ritz Carlton development. It’s within two miles of a variety of high-end destination shopping centers, including Scottsdale Fashion Square. The community features a mix of high-end finishes and amenities, such as upgraded fixtures and appliances, gas cooktops, hard-surface counters, climate-controlled interior corridors, direct-access elevators, underground parking, private garages, a state-of-the-art fitness center, luxurious common areas for entertaining, and a separate flex studio to coordinate fitness functions and host resident events. The property is pursuing LEED for Homes Platinum Certification.
Concerns have been growing that the plunging values of property assets could leave Quintain’s covenants vulnerable. However, the group insisted it was ‘compliant’ and that net debt has been reduced by £17m to £539m in the three months to 31 December.It also said it had fixed repayment costs on £100m of debt at 3%, bringing its average cost of debt down from 6.3% to 5.3%.Daily Telegraph
Offshore technology provider AGR Enhanced Drilling appoints Svein Steen to the team as Vice President Europe.Svein will head-up the Norwegian firm’s presence in Europe from 1st October 2013 and will be based at the company’s head office in Straume. He brings a wealth of experience to Enhanced Drilling, the company best known for its Riserless Mud Recovery system (RMR®) and EC-Drill® Managed Pressure Drilling system, from his 30-year career in the oil industry.Prior to joining Enhanced Drilling, Svein worked at Baker Hughes for 22 years, most recently in Houston as Director of New Product Commecialisation, Drilling and Evaluation. Before that Svein, who is Norwegian, was the company’s Global Product Line Manager for Advanced Drilling Systems.His track record with Baker Hughes also includes five-years as Operations Manager in the Norwegian North Sea as well as drilling co-ordination and directional drilling experience on several major international projects, including complex well profiles and Extended Reach Drilling (ERD).Enhanced Drilling’s Executive Vice President, David Hine, said: “It is a pleasure to welcome someone of Svein’s calibre to the company. His experience of new technology, plus first-hand knowledge of drilling, particularly ERD and the inherent challenge of managing down-hole pressure, will be invaluable to our business moving forward.“It’s crucial that our customers can draw upon extensive knowledge and competency with respect to drilling and all our regional Vice Presidents can all provide this.”Enhanced Drilling recently strengthened its leadership team with two other regional VP appointments – Chris French as VP APAC (Asia Pacific), plus Ruud van der Meer as VP ACIS (Africa, Commonwealth of Independent States). Chris is close to completing an MSc in Drilling and Well Engineering and writing a thesis on Dual Gradient Drilling, while Ruud has enjoyed a 30 year career in the oil industry so far, and has extensive drilling experience including Managed Pressure Drilling.In July it was announced that Enhanced Drilling, via its subsidiary Ocean Riser Systems, had entered into a NOK120m (USD20m) Letter of Intent with Statoil to deliver the next-generationEC-Drill® Managed Pressure Drilling system. That same month, a deal with BG Group for RMR® and CTS® (Cuttings Transportation System) services in the North Sea was also announced.In June Enhanced Drilling announced a USD3m deal for its Riserless Mud Recovery (RMR®) system off Sakhalin, Russia, for a major operator.[mappress]Press Release, September 03, 2013
The Ministry of Justice has tightened its grip on arm’s-length bodies in the wake of the Legal Ombudsman’s expenses issue.Richard Heaton (pictured), permanent secretary at the MoJ, told the Public Accounts Committee of the House of Commons on Monday that the organisation has ‘strengthened its defences’ against a repeat of the crisis.Accounts for the 2014/15 year, published in January, found ‘novel and contentious’ payments had been made to ombudsman staff and were not approved by the MoJ.The previous year’s accounts had been qualified on the basis of what the National Audit Office called ‘irregular expenditure’ totalling £22,300.Heaton said the complaints-handler had been treated as ‘low risk’ and subject to quarterly checks on expenditure.It is unclear whether the Office for Legal Complaints (OLC), which runs the ombudsman service, is now classified as higher risk, but Heaton said lessons have been learnt from the matter.‘The OLC was not a high-risk organisation compared with CAFCASS or the Parole Board,’ he said. ‘There was a governance failure in the OLC, which meant that expenditure took place that was irregular in Treasury terms and, frankly, should have been picked up.’Heaton accepted that the problems were picked up due to the actions of a whistleblower and not by internal checks of the arm’s-length body. He admitted it was ‘arguable’ that the issue could have been raised sooner had it been administered within the civil service.‘The OLC was part of an essentially regulatory regime that was levy-funded by the legal profession, and none of it was within government,’ he said.‘It was monitored by government, because it is public money, it was a compulsory levy and it serves a public function, but it was never a government function in the first place.’Asked by committee member Stephen Phillips if the same mistakes would have happened if the OLC had been run by the civil service, Heaton replied: ‘Not unless someone was ignorant of their responsibilities. Every civil servant has line-management responsibility, which includes knowing how government money works.’In January, the OLC reported it was on the way to bringing expenses issues to a resolution, although the report’s governance statement said the office was required to continue these payments under ‘contractual commitments to its employees’.