From January 2015, she started to practice leetcode questions; she trains herself to stay focus, develops "muscle" memory when she practices those questions one by one.
2015年初, Julia开始参与做Leetcode, 开通自己第一个博客. 刷Leet code的题目, 她看了很多的代码, 每个人那学一点, 也开通Github, 发表自己的代码, 尝试写自己的一些体会.
She learns from her favorite sports – tennis, 10,000 serves practice builds up good memory for a great serve. Just keep going.
Hard work beats talent when talent fails to work hard.
Sabre Corporation, a travel technology company, announced on Thursday that it would be laying off 15% of its workforce, or 1,100 employees, in an effort to save $200 million annually. The layoffs will affect employees across all levels and functions, and will take place before the end of the second quarter.
The layoffs are part of a larger restructuring effort at Sabre, which is facing increasing competition from rivals like Amadeus and Travelport. The company is also struggling to recover from the COVID-19 pandemic, which has had a major impact on the travel industry.
In a statement, Sabre CEO Kurt Ekert said that the layoffs were “a difficult but necessary decision” that would “allow us to better position ourselves for the future.” He added that the company would be providing severance packages and other assistance to affected employees.
The layoffs come at a time when the travel industry is slowly recovering from the pandemic. However, the outlook for the industry remains uncertain, and it is unclear when travel demand will return to pre-pandemic levels.
Sabre is not the only travel technology company that has been forced to lay off employees. In recent months, Amadeus and Travelport have also announced layoffs. The layoffs are a sign of the challenges facing the travel industry, which is still recovering from the COVID-19 pandemic.
In addition to the layoffs announced Sabre has also been facing other challenges in recent years. In 2019, the company lost a major contract with American Airlines to rival Amadeus. Sabre has also been struggling to compete with new entrants in the travel technology market, such as Google and Amazon.
Despite these challenges, Sabre remains a major player in the travel technology market. The company is well-positioned to benefit from the long-term growth of the travel industry. Sabre is also investing in new technologies, such as artificial intelligence and machine learning, to stay ahead of the competition.
Curious about pursuing a career as a financial analyst? If so, you may want to explore the basics of what it’s really like to work in the field. In this audio-only course—adapted from the Free the Data Podcast—Ben Sullins talks with Christian Martinez about the key lessons of his career journey working as the finance automation manager for Kraft Heinz.
Discover the wide range of career opportunities available to professional financial analysts. Learn about the difference between finance and accounting, the fundamentals of finance automation, the most common tools and best practices of financial analysis, and what you can do—even if you have very little experience—to level up your skills and land a role in the field. Along the way, Christian shares his insights about ongoing developments in the world of finance, from cryptos and quantum computing, to machine learning, blockchain, and more.
Note: This course was created by Ben Sullins of the Free the Data Podcast. We are pleased to host this content in our library.
Vesgantti Twin Mattress, 10.2 Inch Multilayer Hybrid Pocket Spring Twin Size Mattress in a Box, Medium Firm Single Bed mattresses with Ergonomic Design & Breathable Foam, Box Top Series
Hybrid mattresses are a relatively new type of mattress to the marketplace. Hybrid mattresses use a combination of foam in the top layers of the mattress and springs in the base layer of the mattress.
Hybrid mattresses are designed to offer the best of both worlds: the comfort and pressure-point relief of a foam mattress with the support and durability of an innerspring mattress. Hybrid mattresses are available for sale from traditional manufacturers such as Beautyrest, as well as bed-in-a box brands like Logan & Cove.
These days, many innerspring mattresses are actually hybrids because they contain at least one layer of foam above the coils.
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Best Mattress for Back Pain
Do you wake up with a sore back in the morning? You’re not alone. This is one of the most common reasons why people start searching for a new mattress.
Back pain can be caused by a mattress that’s old, worn-out, or too soft/firm for your body type.
These factors can make your body’s posture fall out of proper alignment, which can strain the muscles. For example, an old, saggy mattress can make your hips dip too low, causing soreness in the lower back.
If your current mattress is that uncomfortable, almost any new mattress will be an improvement.
Whether it’s foam or spring, look for a mattress that:
Keeps your back in neutral position
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Feels comfortable in your preferred sleeping position(s)
Mr. Bravante joined the Company as a director in December 2014. He is the co-founder and the managing member of the general partner of Bravante-Curci Investors, LP, an investment firm focusing on real estate investments in California. Mr. Bravante has held this position since 1996. Since 2005, he has also been the owner of Bravante Produce, a grower, packer and shipper of premium California table grapes and citrus. Previously, he served as chairman of the board of ExpressJet Holdings, Inc. from 2005 to 2010 and was a member of its board from 2004 to 2010. From 1994 to 1996, Mr. Bravante was President and Chief Operating Officer of Colony Advisors, Inc., a real estate asset management company, and prior to that he was President and Chief Operating Officer of America Real Estate Group, Inc., where he led strategic management, restructuring and disposition of assets. He serves as a director of KBS Growth & Income REIT, Inc., a real estate investment trust.
Mr. Couturier has served on our board of directors since December 2017. Mr. Couturier is a private investor and product strategy consultant. He currently serves as president of Kerney Partners, a consulting firm. From 2012 to 2016, he was executive vice president, research and development, at Amadeus, an airline reservation systems provider. From 2007 to 2012, he was executive vice president of SAP AG’s technology group and head of research.
He also serves as a board member for SimCorp A/S, a public Danish software company, and has held management positions at a number of IT companies including Business Objects, the worldwide leader of business intelligence solutions, now part of SAP, S1 Corporation, a provider of payment software for financial institutions, and XRT, a leading European treasury management software company, now part of the Sage Group PLC.
Mr. Couturier began his career at IBM in 1982, where he held various engineering and business positions until 1997.
Bankers’ pitch to save First Republic: Help us now, or pay more later when it fails
Big bank doubts
While the exact contour of any deal is a matter for negotiation and could include a special purpose vehicle or direct purchases, several possibilities address the bank’s ailing balance sheet. The bank is weighing the sale of $50 billion to $100 billion in debt, Bloomberg reported Tuesday.
First Republic loaded up on low-yielding assets including Treasurys, municipal bonds and mortgages, making what was essentially a bet that interest rates wouldn’t rise. When they did, the bank found itself with tens of billions of dollars in losses.
By drastically reducing the size of its balance sheet, the bank’s capital ratios will suddenly be far healthier, paving the way for it to raise more funds and continue as an independent company.
Other possible, but less likely moves include converting the big bank’s deposits into equity, or even finding a buyer. But a suitor hasn’t emerged in the past month, and isn’t likely given that any purchaser would also own the losses on First Republic’s balance sheet.
That has led sources close to the big banks to believe that the most likely scenario for First Republic is government receivership, which is how SVB and Signature were resolved.
Those close to the banks were hesitant to endorse a plan in which they would have to recognize losses for overpaying for bonds. They also expressed distrust of government-brokered deals after some of the pacts from the 2008 financial crisis ended up being costlier than expected.
Bankers’ pitch to save First Republic: Help us now, or pay more later when it fails
Lazard and JPMorgan Chase were hired last month to advise First Republic, according to mediareports.
The key advantage of the advisors’ plan, they say, is that it allows First Republic to offload some, but not all of its underwater bonds. In a government receivership, the whole portfolio must get marked down at once, resulting in what Morgan Stanley analysts estimated to be a $27 billion hit.
One complication, however, is that the advisors are relying on the U.S. government to summon bank CEOs together to explore possible solutions.
There have been false starts already: One top four U.S. bank said that the government told it to be ready to act on the First Republic situation this past weekend, but nothing happened.
Don't let the size on paper fool you as this 668sq.ft. 1 bedroom plus den condo is roomier than it seems. You will love coming home to the open floor plan where your eat-in kitchen with quartz counter tops and stainless steel appliances over looks the spacious living room. Tucked to the left of the front door is the den which makes a great home office, storage space, or what ever you'd like to use it for. Then there is the large bedroom with walk-in closet that is big enough for king sized bedroom furniture. This condo is conveniently located on the main floor just off of the lobby which is perfect for those with mobility issues, people rushing off to work in the morning, or foodies who enjoy ordering from Skip the Dishes maybe a bit too often. Plus the parking stall is directly across from the south facing balcony, there's insuite laundry, a gym, and social room. Your dream condo is close to all amenities, shopping, restaurants, the rec center and so much for such a great price!
Meta has faced backlash from employees after it was revealed that top executives received six-figure bonuses in 2022 despite the company's turbulent time of layoffs and stock dips. A virtual Q&A session with CEO Mark Zuckerberg brought forth this issue of high payouts in the light of ongoing layoffs. Reportedly, workers grilled Meta CEO about the bonuses. The bonuses were given to CFO Susan Li, CPO Christoper Cox, COO Javier Olivan, CTO Andrew Bosworth, Strategy Officer David Whener, and former COO Sheryl Sandberg. The bonus offered to an individual executive was as high as Rs 7.70 crore.
Here are bonuses handed out to executives, according to the company's SEC filing released last week, cited by Entrepreneur:
CFO Susan Li- $575,613 (Rs 4.71 crore)
CPO Christoper Cox $940,214 (Rs 7.70 crore)
COO Javier Olivan $786,552 (Rs 6.44 crore)
CTO Andrew Bosworth $714,588 (Rs 5.85 crore)
Strategy Officer (CSO) David Whener $712,284 (Rs 5.83 crore)
Former COO Sheryl Sandberg $298,385 (Rs 2.44 crore)
Zuckerberg allegedly defended the bonuses, stating that some of the executives had taken on expanded scopes and stepped into new roles. However, employees found his response "shallow" and "patronizing." The news has sparked outrage from employees and the public, with many questioning the accountability of the company's top executives.
However, the company is not the only tech giant that gave out generous bonuses amid downsizing. Alphabet and Google CEO Sundar Pichai received nearly $226 million in 2022, with his total compensation for 2021 being $6,322,599. All five other top executives at Alphabet also received compensation in the millions for 2022, with an increase of at least nine million compared to the year before. In January, Google announced it would be laying off 12,000 employees and cutting back on office perks and programs to cut costs.
Easy-care mattress protector that fits perfectly on smaller guest- or campervan beds helping to keep the mattress clean and fresh. Recycled polyester wadding adds an extra layer of softness and protection.
Product details
A mattress protector between your sheet and mattress protects from stains and dirt and prolongs the life of your mattress.
An elastic strap in each corner keeps your mattress protector in place.
The mattress protector is machine-washable at 140°F (Hot), a temperature that kills dust mites.
Over-Leveraged American Airlines Takes Another Big Step to Pay Down Debt
Edward Russell
American Airlines leadership knows they have a debt problem. That’s why the carrier is aggressively repaying its obligations with an unexpected payment of more than $1 billion this week. Merry Christmas Wall Street.
The Fort Worth, Texas-based airline repaid early a $1.18 billion term loan backed by its slots at New York LaGuardia and Washington Reagan National airport Monday, according to a filing with the Securities & Exchange Commission. The debt was not due for another year, or until December 2023. And the payment was unexpected after American Chief Financial Officer Derek Kerr said in October that the airline would only repay roughly $540 million in debt during the December quarter.
Despite the news, American remains one of the most leveraged major U.S. airlines and, while not necessarily in jeopardy, on many analysts’ lists of companies with high debt loads.
American had $34 billion in long-term debt and finance lease obligations, excluding debt that is due within 12 months, at the end of September. That number balloons to nearly $53 billion when including all liabilities, including unfunded pension obligations. Much of that leverage came from its fleet renewal program during the 2010s that saw it replace hundreds of older Boeing 757 and 767, and McDonnell Douglas MD-80 aircraft, with new Airbus and Boeing models. American’s long-term debt and finance leases load was down from a pandemic peak of $37.2 billion in the first and second quarters of 2021, but up $12.5 billion from the end of 2019.
Comparatively, Delta Air Lines had $21.2 billion in non-current long-term debt, and United Airlines$28.6 billion at the end of September.
“Reducing total debt continues to be a top priority,” Kerr said in October. The airline targets $15 billion in debt reduction from its 2021 peak, or to roughly $22 billion, by the end of 2025.
All of that is well and good for credit analysts, but not enough to lift American from anyone’s leverage list. J.P. Morgan analyst Mark Streeter wrote earlier in December that the airline “will remain in focus” in 2023 due to its high debt load. He specified that American was not considered a restructuring risk currently because it also maintains a high level of liquidity commensurate with its debt load.
American had $14.3 billion in liquidity available, including cash, cash equivalents, and revolver capacity, at the end of September.
The airline also benefitted from $12.8 billion in payroll support funds from the U.S. government under the CARES Act Covid relief packages. Payroll support does not need to be repaid. American also borrowed another $550 million from the U.S. Treasury under a $25 billion CARES Act loan program for airlines; it repaid those funds and terminated the credit agreement in March 2021.
The question facing American, however, is what happens if air travel demand tanks and it is unable to maintain those liquidity levels. Few expect this to happen — U.S. airline CEOs have repeatedly said traveldemandremains robust despite an uncertain economic picture — but, in the world of business, worst case scenarios must be considered, especially given the airline’s debt levels. American, for its part, expects the string of profits that began in the second quarter to continue in 2023.
“The leveraged airlines better hope that cash is available to repay debt because the cost of refinancing debt is now sky high,” Streeter wrote. He referred to the U.S. Federal Reserve’s recent rate hikes that have significantly increased the cost of borrowing; especially when compared to debt that was borrowed when rates were at historic lows during the Covid crisis.
Kerr, in October, acknowledged the rise in the cost of capital. Higher rates had increased American’s average interest rate by about 1 point to roughly 5 percent, or about $40 million in additional expense in the fourth quarter compared to the third, he said. However, those same rate hikes have increased the carrier’s returns on the cash it holds in the bank that effectively neutralizes the additional expense.
American anticipates hitting the halfway point, or $7.5 billion, of its 2025 debt repayment target by the end of the year. That includes $5.6 billion already repaid at the end of September, the payment Monday, plus the $540 million in planned December quarter debt payments outlined in October.
That’s a good place for American to be sitting as the industry enters an uncertain 2023, even with travel demand seeming to continue unabated. If demand does not turn out as expected, or there is a — highly likely — unexpected surprise, the airline can push off the balance of its deleveraging until the economic situation looks brighter again in either 2024 or 2025.
But Kerr, who has managed American’s books since its merger with US Airways in 2023, will not be there to see the deleveraging through. He steps down as CFO at the end of the year with Devon May, the airline’s senior vice president of finance and investor relations, replacing him.
“We have to be profitable in order to really serve the needs of our communities, our customers and the shareholders of this company,” American CEO Robert Isom said in October. “We’re intent on doing it, and we’re going to make sure that this airline is one that you can count on in terms of producing profits, ultimately reducing debt over time and being sustainable from a profitability perspective.”
This was me exactly 4 years ago, as I left Facebook after 6.5 years - joining as employee #30 in Ireland, leaving as one of almost 2,000.
6 years, 6 lessons:
1. Done is better than perfect. I tried to preempt every possible scenario for my work, and slowed things down. Execute and iterate.
2. Take educated risks. I believed one of my teams needed to do something very different and I pushed for it, layering data on belief. What my team and I introduced, despite being shouted down from all sides, changed things for the better.
3. "That's how we've always done it" will kill a company.
4. If you find it, you fix it. Nothing is someone else's job, or task, or problem.
5. Have an impact. Your job title and level mean nothing. Focus on impact - that's what will resonate throughout your career and get you into the roles you want to be in.
6. None of it matters. I had a brain haemorrhage while in Facebook, and mostly recovered. I left Facebook, and the working world. I went to the Arctic and stayed in deserts. I tried to figure out how to be happier, and succeeded. I panicked about being out of the working world, but stuck to my guns. And I'm now in the role I love the most in my career so far. Being as happy as you can be, and being kind, is all that matters.
A lot of money is riding on its fate. Everyday investors have bet $245 million on First Republic stock since the fall of Silicon Valley Bank, according to Vanda Research, the third highest inflow to a specific bank stock behind Bank of America (BAC) and Charles Schwab (SCHW).
It also has one of the highest levels of interest among so-called short sellers betting on the stock to decline, according to analytics firm S3 Partners, accounting for $480 million in such bets over the last 30 days.
First Republic "will be a bellwether of sentiment for the sector," Vanda said in a note last week.
