Salamander eyes Asia expansion Share whatsapp More From Our Partners Florida woman allegedly crashes children’s birthday party, rapes teennypost.comPolice Capture Elusive Tiger Poacher After 20 Years of Pursuing the Huntergoodnewsnetwork.org‘Neighbor from hell’ faces new charges after scaring off home buyersnypost.comNative American Tribe Gets Back Sacred Island Taken 160 Years Agogoodnewsnetwork.orgRussell Wilson, AOC among many voicing support for Naomi Osakacbsnews.comA ProPublica investigation has caused outrage in the U.S. this weekvaluewalk.comAstounding Fossil Discovery in California After Man Looks Closelygoodnewsnetwork.org980-foot skyscraper sways in China, prompting panic and evacuationsnypost.comBrave 7-Year-old Boy Swims an Hour to Rescue His Dad and Little Sistergoodnewsnetwork.orgMatt Gaetz swindled by ‘malicious actors’ in $155K boat sale boondogglenypost.comFeds seized 18 devices from Rudy Giuliani and his employees in April raidnypost.comMark Eaton, former NBA All-Star, dead at 64nypost.comBill Gates reportedly hoped Jeffrey Epstein would help him win a Nobelnypost.comI blew off Adam Sandler 22 years ago — and it’s my biggest regretnypost.comBiden received funds from top Russia lobbyist before Nord Stream 2 giveawaynypost.comUK teen died on school trip after teachers allegedly refused her pleasnypost.comKiller drone ‘hunted down a human target’ without being told tonypost.comSupermodel Anne Vyalitsyna claims income drop, pushes for child supportnypost.com Thursday 26 August 2010 8:18 pm by Taboolaby TaboolaSponsored LinksSponsored LinksPromoted LinksPromoted LinksYou May LikeMoneyPailShe Was A Star, Now She Works In ScottsdaleMoneyPailNoteabley25 Funny Notes Written By StrangersNoteableyZen HeraldThe Truth About Why ’40s Actor John Wayne Didn’t Serve In WWII Has Come To LightZen HeraldAll Things Auto | Search AdsMost Affordable Camper VansAll Things Auto | Search AdsBetterBe20 Stunning Female AthletesBetterBeautooverload.comDeclassified Vietnam War Photos The Public Wasn’t Meant To Seeautooverload.comForbes14 Richest Black Billionaires RankedForbesOpulent ExpressNewborn Quadruplets Left Doctors Staggered — They Are One In A MillionOpulent ExpressElite HeraldKate Middleton Dropped An Unexpected Baby BombshellElite Herald KCS-content whatsapp Salamander Energy is looking to expand further in Asia through acquisitions and farm-in deals, its chief executive said, after swinging to a first-half adjusted profit on higher production and crude oil prices CLc1. Salamander forecast average production for the rest of 2010 to rise to 20,000 barrels of oil equivalent per day (boepd) after completing the Thai deal. January to June adjusted pretax profit was $11.8m (£7.6m), compared with a loss of $5.8m a year earlier. Show Comments ▼ Tags: NULL
Earlier before the IPL 2020 got postponed in the month of March due to Covid-19, Star Sports had launched Khel Bolega TVC for the 13th edition. Khel Bolega indicated that the coming season will clearly end the response to all the chatter (#BolBakar ) surrounding IPL when the player performances will speak for themselves — with the hashtag #KhelBolega, translated in English as “The Game will do the Talking”.Contrary to that, the new campaign by Star ‘Ek Saath Wali baat’ captures the current mood of the nation which is by the day fighting repercussion of Covid-19 pandemic. The film will be released in multiple languages such as Hindi, Tamil, Kannada, Malayalam, Telugu, Bengali across TV and digital and is the beginning of an integrated marketing communications campaign to the season.The 13th edition of the Dream11 IPL 2020 is beginning on September 19th in UAE.The league will be broadcasted in multiple languages such as Hindi, Tamil, Kannada, Malayalam, Telugu, Bengali apart from English and #SelectDugout. Cricket By Kunal Dhyani – September 2, 2020 So finally the wait is over. The official broadcasters of the Indian Premier League, Star Sports has released the promotional campaign for the 13th edition of the league (IPL 2020). India ka Dil laganey – Subko ek sath laaney – ahir se aa raha hai IPL 2020. The campaign as per information available has been conceptualized by in-house team of Star Sports. WTC Final LIVE Day 3: Weather forecast again not good, rain & bad-light all set to impact India vs New Zealand Day 3 Tokyo Olympics Village: Organizers unveils Tokyo games athletes village to the media, check first look Take a look. Happy Father’s Day: Nostalgic Sachin Tendulkar shares a special item that belonged to his father; Check video TAGSIndian Premier LeagueIPL 2020IPL 2020 Ek Saath Wali BaatIPL 2020 promotional campaignIPL 2020 Star Sports SHARE Tokyo Olympics: Covid-19 scare continues after a Uganda team member tests positive Euro 2020- Spain vs Poland Highlights: Spain held to 1-1 draw as Lewandowski’s Poland keep Euro hopes alive Share on Facebook Tweet on Twitter Cricket Cricket India Tour of Sri Lanka: From books to gym, Sanju Samson shares story of his quarantine life ICC WTC Final: 10 years of Virat Kohli’s Test career, 10 best moments of India’s greatest Test skipper Happy Father’s Day: ‘We Miss You’, Hardik Pandya pens emotional message for his father Cricket Latest Sports News YourBump15 Actors That Hollywood Banned For LifeYourBump|SponsoredSponsoredUndoDefinitionMost Embarrassing Mistakes Ever Made In HistoryDefinition|SponsoredSponsoredUndoPost FunThese Twins Were Named “Most Beautiful In The World,” Wait Until You See Them TodayPost Fun|SponsoredSponsoredUndoDefinitionTime Was Not Kind To These 28 CelebritiesDefinition|SponsoredSponsoredUndoFreight & Shipping Quotes | Search AdsResearch & Compare Freight & Shipping QuotesEnjoy Affordable Freight & Shipping Services With These Service ProvidersFreight & Shipping Quotes | Search Ads|SponsoredSponsoredUndoDaily FunnyFemale Athlete Fails You Can’t Look Away FromDaily Funny|SponsoredSponsoredUndo The campaign for IPL 2020 has been named ‘Ek Saath Wali baat’ and captures the spirit of the nation which is trying to make a comeback after the Covid-19 pandemic. Latest Sports News Football WTC Final Day 3 LIVE Score: Virat Kohli & Ajinkya Rahane ready to battle Kiwi bowlers, follow IND-NZ Day 3 Live Updates Cricket IPL 2020 : Star Sports releases IPL 2020 promotional Campaign, ‘Ek Saath Wali Baat’ take a look Previous articleLa Liga claims 11% increase in the global viewership with 2.8 billion viewers for 2019-20 seasonNext articleIPL 2020: KXIP skipper KL Rahul credits Kohli, Dhoni for teaching him leadership skills Kunal DhyaniSports Tech enthusiast, he reports on Sports Tech industry and writes on sports products. Cricket CricketIndian premier leagueIndian premier league 2020Latest Sports News Cricket WI vs SA 2nd Test Day 2 Stumps: West Indies bowled out for 149 runs in 1st innings, SA lead by 149 runs RELATED ARTICLESMORE FROM AUTHOR Facebook Twitter
Rector Pittsburgh, PA New Berrigan Book With Episcopal Roots Cascade Books The Church Pension Fund Invests $20 Million in Impact Investment Fund Designed to Preserve Workforce Housing Communities Nationwide Church Pension Group Barron Trump scolarisé à la rentrée à St. Andrew’s Episcopal School (Maryland) du personnel d’ENSPosted May 15, 2017 Curate (Associate & Priest-in-Charge) Traverse City, MI Rector Collierville, TN Submit a Job Listing Rector Albany, NY AddThis Sharing ButtonsShare to PrintFriendlyPrintFriendlyShare to FacebookFacebookShare to TwitterTwitterShare to EmailEmailShare to MoreAddThis An Evening with Presiding Bishop Curry and Iconographer Kelly Latimore Episcopal Migration Ministries via Zoom June 23 @ 6 p.m. ET Rector Hopkinsville, KY Inaugural Diocesan Feast Day Celebrating Juneteenth San Francisco, CA (and livestream) June 19 @ 2 p.m. PT Remember Holy Land Christians on Jerusalem Sunday, June 20 American Friends of the Episcopal Diocese of Jerusalem Associate Rector for Family Ministries Anchorage, AK Episcopal Migration Ministries’ Virtual Prayer Vigil for World Refugee Day Facebook Live Prayer Vigil June 20 @ 7 p.m. ET Director of Music Morristown, NJ This Summer’s Anti-Racism Training Online Course (Diocese of New Jersey) June 18-July 16 Featured Jobs & Calls Assistant/Associate Priest Scottsdale, AZ Family Ministry Coordinator Baton Rouge, LA Seminary of the Southwest announces appointment of two new full time faculty members Seminary of the Southwest Submit an Event Listing Priest Associate or Director of Adult Ministries Greenville, SC Rector Washington, DC Rector Shreveport, LA Submit a Press Release Assistant/Associate Rector Washington, DC Rector Belleville, IL Join the Episcopal Diocese of Texas in Celebrating the Pauli Murray Feast Online Worship Service June 27 Assistant/Associate Rector Morristown, NJ Director of Administration & Finance Atlanta, GA Associate Rector Columbus, GA Rector Knoxville, TN Course Director Jerusalem, Israel Rector Martinsville, VA TryTank Experimental Lab and York St. John University of England Launch Survey to Study the Impact of Covid-19 on the Episcopal Church TryTank Experimental Lab The Church Investment Group Commends the Taskforce on the Theology of Money on its report, The Theology of Money and Investing as Doing Theology Church Investment Group Episcopal Charities of the Diocese of New York Hires Reverend Kevin W. VanHook, II as Executive Director Episcopal Charities of the Diocese of New York Rector/Priest in Charge (PT) Lisbon, ME In-person Retreat: Thanksgiving Trinity Retreat Center (West Cornwall, CT) Nov. 24-28 Featured Events Cathedral Dean Boise, ID Rector Bath, NC Priest-in-Charge Lebanon, OH Donald Trump, Bishop Diocesan Springfield, IL Le Président Donald Trump pointe du doigt son fils Barron lors du défilé inaugural du 20 janvier 2017, avec la première dame Melania Trump à Washington. Photo : REUTERS/Carlos BarriaBarron Trump, le plus jeune fils du Président Donald Trump va être scolarisé à la rentrée à St. Andrew’s Episcopal School à Potomac (État du Maryland).Barron Trump, âgé de 11 ans, va déménager de New York à Washington avec sa mère, la première dame Melania Trump, à la fin de l’année scolaire en cours à Columbia Grammar and Preparatory School située dans le quartier Upper West Side de Manhattan. Il est supposé être en cinquième année.Robert Kosasky, directeur de St. Andrew’s et Rodney Glasgow, directeur du collège et responsable de la diversité, a adressé une lettre aux familles de St. Andrew’s confirmant que le jeune Trump allait devenir membre de la Promotion 2024, a annoncé CNN.Le Washington Post a annoncé que la Maison-Blanche souhaitait annoncer la nouvelle pendant l’été une fois l’année scolaire terminée à St. Andrew’s, en partie de crainte que l’école puisse devenir le théâtre de manifestations. Mais les parents se sont mis à poser des questions lorsque des rumeurs ont commencé à circuler et l’école a décidé de confirmer l’inscription de Barron Trump. Selon CNN, l’école avait obtenu l’autorisation de la famille Trump pour le faire.Melania Trump a déclaré après l’annonce que la famille « est très heureuse » que Barron Trump puisse fréquenter une école qui, a-t-elle dit « est reconnue pour sa communauté diversifiée et son engagement envers l’excellence de son enseignement ». La mission de l’école qui est « de connaître et d’inspirer chaque enfant dans une communauté inclusive consacrée à un enseignement, un apprentissage et un service exceptionnels » a attiré la famille, a-t-elle confié.Donald Trump a été élevé dans la tradition presbytérienne. Barron Trump a été baptisé en décembre 2006 à l’Église épiscopale de Bethesda-by-the-Sea à Palm Beach (État de Floride), l’église où même ses parents se sont mariés le 22 janvier 2005.St. Andrew’s, à une trentaine de kilomètres au nord de la Maison-Blanche, a été fondée en 1978 et compte 580 élèves répartis entre la sixième et la douzième année d’études. Selon les informations figurant sur le site Web de l’école, la taille moyenne des classes est de 15 élèves et le ratio élève-enseignant est de 7 à 1. Les frais de scolarité se situent juste en dessous de 40 000 dollars pour les élèves de la sixième à la huitième année.L’école dispose d’un Center for Transformative Teaching and Learning, dont la priorité est définie comme : « veiller à ce que la totalité des enseignants de St. Andrew’s – de la maternelle à la douzième année – reçoivent (chaque année scolaire) formation et développement professionnel continu en science de l’éducation, de l’esprit et de l’activité cérébrale, une approche des plus novatrices étant appliquée aujourd’hui à l’amélioration de la qualité des enseignants et de la réussite des élèves. Associate Priest for Pastoral Care New York, NY Ya no son extranjeros: Un diálogo acerca de inmigración Una conversación de Zoom June 22 @ 7 p.m. ET Missioner for Disaster Resilience Sacramento, CA Rector and Chaplain Eugene, OR Curate Diocese of Nebraska Faith & Politics Youth Minister Lorton, VA Canon for Family Ministry Jackson, MS Rector Smithfield, NC Tags Rector (FT or PT) Indian River, MI Virtual Celebration of the Jerusalem Princess Basma Center Zoom Conversation June 19 @ 12 p.m. ET Press Release Service Rector Tampa, FL
Please enter your comment! You have entered an incorrect email address! Please enter your email address here Save my name, email, and website in this browser for the next time I comment. By Anthony M. Nadler, Ursinus College and Matthew Crain, Miami UniversityEditor’s Note: This article is republished from The Conversation.Facebook is in crisis mode, but the company can take major steps to fix itself – and the global community it says it wants to promote. Facebook founder, CEO and majority shareholder Mark Zuckerberg need not wait for governments to impose regulations. If he and other industry leaders wanted to, they could make meaningful changes fairly quickly.It wouldn’t be painless, but Facebook in particular is in a world of hurt already, facing criticism for contributing to civil unrest and sectarian turmoil around the world, delayed responses to disinformation campaigns, misleading users about data-handling policies, and efforts to discredit critics – not to mention a budding employee revolt.Facebook, Twitter, Google and other social media companies are causing society-wide damage. But they tend to describe the problems as much smaller, resulting from rogue individuals and groups hijacking their systems for nefarious purposes. Our research into how social media can be exploited by manipulative political operatives, conducted with Joan Donovan at the Data & Society research institute, suggests the real problem is much larger than these companies admit.We believe the roots lie in their extremely profitable advertising systems, which need a major overhaul. We have identified some key changes that these giant powerhouses could make right away. These moves could reduce opportunities for political manipulation and limit the harm to democratic societies around the world.Users’ minds in the crosshairsFacebook, Google, Twitter and other social media companies have built an enormous digital influence machine powered by user tracking, targeting, testing and automated decision-making to make advertising more effective and efficient. While building this supercharged surveillance system, companies have promised users and regulators that targeted advertising is mutually beneficial for both consumers and advertisers.In this bargain, users are supposed to receive more relevant ads. Facebook, for instance, explains that its “interest-based advertising” serves users who “want to see ads that relate to things they care about.” It’s true that these methods can identify ads that connect with users’ actual interests. But the very same data-driven techniques that tell a surfer about a new board design can also identify strategic points where people are most vulnerable to influence.In particular, the leading social media advertising systems let political operatives experiment with different ads to see which are the most effective. They can use these tools not only to see if certain issues resonate with particular targets but also test for fears or prejudices that can be invoked to influence political behavior.This misleading ad impersonated racial justice activists to urge black Americans not to vote for Hillary Clinton.U.S. House of Representatives Subcommittee on Intelligence – DemocratsOne key way to do this is to make people feel that someone else represents an emotionally charged threat to their identity. In 2016, for instance, Russia-linked operatives bought thousands of Facebook ads targeted to specific audiences suggesting Hillary Clinton had insulted their group’s dignity or threatened their safety. Some ads alleged Clinton espoused disrespect for specific occupations, like coal miners, or racial groups, like African-Americans. Others claimed she would confiscate guns or supported radical political movements seeking to overturn familiar ways of life.Targeting political ads is not unique to online advertising, but the tools of digital ad systems are vastly more powerful than traditional mass media. Advertisers can try out several versions of an ad simultaneously and receive almost instant feedback on which ones most effectively drive specific audiences to share, like or comment on them. This digital feedback loop helps political operatives refine their tactics, probing for just the right images, words and emotions to influence very specific subgroups of citizens.Move fast and fix thingsMembers of Congress and even some key Silicon Valley figures have begun discussing the need for tighter government oversight and greater accountability in digital advertising. Change need not wait for politics.Based on our analysis, here are some steps companies could take right away – on their own. These moves may hurt the firms’ finances, but would demonstrate serious and lasting commitment to limiting their platforms’ usefulness in political manipulation campaigns.As their first move, social media companies could stop allowing their ad services to be used as freewheeling experimental laboratories for examining their users’ psyches. Just as marketers and academic researchers must obtain permission from their test subjects, political advertisers that run online ad experiments could get informed consent in advance from every user who is involved. Companies should ask for users’ consent in specific notifications about ad experiments and not penalize users for opting out by limiting their access to services. We suspect many users would opt out of these tests if given the choice, but in any case this policy would help draw public attention to the hidden manipulation tools that platforms offer to their real customers: the political and commercial advertisers who pay the bills.Make targeted political advertising transparentTo increase transparency and limit the ability of special interests to secretly influence politics, social media companies could refuse to work with so-called dark money groups. All political advertisers should be required to disclose their major donors in a format users can easily access.A new policy banning dark money ads would respond to evidence that political operatives have used impersonation and manipulative ad tactics to stir in-fighting or sow division among coalitions of their adversaries. Impersonation clearly work best when ad sponsors are able to hide their identities and motives. Anonymous ads are also more likely to violate ethical standards simply because no one fears being held responsible for them.Make platforms more democraticA more significant change social media companies could make would be to introduce democratic oversight of how they collect and use people’s data.Facebook’s Zuckerberg recently took an initial step in this direction, announcing that he will create independent review panels to handle users’ appeals against the company’s removal of content it judges inappropriate. He explained that he wanted to ensure “these decisions are made in the best interests of our community and not for commercial reasons.”Whatever you think about this plan – and it has been greeted with plenty of skepticism – Zuckerberg’s reasoning acknowledges that because social platforms have become so central to democratic life, their own policies and design decisions require democratic accountability.A more ambitious vision would let independent ethics panels representing diverse communities of users set enforceable policies for ethical political advertising. Similar sorts of groups are common in medicine and are emerging in artificial intelligence, among other fields. The details of how such committees operate will be critical to their success. If these committees are set up in partnership with nonprofit organizations with proven records of advocating for democratic communication and campaign finance transparency, perhaps they could help social media companies earn greater public trust by prioritizing democracy over maximizing their profits. LEAVE A REPLY Cancel reply The Anatomy of Fear Share on Facebook Tweet on Twitter TAGSFacebookSocial Mediatheconversation.com Previous articleCountering misinformation about flu vaccine is harder than it seemsNext articleHow to safely secure a Christmas tree to your car Denise Connell RELATED ARTICLESMORE FROM AUTHOR Free webinar for job seekers on best interview answers, hosted by Goodwill June 11 Please enter your name here Support conservation and fish with NEW Florida specialty license plate
Architects: Landa Suberville Area Area of this architecture project Lead Architect: Projects Photographs: Onnis Luque, The Raws, Agustín Landa Ruiloba Manufacturers Brands with products used in this architecture project Mexico ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/930149/herra2-house-landa-suberville Clipboard Manufacturers: AutoDesk, Adobe, Auvit Internacional, Cocinas Ciao, Kubrelam-Panelex, Mármoles Nequiz, Proyectaire, Trimble, Vidrios y Cristales Ontiveros Houses Save this picture!© Onnis Luque+ 26Curated by Clara Ott Share CopyHouses•Monterrey, Mexico Area: 650 m² Year Completion year of this architecture project Herra2 House / Landa SubervilleSave this projectSaveHerra2 House / Landa Suberville Design Team:Sofía Arévalo, Nancy Been, Cristina Mena, Elena Cavazos, Carolina Arriaga, Galia González, Úrsula Arellano, Rolando Girodengo, Juan Carlos de la GarzaConstructor:Grupo IndiceStructure:PliesaAir Conditioning :Criopartes SA de CVWindows:Grupo ArcMetal Work:D-lineCarpentry:GonalKitchen:Maia CocinasMarble:StoniaLattices And Facade Cladding:Basa Arquitectura y DiseñoCity:MonterreyCountry:MexicoMore SpecsLess SpecsSave this picture!© Onnis LuqueRecommended ProductsDoorsLibartVertical Retracting Doors – Panora ViewMetallicsTECU®Copper Surface – Classic CoatedDoorsVEKADoors – VEKAMOTION 82DoorsRabel Aluminium SystemsMinimal Sliding Door – Rabel 62 Slim Super ThermalText description provided by the architects. This house is developed on an ascending lot, west of Monterrey in the foothills of Sierra Madre. The service areas are on the access floor, the garden and the social area that integrates with the #terracetequilera® are on the ground floor achieving a connection with the exterior, and the family area is on the top floor. Save this picture!Cortesía de Agustín Landa RuilobaSave this picture!Floor Plan First FloorSave this picture!© Onnis LuqueThe structure consists of two concrete staples at the centre of the house that carries a metal structure in a north-to-south direction. At the centre of the armour, a pergola bathes in natural light. A frosted glass corridor on the upper floor distributes the circulation to the bedrooms. The armour allows to have no columns and therefore to take advantage of the entire interior and exterior social area and to experience the whole terrain in its length and width.Save this picture!© Onnis LuqueThe house has cross-ventilation since all the windows are mounted in the walls and the lattice has manual movement, which allows light to enter while giving privacy. The water mirror of the pool cools the house with the air current, the local vegetation also helps to reduce the temperature by making a micro-climate. The main facade is that of the garden, while discretion and privacy is directed towards the street.Save this picture!© Onnis LuqueSave this picture!Section 1Save this picture!© The RawsProject gallerySee allShow lessHousing Block Monzon / Domper Domingo ArquitectosSelected ProjectsCorner House / 31/44 ArchitectsSelected Projects Share “COPY” Photographs Herra2 House / Landa Suberville 2017 “COPY” Mónica Suberville, Agustín Landa ArchDaily Year: ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/930149/herra2-house-landa-suberville Clipboard CopyAbout this officeLanda SubervilleOfficeFollowProductsSteelConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesMonterreyMexicoPublished on December 13, 2019Cite: “Herra2 House / Landa Suberville” [Casa Herra2 / Landa Suberville] 13 Dec 2019. ArchDaily. Accessed 10 Jun 2021.
172 total views, 2 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis19 The Newman’s Own Foundation is to donate $218,000, or around £175,000, to 19 children’s charities in the UK.Each charity will receive a grant of up to $25,000 (£16,000) as part of the Foundation’s commitment to supporting young people.The Foundation was set up by the late actor and philanthropist Paul Newman. It receives all profits and royalties from Newman’s Own, makers of sauces and dressings.The grantmaker invited applications for funding in August 2016.The charities selected in this funding round are:· Amaze – A charity helping children and young people with special educational needs and disabilities feel valued, included in their community and supported to thrive· The Ministry of Stories – A local writing and mentoring centre in east London, where anyone aged eight to 18 can discover their own gift for writing· Manchester Young Lives – Working with children and young people in disadvantaged areas of Manchester to improve their life choices through learning and make a successful transition to adult life through support and guidance· OYAP Trust – Enabling young people to realise their own personal, social and leadership skills, grow in confidence and build self-esteem and resilience· Hackney Empire – Offering a safe space and specialist support to young people with the opportunity to create and perform their own theatre piece.Susie McKenna, Hackney Empire’s Creative Director said:“The Newman’s grant has been invaluable to us, allowing us to bring in specialised staff needed to support the young people who attend the group. It’s vital we create a safe space that allows young people to grow and be creative – the funding helps us to create this environment”.Comedian Harry Hill has worked with Newman’s Own Foundation since 2014. This year he visited Hackney Village, a past grant recipient based in London, to see how Newman’s Own Foundation has made a difference to the young people attending the group.Hill said: Advertisement Newman’s Own Foundation to donate £175k to UK charities AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis19 Tagged with: Funding Youth Howard Lake | 23 November 2016 | News “I am thrilled to be involved with Newman’s Own Foundation again, Paul Newman has always been a huge inspiration to me personally. Over the past few years I’ve had the chance to meet many recipients of grants and witness the incredible impact the fund makes to children living in the UK. This year 19 charities will now receive funding and I look forward to seeing their great work supporting young people continue in 2017.”Newman’s Own Foundation has now made grants in the UK totalling more than $3.5 million since 1995. About a quarter of the funding has been directed to help children with serious medical and developmental challenges. 171 total views, 1 views today About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving.
Melanie May | 26 April 2018 | News “We’re thrilled that JustGiving has responded to the sector’s feedback and developed this innovative tool that not only provides greater transparency but also adds value to our partnership.“The new ‘Donation Boost’ feature enables supporters to contribute to the costs of online fundraising, safe in the knowledge that their full donation will come to Make-A-Wish UK. We’re really excited to see the impact that this will have across charitable giving online.”Donation Boost is now live across the JustGiving charity fundraising platform for all charities and their fundraisers. The launch follows GoFundMe’s scrapping of platform charges, announced in January this year. About Melanie May Melanie May is a journalist and copywriter specialising in writing both for and about the charity and marketing services sectors since 2001. She can be reached via www.thepurplepim.com. AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis44 JustGiving overhauls donation fee model to let donors take on costs 110 total views, 2 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis44 According to JustGiving, the release of Donation Boost follows weeks of initial development and usability testing with 12 major charities, including Make-a-Wish Foundation, WaterAid and Great Ormond Street Children’s Charity. Results from the tests show that approximately 70% of donors chose to adopt Donation Boost when presented with the option, with 99% of Donation Boost donations having a higher average value for charities compared to those that did not adopt the option.Neil Bannister, Managing Director of JustGiving in the UK & Ireland commented:“As JustGiving reaches the milestone of $5 billion raised for good causes, Donation Boost shows we are continuing to work hard to offer the best and most innovative solution to our charity partners and donors alike.”“Not only does this innovation demonstrate our continuing and unrivalled commitment to the charitable sector and good causes globally, but also a renewed commitment to transparency with our users in regards to how we operate in order to increase consumer trust even further.”Andy Holland, Interim Director of Fundraising and Marketing at Make-a-Wish Foundation said: Advertisement 109 total views, 1 views today Tagged with: Justgiving online fundraising sites JustGiving has announced an overhaul of its donation fee model that will see participating donors’ chosen charities receive an extra £1 for every £20 given.Through the new fee model, called Donation Boost, instead of charities being charged JustGiving’s small fee on donations, their donors will now be given the option of covering it.
27,121 4,817 Nine Months EndedJanuary 31, (1,489 Current liabilities: ) 303,997 27,744 (1,076 % ) $ 899,980 — ) % (136 55% $ 2,110 $ $ 2020 $ 32,783 ) ) Self-managed subscription 70.9 (1 Net loss per share attributable to ordinary shareholders, basic and diluted % (1 Total revenue ) $ $ ) ) 28,079 25,730 (508 (92,401 113,181 ) 303,997 15,280 Cost of license – self-managed (321 347 1,039 357,127 Elastic N.V. RECONCILIATION OF GAAP TO NON-GAAP DATA FREE CASH FLOW (amounts in thousands, except percentages) (Unaudited) — 739 86,464 100% 122,044 31,772 (3,494 25,227 — 5.8 — 9,862 — ) ) 41,968 2021 160,860 88,417 Employer payroll taxes on employee stock transactions 100% 178,273 24,012 42,775 $ (44,281 )% 44,178 $ 1.5 3,377 Accounts receivable, net Cost of revenue Prepaid expenses and other current assets 160,860 ) 1,276 92% ) 75,623 (44,281 2020 (1) Totals may not sum, due to rounding. Gross margin, operating margin, and earnings per share are calculated based upon the respective underlying, non-rounded data. (2) Non-GAAP financial information for the quarter is adjusted for a tax rate equal to our annual estimated tax rate on non-GAAP income. This rate is based on our estimated annual GAAP income tax rate forecast, adjusted to account for items excluded from GAAP income in calculating the non-GAAP financial measures presented above as well as significant tax adjustments. Our estimated tax rate on non-GAAP income is determined annually and may be adjusted during the year to take into account events or trends that we believe materially impact the estimated annual rate including, but not limited to, significant changes resulting from tax legislation, material changes in the geographic mix of revenue and expenses and other significant events. Due to the differences in the tax treatment of items excluded from non-GAAP earnings, as well as the methodology applied to our estimated annual tax rates as described above, our estimated tax rate on non-GAAP income may differ from our GAAP tax rate and from our actual tax liabilities. Acquisition-related expenses 12 2021 (34,461 $ 803,911 ) )% 21,096 589 $ $ ) (1,007 393,134 )% 0.0 Amortization of acquired intangibles $ (36,838 Total cost of revenue – subscription ) ) 20,850 ) 3,529 5,685 $ Operating Loss Reconciliation: GAAP operating margin 94% $ Net loss 1,132 2021 2021 $ (86,133 ) 71,472 (577 ) $ 2020 45,673 Net cash provided by (used in) operating activities $ (0.43 331,223 $ Total revenue ) $ (5,065 ) $ $ $ 44,929 8,983 3.9 Provision for income taxes 2020 2.0 ) 8,352 2021 (24,234 Current assets: Cash and cash equivalents $ $ 13.8 297,081 7,104 2,355 ) Accounts receivable, net of allowance for credit losses of $1,831 and $1,247 as of January 31, 2021 and April 30, 2020, respectively — 100,772 71,087 2020 (44.9 Changes in operating assets and liabilities: ) Employer payroll taxes on employee stock transactions 2020 Operating lease right-of-use assets Other income (expense), net (1) 21,096 $ 2020 $ 47,698 (23,227 $ 29,340 7,621 (1,076 Accrued expenses and other liabilities 3,007 Operating lease liabilities, non-current Amortization of acquired intangibles (3,951 ) 13% 395,489 ) 803,911 16,378 % $ 79,776 191,712 Subscription – self-managed and SaaS Liabilities and Shareholders’ Equity $ — $ ) (24,373 Business acquisition, net of cash acquired 63,320 2.4 Operating expenses reconciliation: 10% $ 9,866 $ 444,399 89,703 42,507 408,033 $ 937 371,421 8,665 28,455 Less: Decrease (increase) in unbilled accounts receivable ) 287,816 47,698 (9,516 Amortization of acquired intangibles 3,780 Acquisition-related expenses 8% Pinterest 390,264 241,593 (37,974 (16,740 )% ) Ordinary shares, par value €0.01 per share: 165,000,000 shares authorized; 89,644,940 shares issued and outstanding as of January 31, 2021 and 82,856,978 shares issued and outstanding as of April 30, 2020 Adjustments to reconcile net loss to cash provided by (used in) operating activities: $ ) Three Months Ended January 31, (288 (369 (17.8 $ 1,033,598 898,788 — 1,461 2,156 % ) ) (86,133 (339 Employer payroll taxes on employee stock transactions 3,538 214,947 10,630 856 307,548 (26,441 )% ) (136,531 Three Months Ended January 31, ) 79,776 2021 (17,087 1.6 (1,859 157,115 ) 3,970 149,608 Net cash provided by (used in) operating activities (3) 278,267 ) GAAP research and development expense 2021 % — 122,904 23,196 (0.82 Sales and marketing Free cash flow 457 27,121 $ Non-cash acquisition expense settled with shares (1.75 10,282 Additional paid-in capital 50,455 346 ) 351,311 Stock-based compensation expense 131,969 1,328 ) 25,227 15,588 96,100 42,775 (5,859 53,585 4,458 Accumulated other comprehensive loss 2020 ) (30 3,538 (129 121,044 ) GAAP operating loss $ Total liabilities and shareholders’ equity 289,689 $ (1,039 113,181 ) (2,130 50 173,202 1,520 ) (24,631 Stock-based compensation expense 15,183 $ 2020 ) 1,874 Gross Profit Reconciliation: $ (9,416 (13,506 ) (0.04 Moved our Apache 2.0-licensed source code in Elasticsearch and Kibana to be dual licensed under the Elastic License v2 and the Server Side Public LicenseAppointed Ashutosh Kulkarni as chief product officerDelivered eight regional virtual ElasticON events, exhibited at AWS re:Invent and Black Hat Europe, and sponsored the DeveloperWeek Virtual ConferenceRaised more than $400,000 on Giving Tuesday through the Elastic Cares initiative, an employee-match giving program Financial Outlook The Company is providing the following guidance: For the fourth quarter of fiscal 2021 (ending April 30, 2021):Total revenue is expected to be between $158 million and $159 millionNon-GAAP operating margin is expected to be between -8.5% and -7.5%Non-GAAP net loss per share is expected to be between $0.18 and $0.15, assuming between 90.5 million and 91.5 million weighted average ordinary shares outstanding For fiscal 2021 (ending April 30, 2021):Total revenue is expected to be between $589 million and $590 millionNon-GAAP operating margin is expected to be between -3.3% and -3.0%Non-GAAP net loss per share is expected to be between $0.19 and $0.16, assuming between 87 million and 88 million weighted average ordinary shares outstanding We continue to believe it is prudent to expect some near-term business headwinds as the economic impact from the ongoing COVID-19 pandemic further unfolds. As such, our guidance includes the expected impact of the COVID‑19 pandemic on our business and results of operations based on information available to us today. See the section titled “Forward-Looking Statements” below for information on the factors that could cause our actual results to differ materially. A reconciliation of non-GAAP guidance measures to corresponding GAAP measures is not available on a forward-looking basis without unreasonable effort due to the uncertainty regarding, and the potential variability of, many of the costs and expenses that may be incurred in the future. These items necessary to reconcile such non-GAAP measures could be material and have a significant impact on the Company’s results computed in accordance with GAAP. Conference Call and Webcast Elastic’s executive management team will host a conference call today at 2:00 p.m. PT/ 5:00 p.m. ET to discuss the Company’s financial results and business outlook. A live audio webcast of the conference call will be available on Elastic’s Investor Relations website at ir.elastic.co. Slides will accompany the webcast. The replay of the webcast and slides will be available for two months. About Elastic Elastic is a search company built on a free and open heritage. Anyone can use Elastic products and solutions to get started quickly and frictionlessly. Elastic offers three solutions for enterprise search, observability, and security, built on one technology stack that can be deployed anywhere. From finding documents to monitoring infrastructure to hunting for threats, Elastic makes data usable in real time and at scale. Founded in 2012, Elastic is a distributed company with Elasticians around the globe. Learn more at elastic.co. Elastic and associated marks are trademarks or registered trademarks of Elastic N.V. and its subsidiaries. All other company and product names may be trademarks of their respective owners. Use of Non-GAAP Financial Measures Reconciliations of non-GAAP financial measures to Elastic’s financial results as determined in accordance with U.S. GAAP are included at the end of this press release following the accompanying financial data. For a description of these non-GAAP financial measures, including the reasons management uses each measure, please see the section of this press release titled “About Non-GAAP Financial Measures.” Forward-Looking Statements This press release contains forward-looking statements that involve substantial risk and uncertainties, which include, but are not limited to, our expected financial results for the fiscal quarter and the fiscal year ending April 30, 2021, our expectations regarding the impact of the COVID-19 pandemic, our assessments of the strength of our solutions and products, the expected performance or benefits of our offerings, and our expectations regarding the benefits of our investments. These forward-looking statements are subject to the safe harbor provisions under the Private Securities Litigation Reform Act of 1995. Our expectations and beliefs in light of currently available information regarding these matters may not materialize. Actual outcomes and results may differ materially from those contemplated by these forward-looking statements due to uncertainties, risks, and changes in circumstances, including but not limited to those related to: the impact of the COVID-19 pandemic on the macroeconomic environment, on our business, operations, hiring and financial results, and on businesses of our customers and partners, including their spending priorities, the effect of lockdowns, restrictions and new regulations; our future financial performance, including our expectations regarding our revenue, cost of revenue, gross profit or gross margin, operating expenses (which include changes in sales and marketing, research and development and general and administrative expenses), and our ability to achieve and maintain future profitability; our ability to continue to deliver and improve our offerings and develop new offerings, including security-related product and SaaS offerings; customer acceptance and purchase of our existing offerings and new offerings, including the expansion and adoption of our SaaS offerings; our inability to realize value from investments in the business, including R&D investments; our ability to maintain and expand our user and customer base; the impact of our licensing model on the use and adoption of our software; the impact of foreign currency exchange rate and interest rate fluctuations on our results; our international expansion strategy; our operating results and cash flows; our beliefs and objectives for future operations; the sufficiency of our capital resources; our ability to successfully execute our go-to-market strategy, including by expanding our relationships with our partners, and expand in our existing markets and into new markets, and our ability to forecast customer retention and expansion; and general market, political, economic and business conditions (including developments and volatility arising from the COVID-19 pandemic). Any additional or unforeseen effect from the COVID-19 pandemic may exacerbate these risks. Additional risks and uncertainties that could cause actual outcomes and results to differ materially are included in our filings with the Securities and Exchange Commission (the “SEC”), including our Annual Report on Form 10-K for the fiscal year ended April 30, 2020 and any subsequent reports filed with the SEC. SEC filings are available on the Investor Relations section of Elastic’s website at ir.elastic.co and the SEC’s website at www.sec.gov. Elastic assumes no obligation to, and does not currently intend to, update any such forward-looking statements, except as required by law. Contact Information Anthony Luscri Elastic Investor Relations [email protected] (650) 695-1055 Lisa Boughner Elastic Corporate Communications [email protected] $ $ (3,287 $ 128,690 413,647 (4,345 2.7 % Non-GAAP cost of subscription – self-managed and SaaS 602 2.5 Less: Purchases of property and equipment (as a percentage of total revenue) % (3,683 ) 114,984 (6,321 (4,237 (136,023 ) (21.9 (2,790 ) ) % 2020 11,485 1,320 352,111 ) $ Total current assets $ )% (1,007 $ 19,537 ) ) (2,732 25,224 3.6 ) 2021 9,188 $ 33,666 18,877 19,401 (2 Amount 24,110 574,040 ) Cash flows from investing activities 86,296,028 (1,076 % ) 79,105 (4,586 480,239 $ 7,639 8,834 — — — Deferred revenue, non-current GAAP cost of subscription – self-managed and SaaS % $ ) ) ) Net cash used in investing activities 36,674 (10,125 1.2 Three Months Ended January 31, (1,377 86,296,028 (22,519 ) 29% Proceeds from issuance of ordinary shares upon exercise of stock options 18,877 11,054 67,554 50,622 $ 27,744 480,974 Elastic N.V. REVENUE BY TYPE (amounts in thousands, except percentages) (Unaudited) 2021 ) Professional services GAAP general and administrative expense Total subscription revenue Net cash provided by financing activities $ % ofTotalRevenue WhatsApp 296,367 22,324 Nine Months Ended January 31, 67,554 (83,977 Effect of exchange rate changes on cash, cash equivalents, and restricted cash $ (8 Operating expenses % $ 46,119 Pinterest (621 (2,377 ) Other Cash, cash equivalents, and restricted cash, beginning of period 55% 74.8 Elastic N.V. CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS (amounts in thousands, except share and per share amounts) (Unaudited) % ) % $ $ $ $ 2021 14.1 $ 1,039 $ 53,309 (136,023 Net loss (1) $ $ % ) ) Amount % ofTotalRevenue Twitter 430,879 455,581 73.3 Non-GAAP cost of professional services $ ) 65% Calculated billings 102,320 70% Total revenue % 66% $ 71,472 Amortization of acquired intangibles $ 74.2 $ (5,289 2,900 ) 27% Other assets $ $ Total operating expenses 143,766 $ Non-GAAP operating loss % ) 303,997 0.2 65,305 ) (1,412 25,093 22% 54,829 4,290 39,823 About Non-GAAP Financial Measures In addition to our results determined in accordance with U.S. GAAP, we believe the non-GAAP measures listed below are useful in evaluating our operating performance. We use these non-GAAP financial measures to evaluate our ongoing operations and for internal planning and forecasting purposes. We believe that non-GAAP financial information, when taken collectively, may be helpful to investors because it provides consistency and comparability with past financial performance. However, non-GAAP financial information is presented for supplemental informational purposes only, has limitations as an analytical tool and should not be considered in isolation or as a substitute for financial information presented in accordance with U.S. GAAP. In particular, free cash flow is not a substitute for cash used in operating activities. Additionally, the utility of free cash flow as a measure of our liquidity is further limited as it does not represent the total increase or decrease in our cash balance for a given period. In addition, other companies, including companies in our industry, may calculate similarly-titled non-GAAP measures differently or may use other measures to evaluate their performance, all of which could reduce the usefulness of our non-GAAP financial measures as tools for comparison. A reconciliation of our historical non-GAAP financial measures to their most directly comparable financial measure stated in accordance with U.S. GAAP has been provided in the financial statement tables included in this press release. Investors are cautioned that there are a number of limitations associated with the use of non-GAAP financial measures and key metrics as analytical tools. Investors are encouraged to review these reconciliations, and not to rely on any single financial measure to evaluate our business. Non-GAAP Gross Profit and Non-GAAP Gross Margin We define non-GAAP gross profit and non-GAAP gross margin as GAAP gross profit and GAAP gross margin, respectively, excluding stock-based compensation expense, employer payroll taxes on employee stock transactions, and amortization of acquired intangible assets. We believe non-GAAP gross profit and non-GAAP gross margin provide our management and investors consistency and comparability with our past financial performance and facilitate period-to-period comparisons of operations, as these metrics generally eliminate the effects of certain variables from period to period for reasons unrelated to overall operating performance. Non-GAAP Operating Loss and Non-GAAP Operating Margin We define non-GAAP operating loss and non-GAAP operating margin as GAAP operating loss and GAAP operating margin, respectively, excluding stock-based compensation expense, employer payroll taxes on employee stock transactions, amortization of acquired intangible assets, and acquisition-related expenses. We believe non-GAAP operating loss and non-GAAP operating margin provide our management and investors consistency and comparability with our past financial performance and facilitate period-to-period comparisons of operations, as these metrics generally eliminate the effects of certain variables from period to period for reasons unrelated to overall operating performance. Non-GAAP Net Loss Per Share We define non-GAAP net loss per share as GAAP net loss per share, excluding stock-based compensation expense, employer payroll taxes on employee stock transactions, amortization of acquired intangible assets, acquisition-related expenses and the tax effects related to the foregoing. We believe non-GAAP net loss per share provides our management and investors consistency and comparability with our past financial performance and facilitates period-to-period comparisons of operations, as this metric generally eliminates the effects of certain variables from period to period for reasons unrelated to overall operating performance. Free Cash Flow and Free Cash Flow Margin Free cash flow is a non-GAAP financial measure that we define as net cash (used in) provided by operating activities less purchases of property and equipment. Free cash flow margin is calculated as free cash flow divided by total revenue. We believe that free cash flow and free cash flow margin are useful indicators of liquidity that provide information to management and investors about the amount of cash generated from our core operations that, after the purchases of property and equipment, can be used for strategic initiatives, including investing in our business and selectively pursuing acquisitions and strategic investments. Calculated Billings We define calculated billings as total revenue plus the increase in total deferred revenue as presented on or derived from our consolidated statements of cash flows less the (increase) decrease in total unbilled accounts receivable in a given period. Calculated billings exclude deferred revenue and unbilled accounts receivable acquired through acquisitions in the period of acquisition. We typically invoice our customers annually in advance, and to a lesser extent multi-year in advance, quarterly in advance, monthly in advance, monthly in arrears or upon delivery. Our management uses calculated billings to understand and evaluate our near-term cash flows and operating results. Constant Currency We compare the percent change in certain results from one period to another period using constant currency information to provide a framework for assessing how our business performed excluding the effect of foreign currency rate fluctuations. In presenting this information, current and comparative prior period results are converted into United States dollars at the exchange rates in effect on the last day of our prior fiscal year, rather than the actual exchange rates in effect during the respective periods. View source version on businesswire.com:https://www.businesswire.com/news/home/20210224005820/en/ CONTACT: Anthony Luscri Elastic Investor Relations [email protected] (650) 695-1055Lisa Boughner Elastic Corporate Communications [email protected] KEYWORD: UNITED STATES NORTH AMERICA CALIFORNIA INDUSTRY KEYWORD: SOFTWARE NETWORKS SEARCH ENGINE OPTIMIZATION SEARCH ENGINE MARKETING DATA MANAGEMENT COMMUNICATIONS TECHNOLOGY SECURITY SOURCE: Elastic N.V. Copyright Business Wire 2021. PUB: 02/24/2021 04:10 PM/DISC: 02/24/2021 04:10 PM http://www.businesswire.com/news/home/20210224005820/en 1,887 (22,219 430,879 Twitter ) 72,555 — — 61,434 Professional services $ Non-GAAP research and development expense (43,607 Gross Margin Reconciliation (1): ) ) 100% ) Amortization of deferred contract acquisition costs $ )% (4,540 6% Free cash flow margin Deferred contract acquisition costs $ 430,879 % ) Prepaid expenses and other current assets 100% Elastic N.V. RECONCILIATION OF GAAP TO NON-GAAP DATA CALCULATED BILLINGS (amounts in thousands) (Unaudited) 59,564 7% SaaS 2020 77,713,604 119,779 (2,905 $ $ ) Repayment of notes payable Non-GAAP net loss per share attributable to ordinary shareholders, basic and diluted 674 92% ) 337,599 $ (136,023 $ (6,256 44,321 $ (1,798 $ 113,181 )% (1,359 161,397 2,156 % 32,623 (28,610 Goodwill 76.9 Loss before income taxes 22,210 Acquisition-related expenses 2.3 Three Months Ended January 31, 6,660 Net cash provided by financing activities (1 2,757 29,596 $ ) 42,775 5,685 ) $ Deferred income taxes 24,110 Non-GAAP general and administrative expense — % Nine Months Ended January 31, (238 143,766 % $ (2,732 59,101 (424 22 $ 60,832 Assets $ Employer payroll taxes on employee stock transactions 157,115 As ofApril 30, 2020 ) (933 Deferred contract acquisition costs, non-current By Digital AIM Web Support – April 6, 2021 (24,309 $ % 5,848 Local NewsBusiness 198,665 % $ Other assets $ 86,464 19,507 Amortization of acquired intangibles ) Deferred revenue 22,324 347 11,024 2020 Income tax (2) (9,463 )% Stock-based compensation expense 8,424 15,246 (20 5 (1 602 $ 215,580 22,324 6 51,400 Non-GAAP net loss $ (1,852 ) 25,730 9,188 Deferred tax assets (23,227 45,673 10,630 ) (28,868 (62,828 0.2 )% ) Three Months Ended January 31, 6,648 300,280 26,983 11 $ — ) $ 7,760 60,832 (602 Property and equipment, net 3,717 278,267 Accumulated deficit Amortization of acquired intangibles ) 14,495 ) 4,947 Employer payroll taxes on employee stock transactions $ 77.0 Subscription $ (24,631 26,983 Research and development $ 8,515 809 71% Three Months Ended January 31, (1,339 Stock-based compensation expense $ Employer payroll taxes on employee stock transactions Stock-based compensation expense 12,856 Cash flows from operating activities GAAP gross margin 73.3 2021 70.5 % 120,049 65,305 $ % (4,057 16.1 53,309 ) 899,980 (21 License – self-managed Purchases of property and equipment 2.2 115,147 (90 % % Amortization of acquired intangibles % (12,837 — Other Total liabilities Weighted-average shares used to compute net loss per share attributable to ordinary shareholders, basic and diluted 296,367 1.7 Accounts payable 333,067 21% ) Employer payroll taxes on employee stock transactions Accrued expenses and other liabilities ) 0.4 Deferred contract acquisition costs $ $ % 15,280 Stock-based compensation expense 1,136 Elastic N.V. CONDENSED CONSOLIDATED BALANCE SHEETS (amounts in thousands, except share and per share amounts) (Unaudited) 33,666 59% ) Acquisition-related expenses 5,256 ) 2021 % $ (37.3 (42,268 39,625 $ MOUNTAIN VIEW, Calif.–(BUSINESS WIRE)–Feb 24, 2021– Elastic (NYSE: ESTC) (“Elastic”), the company behind Elasticsearch and the Elastic Stack, announced strong results for its third quarter of fiscal 2021 (ended January 31, 2021). Third Quarter Fiscal 2021 Financial HighlightsTotal revenue was $157.1 million, an increase of 39% year-over-year, or 36% on a constant currency basisSaaS revenue was $44.9 million, an increase of 79% year-over-year, or 76% on a constant currency basisCalculated billings was $173.2 million, an increase of 41% year-over-year, or 37% on a constant currency basisDeferred revenue was $334.0 million, an increase of 59% year-over-yearGAAP operating loss was $34.5 million; GAAP operating margin was -22%Non-GAAP operating loss was $0.0 million; non-GAAP operating margin was 0%GAAP net loss per share was $0.43; non-GAAP net loss per share was $0.04Operating cash flow was $19.4 million with free cash flow of $18.3 millionCash and cash equivalents were $393.1 million as of January 31, 2021 “We had an excellent third quarter, and once again showed strong execution,” said Shay Banon, Elastic founder and chief executive officer. “We believe continued innovation across our three solutions is critical to global enterprises as they look to build resilience and adapt to the distributed environment of 2021.” Third Quarter Fiscal 2021 Key Metrics and Recent Business Highlights Key Customer Metrics:Total subscription customer count was over 13,800, compared to over 12,900 in Q2 FY21, and over 10,500 in Q3 FY20Total customer count with Annual Contract Value (ACV) greater than $100,000 was over 670, compared to over 650 in Q2 FY21, and over 570 in Q3 FY20Subscription revenue represented 94% of total revenueNet Expansion Rate continued to be greater than 130% Product Releases and Other Business Highlights Elastic released new innovations with version 7.11 across its enterprise search, observability and security solutions that enable customers to optimize for cost, performance, insight and flexibility. Foundational features in 7.11 that can be leveraged across all three solutions include the general availability of searchable snapshots and the cold data tier to help customers store and search more data while maintaining control over cost and performance. Additional features include the beta of schema on read, which allows customers to discover new data and new workflows by creating a schema on the fly, and the general availability of a new alerting framework, which provides customers with the flexibility to create, manage and monitor alerts across the Elastic Stack. Expanded capabilities include: Elastic Enterprise SearchLaunched the beta of a new web crawler for Elastic App Search that makes content from publicly accessible websites easily searchableAdded Box as a content source to Elastic Workplace Search with a prebuilt connector and document-level permissionsExtended granular access controls for Elastic Workplace Search with document-level permissions for Atlassian Jira Cloud and Confluence Cloud Elastic ObservabilityLaunched a new service health overview in Elastic APM to accelerate root cause analysis and troubleshootingIntroduced a new host details view in the Elastic Metrics app to help users troubleshoot infrastructure issues faster and narrow down next steps of an investigationAdded new logging libraries in Elastic Common Schema to provide more context to application troubleshooting workflows by automatically linking logs and traces Elastic SecurityAutomated detection and operationalized analytics with prebuilt machine learning jobs and detection rules supporting MITRE sub-techniquesStreamlined SOC workflows and accelerated response times with more customizable alert notifications and an expanded set of rule actionsUpdated the Timeline workspace to drive more efficient threat hunting, alert triage and investigations Elastic CloudEnhanced cross-cluster replication and cross-cluster search between regions and cloud providers to break down data silos and improve search performanceScaled and streamlined cloud operations with autoscaling of data and machine learning nodesLaunched support for the new cold data tier to retain more data for longer at the same cost Other Business Highlights General and administrative — Treasury stock 402,800 % (1,428 10,436 ) ) % ) 315,632 12,992 — Non-GAAP gross profit 13 ) Stock-based compensation expense 36,674 $ (11 Operating lease liabilities Non-GAAP gross margin (20,155 GAAP net loss )% 5,170 ) (21.4 ) (44,281 ) Gross profit $ )% ) Depreciation and amortization ) 535 GAAP gross profit Amortization of acquired intangibles 225,643 Operating Margin Reconciliation (1): % 157,115 57% 80,737,237 1,696 93% ) 8,983 21,378 ) ) — % % ) % (1) Includes foreign currency transaction losses of $1.5 million and gains of $9.5 million for the three and nine months ended January 31, 2021, respectively, arising primarily from foreign exchange remeasurement of intercompany balances. Intercompany balances are eliminated on consolidation. (2) Removes the foreign currency transaction losses of $1.5 million and gains of $9.5 million for the three and nine months ended January 31, 2021, respectively, included in net loss. (3) Unaffected by foreign currency transaction gains. ) ) 80,737,237 72,555 — 42,591 Other liabilities, non-current 147,249 Elastic N.V. CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS (amounts in thousands) (Unaudited) 0.0 (3,214 (1,007 $ (2,869 % (2,660 (1) Includes a foreign currency transaction loss of $2.3 million and a foreign currency transaction gain of $8.3 million for the three and nine months ended January 31, 2021, respectively, arising primarily from foreign exchange remeasurement of intercompany balances. Intercompany balances are eliminated on consolidation. $ (34,461 (6,030 (16 315,632 (1.4 (1,867 Non-cash operating lease cost $ Net Loss Reconciliation: 48,409 (2,834 (37,974 ) $ 768 ) ) ) 88,341,038 $ ) 9,862 Stock-based compensation expense 25,227 15,588 65,305 $ $ $ $ (427 ) Net increase (decrease) in cash, cash equivalents, and restricted cash 4,659 4,458 23,769 6,518 Acquisition-related expenses ) 31,426 — 17,762 $ $ (20.7 ) (7,235 ) (86,133 ) 1.3 $ (5,402 — )% ) Accrued compensation and benefits 1,630 104,198 2,308 ) 215,580 Stock-based compensation expense ) (54,612 739 (1,723 2.1 33,405 (0.28 31,426 $ — $ Operating lease liabilities (11,181 4,888 Total subscription revenue (9 17,762 Total assets 10,436 54,829 % GAAP sales and marketing expense 77,713,604 ) 2021 299,389 Cost of revenue reconciliation: GAAP cost of license – self-managed (4,302 11,024 1,197 )% $ 64,610 Net cash provided by (used in) operating activities (as a percentage of total revenue) 8% 12% 18,325 1.9 243,324 2020 ) 71,087 115,247 3,198 Deferred revenue 6,023 (2,816 $ — — ) 15.2 $ 27,827 (1,839 (335 $ 119,779 Cash, cash equivalents, and restricted cash, end of period (0.55 67,554 (3,526 Accrued compensation and benefits Nine Months Ended January 31, ) (1,008 $ 14,495 ) (346 346 2021 (267 — (21 ) (487 Shareholders’ equity: ) $ % TAGS ) Amount ) Total cost of revenue (1.00 (63,485 ) 5,237 Operating loss 27,556 $ — $ Total shareholders’ equity $ $ GAAP cost of professional services 2,886 10,196 Total current liabilities ) 3,164 License ) Facebook 402,800 (64 10,873 28,906 0.7 )% 20,581 $ ) $ — Cost of professional services 0.0 142,171 (4,237 8,573 Cost of subscription – self-managed and SaaS 23,196 ) (42,268 6,518 ) (879 Commitments and contingencies ) % ofTotalRevenue 24,769 15,588 (570,017 $ Restricted cash — Employer payroll taxes on employee stock transactions ) ) 87,040 6,648 Stock-based compensation expense 46,119 Less: Purchases of property and equipment $ $ Net cash used in investing activities 1,328 ) ) Nine Months Ended January 31, (1,243 WhatsApp 104,198 — (2,702 $ (1,886 197,877 (17,220 8,176 Non-GAAP cost of license – self -managed — (34 Intangible assets, net 2020 (4,141 40,641 Cash flows from financing activities (136,531 (395 (28,610 ) 9,866 (347 Payment of withholding taxes related to acquisition expense settled in shares Elastic N.V. RECONCILIATION OF GAAP TO NON-GAAP DATA (amounts in thousands) (Unaudited) $ 17,129 45,528 191,712 ) Accounts payable Nine Months Ended January 31, (8,372 Revenue 5,825 2,029 ) Elastic N.V. RECONCILIATION OF GAAP TO NON-GAAP DATA (amounts in thousands, except percentages, share and per share amounts) (Unaudited) ) 28,079 (51 Amount 242,143 ) ) 23,543 ) 88,341,038 (3,329 $ 116,755 ) (1,451 (1,165 ) ) ) — (8,568 (135,255 911 6,328 % Non-GAAP operating margin ) Non-GAAP sales and marketing expenses 24,033 Nine Months Ended January 31, ) 48,108 Add: Increase in deferred revenue 87,503 51,400 (37,974 (1,764 ) — % ) Facebook 395,489 $ (322 Stock-based compensation expense 1,822 Weighted-average shares used to compute net loss per share attributable to ordinary shareholders, basic and diluted Elastic Reports Strong Third Quarter Fiscal 2021 Financial Results 37 147,249 $ Acquisition-related expenses 10,196 Foreign currency transaction (gains) loss (2) (1,076 ) (369 (1,007 (5,168 11% ) Convertible preference shares, €0.01 par value; 165,000,000 shares authorized, 0 shares issued and outstanding as of January 31, 2021 and April 30, 2020 Employer payroll taxes on employee stock transactions As ofJanuary 31, 2021 19,401 (92,401 ) Three Months EndedJanuary 31, (484,251 ) Employer payroll taxes on employee stock transactions 115,147 % ofTotalRevenue 5,235 8,967 1.5 ) (3,913 ) 0.0 (1,412 (2,078 84,707 $ Previous articleThe Change Company Welcomes Chris Gardner to its BoardNext articleEvasc Neurovascular Announces First Neuro Product Approved in French Forfait Innovation Program Digital AIM Web Support
Guidelines for reopening of hospitality sector published Business Matters Ep 45 – Boyd Robinson, Annette Houston & Michael Margey By News Highland – October 11, 2012 Twitter Calls for maternity restrictions to be lifted at LUH Previous articleCalls for Letterkennys CCTV system to be extendedNext articleStrabane denied 800 Department of Agriculture jobs News Highland Government denies that ambulance took 48 minutes to get to injured jogger Three factors driving Donegal housing market – Robinson Junior Health Minister Kathleen Lynch is denying that it took 48 minutes to get an ambulance to an injured jogger in Letterkenny last week.The issue was raised in the Seanad by Senator Jimmy Harte, who said the injured person was left lying on the road while waiting for an ambulance to come from Carndonagh, even though the injury happened less than two kilometres from Letterenny General Hospital.Minister Lynch said the official logs show that ambulance control in Ballyshannon logged the call at 29 minutes to eight, and because both on duty Letterkenny crews were busy, and ambulance was tasked from Carndonagh, which arrived 24 minutes later at five to eight.However, Senator Harte said assuming it takes three to four minutes to contact and brief the crew, getting to Letterkenny from Carndonagh should take much longer………..[podcast]http://www.highlandradio.com/wp-content/uploads/2012/10/jhart830.mp3[/podcast]Responding, Minister Lynch said while the ambulance was based in Carndonagh, it’s not clear where it was when the call came through. She also said if the nature of the emergency was more serious, a different response would have ensued………..[podcast]http://www.highlandradio.com/wp-content/uploads/2012/10/lyncham.mp3[/podcast] Facebook Google+ Google+ Pinterest LUH system challenged by however, work to reduce risk to patients ongoing – Dr Hamilton WhatsApp Twitter News WhatsApp Almost 10,000 appointments cancelled in Saolta Hospital Group this week RELATED ARTICLESMORE FROM AUTHOR Facebook Pinterest