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1297 Gadgets, Presents, Geek Shirts and more in the Geek Shop for Nerds - getDigital
This online shop offers everything that makes a real geek happier: Geek wear with ingenious sayings, the newest gadgets and hand-picked toys for computerfreaks.
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1207 GTmetrix | Website Speed and Performance Optimization
GTmetrix is a free tool that analyzes your page's speed performance. Using Page Speed and YSlow, GTmetrix generates scores for your pages and offers actionable recommendations on how to fix them.
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1056 ĂĽber x0xSh0p.de
the x0xSh0p offers everything you need to construct your own x0xb0x.
begun with the simple transistor, over really rare components like the AN6562 OP Amp, or the very rare 2SC1583 transistor those your x0xb0x to that make what it represents them later: the best 303 replica in the world!
on the following pages youâ€™ll find informations about the old TB-303 and naturally to the x0xb0xâ€¦ therefore youâ€™re finally here!
987 Alesis Micron
This is one of the cutest, smallest, yet most powerful synths I've ever put my hands on! The Micron is the sequel to the popular Ion, and while it can be considered as the Ion's younger brother, it actually has a few enhancements that are absent on the big bro.
This is a very clean, precise, sparkly and definitely virtual analog (or analog modeled) sounding synth. Eight voices of polyphony are plenty for these types of units, but we would always want more. The synth engine is the same as the Ion though, but extra and welcome features include sequencing, arpeggio, and great on board percussion, and the ability to build patterns.
The Micron really sounds bigger than it looks: while personally I feel that the character of its synth engine leans on the more digitally precise DSP side of virtual analog technology, it's certainly capable of huge, warm and fat sounds.
The main panel is logically laid out and easy to understand. At the very left, a big red knob offers volume control; the two "m1" and "m2" sliders provide useful modulation control, typically (but not always) vibrato and filter cutoff. The three knobs labeled "x", "y" and "z" also offer way of modulating sounds, and can (ought to) be assigned to your favorite parameters. Two octave buttons, and other useful commands such as tap (tempo) and latch (sustains the notes) occupy the space at the left of the two-line backlit green display. Finally, a multi-function matrix with push-down knob serve as the central nerve system of the machine, letting you easily access programs, setups, configurations, patterns and rhythms. You do the programming by turning the knob to view the various editing pages. In all, it's simple to program, and the manual does a fantastic job of being easy to follow and easy to understand.
746 40 Essential CSS Templates, Resources and Downloads | Speckyboy Design Magazine
Every web developer should have in their toolbox a collection of CSS tools and resources like the ones outlined in this article. A set of techniques that you rely on and that are always at the ready to cover any possible eventuality.
You will find not a selection of the latest innovative CSS techniques (there are some) in this article, merely a collection of tools, resources and downloads that can be used by web designers for solutions to everyday CSS design and coding solutions.
The resources below have been split into four categories: CSS Download Packages (all of the CSS resources offer multiple variations of each technique), Downloadable CSS Tools (the resources within this category offers specialized templates), Web, Mobile & Form Frameworks (+ tools and templates to help you get started with each); Feature-Rich and Outstanding Mobile & Web Templates and finally, a selection of tools to help with cross browser compatibility.
We donâ€™t presume that this is an ultimate collection, merely a selection of resources we have found to be indispensable. We are positive we have missed a few, and would love to hear about the tools and resources you rely upon.
484 Why did so many successful entrepreneurs and startups come out of PayPal? Answered by Insiders
Why did so many successful entrepreneurs and startups come out of PayPal? I long have been fascinated by the extraordinary achievement from the ex-Paypal team and wonder about the reasons behind their success. In the past, mass media tried to answer this question several times but still couldnâ€™t give us a clear answer.
I once asked David Sacks the same question during an event in Los Angeles. He told me the secret is that Paypal has built a â€śscrappyâ€ť culture. No matter what problems they faced, they would find a way to solve them. I kind of got the idea, but was still confused about the execution details.
So when I saw some of the past Paypal employees answering this question on Quora, I was super excited! After all, they should be the only ones who can tell people the inside stories.
Below are some highlights of their answers. *If you want to check out the sources or leave your comments, please go to here and here.
On Talent Management
â€śPeter and Max assembled an unusual critical mass of entrepreneurial talent, primarily due to their ability to recognize young people with extraordinary ability (the median age of *execs* on the S1 filing was 30). But the poor economy allowed us to close an abnormal number of offers, as virtually nobody other than eBay and (in part) google was hiring in 2000-02.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śExtreme Focus (driven by Peter): Peter required that everyone be tasked with exactly one priority. He would refuse to discuss virtually anything else with you except what was currently assigned as your #1 initiative. Even our annual review forms in 2001 required each employee to identify their single most valuable contribution to the company.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śDedication to individual accomplishment: Teams were almost considered socialist institutions. Most great innovations at PayPal were driven by one person who then conscripted others to support, adopt, implement the new idea. If you identified the 8-12 most critical innovations at PayPal (or perhaps even the most important 25), almost every one had a single person inspire it (and often it drive it to implementation). As a result, David enforced an anti-meeting culture where any meeting that included more than 3-4 people was deemed suspect and subject to immediate adjournment if he gauged it inefficient. Our annual review forms in 2002 included a direction to rate the employee on â€śavoids imposing on othersâ€™ time, e.g. scheduling unnecessary meetings.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śRefusal to accept constraints, external or internal:We were expected to pursue our #1 priority with extreme dispatch (NOW) and vigor. To borrow an apt phrase, employees were expected to â€ścome to work every day willing to be fired, to circumvent any order aimed at stopping your dream.â€ť Jeremy Stoppelman has relayed elsewhere the story about an email he sent around criticizing management that he expected to get him fired and instead got him promoted. Peter did not accept no for answer: If you couldnâ€™t solve the problem, someone else would be soon assigned to do it.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śDriven problem solvers: PayPal had a strong bias toward hiring (and promoting / encouraging, as Keith mentions) smart, driven problem solvers, rather than subject matter experts. Very few of the top performers at the company had any prior experience with payments, and many of the best employees had little or no prior background building Internet products. I worked on the fraud analytics team at PayPal, and most of our best people had never before done anything related to fraud detection. If heâ€™d approached things â€śtraditionallyâ€ť, Max would have gone out and hired people who had been building logistic regression models for banks for 20 years but never innovated, and fraud losses would likely have swallowed the company.â€ť (by Mike Greenfield, former Sr. Fraud R&D Scientist of Paypal)
â€śSelf-sufficiency â€“ individuals and small teams were given fairly complex objectives and expected to figure out how to achieve them on their own. If you needed to integrate with an outside vendor, you picked up the phone yourself and called; you didnâ€™t wait for a BD person to become available. You did (the first version of) mockups and wireframes yourself; you didnâ€™t wait for a designer to become available. You wrote (the first draft of) site copy yourself; you didnâ€™t wait for a content writer.â€ť (by Yee Lee, former Product & BU GM of Paypal)
On Culture & Ideology
â€śExtreme bias towards action â€“ early PayPal was simply a really *productive* workplace. This was partly driven by the culture of self-sufficiency. PayPal is and was, after all, a web service; and the company managed to ship prodigious amounts of relatively high-quality web software for a lot of years in a row early on. Yes, we had the usual politics between functional groups, but either individual heroes or small, high-trust teams more often than not found ways to deliver projects on-time.â€ť (by Yee Lee, former Product & BU GM of Paypal)
â€śWillingness to try â€“ even in a data-driven culture, youâ€™ll always run in to folks who either donâ€™t believe you have collected the right supporting data for a given decision or who just arenâ€™t comfortable when data contradicts their gut feeling. In many companies, those individuals would be the death of decision-making. At PayPal, I felt like you could almost always get someone to give it a *try* and then let performance data tell us whether to maintain the decision or rollback.â€ť (by Yee Lee, former Product & BU GM of Paypal)
â€śData-driven decision making â€“ PayPal was filled with smart, opinionated people who were often at logger-heads. The way to win arguments was to bring data to bear. So you never started a sentence like this â€śI feel like itâ€™s a problem that our users canâ€™t do Xâ€ť, instead youâ€™d do your homework first and then come to the table with â€ś35% of our [insert some key metric here] are caused by the lack of X functionalityâ€¦â€ť (by Yee Lee, former Product & BU GM of Paypal)
â€śRadical transparency on metrics: All employees were expected to be facile with the metrics driving the business. Otherwise, how could one expect each employee to make rational calculations and decisions on their own every day? To enforce this norm, almost every all-hands meeting consisted of distributing a printed Excel spreadsheet to the assembled masses and Peter conducting a line by line review of our performance (this is only a modest exaggeration).â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śVigorous debate, often via email: Almost every important issue had champions and critics. These were normally resolved not by official edict but by a vigorous debate that could be very intense. Being able to articulate and defend a strategy or product in a succinct, compelling manner with empirical analysis and withstand a withering critique was a key attribute of almost every key contributor. I still recall the trepidation I confronted when I was informed that I needed to defend the feasibility of my favorite â€śbabyâ€ť to Max for the first time.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śExtreme Pressure â€“ PayPal was a very difficult business with many major issues to solve. We were able to see our colleagues work under extreme pressure and hence we learned who we could rely on and trust.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
217 Medieval fonts
Fonts2u offers a large selection of free fonts. Download free fonts for Windows and Macintosh.
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202 How Accessible is Your Website? 8 Tools to Analyze Your Websiteâ€™s Level of Accessibility | Spyre Studios
Designing a website that's as much successful as it is effective takes time, skills, and a lot of testing. Normally, when we're talking about web design and we hear the word testing, the first thing that comes to mind is usability, and that's fine, but when was the last time you sat down to analyze the level of accessibility of your website? Testing on other aspects of your website are important, however, a lot of us seem to neglect our websites accessibility. This can ultimately lead to the loss of a wide range of users and poor elements of design. But not to fear, below we've compiled a set of tools that will help you combat poor accessibility. Every tool is free to use and has been chosen because it's easy to use and offers quality testing.
95 Help & Advice
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