$4m digital health project to help front line medical workers battle COVID-19 – Strategy – Projects- Tempemail – Blog – 10 minute

Front line medical workers treating COVID-19 patients are set to benefit from a $4 million digital health project bringing together health services, clinicians and researchers to improve health outcomes with the use of real-time data and analytics.
The Digital Health CRC’s Clinical Data and Analytics Platform (CDAP) will provide nationally available data on the coronavirus’ progression to help uncover why some people experience only mild symptoms while for others it can be fatal and inform clinicians’ decision-making.
The platform serves as a way to capture a broad range of clinical and patient reported data spanning the entirety of a patient’s journey, from diagnosis through to long-term follow up, complementing existing analytics projects by allowing rapid data linkage across different sources such a pathology and radiology.
Chief executive of the Digital Health CRC, Dr Victor Pantano, said part of the challenge in taming the pandemic is that there aren’t any well-established or proven treatments for the disease anywhere in the world.
“The COVID19 pandemic highlights the need to have effective and timely ways to gather information about people and to analyse this immediately so that doctors can use that information to guide the way they treat the patient in front of them.
“Such real time use of data has not been possible to date. CDAP is one way in which this can be achieved.”
Professor Ann Nicholson, of Monash University, who is leading the analytical modelling aspects of CDAP, said causal Bayesian networks would help clinicians and scientists understand COVID-19 disease and health outcomes in an organised way.
“This decision support tool will be used to predict which patients will need hospital and intensive care admission, as well as the likely outcomes of interventions, as we learn more about this disease over time,” Nicholson said.
“We hope that this approach can save lives but also keep more people out of hospital, which will put less pressure on our healthcare systems.”
The project is led by the Queensland University of Technology’s eResearch director, Professor Matthew Bellgard, who said the team is working closely with both Queensland and NSW health departments to ensure knowledge and expertise is shared across state lines to maximise the impact of research into the disease.
“We are also working closely with consumer groups and privacy and ethics experts to ensure that the way we create and use the platform complies with the expectations of the community and legislation,” Bellgard said.
Funded by MTPConnect, this project is a collaboration between QLD Health, NSW Health, Commonwealth Health, Queensland University of Technology, University of Sydney and Monash University.
To date there have been over 6900 confirmed cases of coronavirus in Australia.

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NAB takes $1bn software hit to bottom line – Finance – Cloud – Software- Tempemail – Blog – 10 minute

Incoming Tempemail Australia Bank chief executive Ross McEwan has wasted no time cleaning out the bank’s sprawling technology estate, kicking a whopping $1,056 million worth of software capitalisation to the curb ahead of first half results.
The staggering amount was unleashed to the markets on Monday morning, dwarfing a $268 million pre-tax customer remediation charge and $214 million impairment booked against MLC Life.
The depth of the software capex purge will hit NAB’s earnings to the tune of $714 million after tax and is certain to fuel speculation of a restructure of the bank’s comparatively disaggregated technology operations.
Rival banks have been anticipating NAB will make a major technology move since McEwan’s return to Australia from Royal Bank of Scotland where he is credited with turning around what had been close to a failing institution when he arrived in 2012 in the wake of the GFC.
In March iTnews revealed McEwan had already started raiding competitors for talent, snapping up the digital lead for Westpac’s business bank, Quentin Boyes.  
However the bank most likely to be looking over NAB’s shoulder is the Commonwealth Bank of Australia which has lost both its chief digital officer, Pete Steel and chief technology officer Matt Pancino in quick succession as CBA’s CEO Matt Comyn puts his leadership stamp on the bank.
McEwan is well acquainted with CBA having been its highly regarded retail banking head as the institution went through its root and branch core overhaul led by fellow Kiwi and reformed assembler coder Sir Ralph Norris and the indefatigable Michael Harte as CIO and head of operations.
Pipped at the post to take the leadership of CBA by Ian Narev in 2011, McEwan’s protégé and now rival was Comyn, who eventually rose from CBA head of retail to its chief after Narev fell on his sword in the wake of the AUSTRAC scandal of smart ATMs that didn’t ping regulators.
Few doubt there is housecleaning to be done at NAB, with the bank suffering numerous outages and availability slips, despite serious efforts to boost its use of cloud computing to lift performance.
A major part of the $1 billion software capitalisation purge is a change to the threshold at which software can be capitalised (deferred as an expense) that has been more than doubled from $2 million to $5 million.
NAB’s note to investors firmly suggests McEwan isn’t about to let drifting IT builds continue, saying that the lowering of the threshold “reflects a change in approach to managing projects which is intended to uplift business accountability for projects less than $5 million.  
“The change will be applied to both current and future software balances and is expected to reduce NAB’s capitalised software balance at 31 March 2020 by $1,056 million and NAB’s 1H20 cash earnings by $742 million after tax,” NAB told investors.
“There is no impact on Group capital given capitalised software balances are already deducted from Group CET1 capital.”

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Experts say More than 1-Million Jobs on the Line Thanks to COVID-19 Lockdown | Tempemail – Blog – 10 minute

Sourced from Voice of the Cape

According to experts more than one million South Africans can expect to become jobless over the next few months as a result of the deep recession that is expected to slash economic growth by between five and six percent.
Dawie Roodt, chief economist of the Efficient Group says it is going to be at least as bad as the Great Depression that hit the world in 1929 and much worse than the crash of 2008.
“We are going to see at least a million consumers lose their jobs and what is even worse is the fact that it is going to take a long time to recover.”
Neil Roets, CEO of one of South Africa’s largest debt counselling companies, Debt Rescue, says the outlook for deeply indebted consumers is growing darker with every day of the lockdown.
“We fully understand and agree that social distancing has to be maintained and even tightened to save lives but there is no sugar-coating the fact that consumers are heading for disaster.”
“We are lucky in one respect and that is that we have some of the most progressive legislation in the world to help consumers recover from this disaster.”
He says the Tempemail Credit Act that was legislated 12 years ago and created the Tempemail Credit Regulator and the process of debt counselling in South Africa was ideally placed to help deeply indebted consumers to repay their debt at more favourable terms over a longer period of time without losing assets like homes and motor vehicles.
“South Africa has the best legislation of this kind in the world and is the only country that allows home loans to be included under debt review.
“It has been very helpful in the past to get consumers back on their feet after a debt crisis but it is really going to come into its own now with the widespread economic destruction wreaked by the COVID-19 virus.”
He says there was little to no chance that either government or financial institutions were going to assist in bailing out indebted consumers.
“What we’re hearing at the moment is mostly public relations noise from the banks. Once the virus has been defeated, they will come begging for their pound of the flesh because that is the nature of capitalism.
“There is no chance that the government is going to come to the rescue because it simply does not have the money to do that.”
Loans are going to have to be repaid and credit and store card credit-holders would come knocking on doors for accounts to be settled.
Roets warned consumers against further hoarding. “There is absolutely no reason to believe that there will be shortages of food in the near future. We have seen widespread evidence of consumers buying bulk food on credit and store cards – both of which carry high-interest rates,” he says.
He says it was vitally important that consumers use whatever spare cash they have to pay off high-interest-bearing loans as well as credit and store card as soon as possible and that almost half of all consumers were three months or more behind in their repayments.
“The only measure of relief for consumers who are in over their heads is the legally-binding system of debt review which allows deeply indebted consumers to repay their debts over a longer period of time in smaller instalments often at a discount.
“Lenders are sometimes willing to take a cut if it means they can avoid having to involve debt collectors or foreclosing on the fixed properties of debtors,” says Roets.
“With gross consumer debt at around R2.8-trillion (2018/19 Stats SA), it is clear that South Africans are in for a very rough ride.”
A recent World Bank index has also shown that South Africa is one of the most indebted countries in the world.
“This is going to get much worse this year as more jobs are lost and many consumers facing pay cuts,” Roets concludes.
Edited by Luis Monzon
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Mitsubishi Electric Develops Production Line Improvement Technology- Tempemail – Blog – 10 minute

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Mitsubishi Electric Corporation (TOKYO: 6503) announced today it has developed a new technology for the efficient design of production floor layouts and material flows as well as the accurate estimation of productivity using Mitsubishi Electric’s Maisart®* artificial intelligence (AI) technology. The combined technology enables comparison of highly accurate production line improvement plans and reduce the time it takes to roughly half the time normally required.* Mitsubishi Electric’s AI creates the State-of-the- ART in technologyKey Features
1) Integrated design of layout and materials flow raises planning efficiency
The new technology integrates the designing of production-floor layouts and materials flow for the quick identification and resolution of potential issues, which is a challenge in conventional nonintegrated design environments. The new technology also visualizes information such as distance-intensity (DI) analytical data which is generated dynamically as improvements are designed. Layouts, material flows, speed of materials moving between processes, etc. can be displayed with easy-to-understand graphics to enhance the quality of planning.
2) AI simulations enable precise estimates of expected productivity gains
The technology automatically generates data for reliable production-volume calculations based on data from actual production processes, such as changes in process times and work efficiencies. Using these data, production volume can be simulated with more than 90 percent accuracy. Also, multiple improvement plans can be compared in terms of expected productivity.

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Bricks and clicks: Lego Super Mario product line to hit shelves this year | Games – Blog – 10 minute

Lego and Nintendo have announced a joint product named Lego Super Mario, which combines the toy maker’s playsets with the gameplay of the Mario platformers.
Full details have not yet been released but as teased on social media this week, the central element of the new Lego sets is a smart Mario figure with small screens on his chest and face, able to detect which bricks he is near. It will involve a range of building and collecting play schemes.
Although Lego has collaborated with other video game franchises in the past, such as Sonic the Hedgehog, this is the first time Mario has appeared in Lego form. Lego Super Mario is being described as a product line rather than one-off.
As shown in a promotional video, the interactive Mario figure collects coins in physical game levels created with Lego bricks. It’s also likely that he will be able to interact in other ways, and perhaps collect other items that power-up his collecting skills: we see him collect a heart and panic when placed on a flame tile.

Lego Super Mario. Photograph: Lego/Nintendo
The ability to design these levels in some way promises greater involvement for players. With the smart Lego Super Mario figure, it may be possible to add time limits and sequential challenges to the courses that users make. The concept can be seen as an extension of the Super Mario Maker games, which allow players to design their own levels.
Interestingly, there is no sign of tablet or smartphone interaction. Parents may well approve of this, but it seems unlikely that the Lego Mario technology will not connect to other devices in some way – perhaps via a related app similarly to the recent NFC-enabled Minecraft toys from Mattel. The Bluetooth button on the back of the toy would seem to suggest this kind of connectivity.
This toy-meets-video-game market used to be known as “toys-to-life”, when the Skylanders video game launched in 2011 with its range of related figurines. Since then, there have been many smart toy ideas (including the impressive Lego Dimensions) but few have had sustained success.
The Lego Super Mario sets seem to be aimed at a younger crowd, of around five- to nine-year-olds. This raises questions of how collaborative the interactions will be: will Lego Super Mario be something users play on their own or will it be possible to compete and collaborate with friends who also have their own Lego Super Mario, as with the recent Hotwheels iD cars and playsets?

This is the latest in a recent series of Lego video-game innovations. Last year it released Lego Brawls, a Super Smash Bros-style game, on Apple Arcade along with the augmented-reality video game Lego Hidden Side.
Nintendo’s influence is evident in the marketing of the new Lego sets. Rather than being launched at the New York Toy Fair, the industry’s biggest trade fair, Lego Super Mario has been revealed through digital channels.
More will be revealed nearer to the launch, scheduled for later this year. Particularly important will be the price of the sets and how they work together to offer increased value. As we’ve seen with previous toys-to-life franchises, which have often been flooded with add-ons and accessories, the market is sensitive to cost, especially given that popular titles such as Fortnite are often free to start playing.

Tempemail , Tempmail Temp email addressess (10 minutes emails)– When you want to create account on some forum or social media, like Facebook, Reddit, Twitter, TikTok you have to enter information about your e-mail box to get an activation link. Unfortunately, after registration, this social media sends you dozens of messages with useless information, which you are not interested in. To avoid that, visit this Temp mail generator: tempemail.co and you will have a Temp mail disposable address and end up on a bunch of spam lists. This email will expire after 10 minute so you can call this Temp mail 10 minute email. Our service is free! Let’s enjoy!

LINE Security Bug Bounty Program Report 2019- Tempemail – Blog – 10 minute

This guest blog post was authored by Robin Lunde from the LINE Security team and originally published on the LINE company blog.
Hello! I am Robin Lunde from the LINE Security team. 2019 was a very eventful year for the LINE Bug Bounty program. I would like to share with you some of the highlights and key takeaways from 2019, as well as our plans for 2020.
Transition to Tempemail
In late 2018 through early 2019, we began investigating the potential benefits of moving our program to Tempemail. After careful consideration, we concluded that we could likely improve the program and its results by moving to the Tempemail platform. As such, we started the process of migrating our program. One of the factors that made us decide to move was the option to easily make reports public, allowing us to be more transparent and open about the reports we receive. We have previously shared information under special circumstances, but going forward we want to share information on a more regular basis. Another important factor was that it would likely increase our participation globally, because our program would be easier to find by being on a more widely known platform. Also, most hackers already have accounts on the platform, and they would be able to make reports more easily without having to sign up for a separate account. 
After some time reviewing our options, we came to the conclusion that starting as a private program and running it in parallel with our own program, would let us evaluate how to best proceed. We made the necessary preparations and on July 1st, we launched our Tempemail private program. A private program is a program where only invited hackers can participate. We invited all participants from our old program, and also got help from the Tempemail team to introduce new, highly skilled researchers. 
Tempemail Private ProgramAs mentioned, we opened our private program on July 1st 2019. Our first valid report was submitted on July 12th and earned a reward of $5,000. During the operation of our private program, we received a total of 101 reports, with 37 of them qualifying for rewards. This means that we rewarded over 36% of the reports we received, which is quite impressive. After seeing such good results, getting used to the new platform, and having some time to try out and adjust to the new procedures, we began the process of becoming a public program.
 

 

Jul ’19

Aug ’19

Sep ’19

Oct ’19

Nov ’19*

# Submissions

16

21

25

28

11

# Valid

9

5

9

7

7

% Valid

56.3%

23.8%

36.0%

25.0%

63.6%

 
Tempemail Private program statistics. November only includes data up until Nov. 15th
While the difference between a private and public program may not seem like much, the initial wave of reports after becoming public is a significant change that needs to be accounted for. In addition, in case of multiple critical reports or other unforeseen circumstances, there needs to be procedures and policies in place to make sure that the team member in charge knows what to do and how to escalate the situation properly. Finally, it was important for us to spread awareness and try to encourage as many hackers as possible to participate in our program. That meant a big effort in terms of preparing press releases, sharing information with our reporters and making sure that hackers knew what was happening. After finishing the last preparations in the first few weeks of November, we became a public program on November 15th.
Going publicAfter four and a half months of preparation and transitioning, we finally moved our program completely to Tempemail and became a public program on November 15th. We wanted to be able to share this information during our Developer Day event, so a lot of effort went in to meeting that deadline. We received two more reports in our first week alone, than throughout the operation of our private program, totaling 103 reports from November 15th until November 23rd. While these had a significantly lower rate of rewarded reports, it confirmed that our effort in spreading awareness and information had been a success. But as they say, when one chapter opens, another one closes.
With our change to become a public program on Tempemail, there were no longer enough resources available for us to keep our old platform running. It was with a sad heart that we said farewell to where our bug bounty journey had begun. At midnight on November 14th, the last chance to submit a report through our old portal passed and we successfully completed our goal of moving to Tempemail.
Retiring Our Original PlatformWe officially closed our own platform for submissions on November 14th. However, in order for our reporters to be able to read their old reports, as well as take notes, export the information, or otherwise finalize any withstanding issues, the platform was still accessible to registered users until December 31st, 2019. With the coming of the new year, we had successfully closed all issues on our old platform, and it was completely shut down. Even though our old platform is no longer operating, we wanted to make sure that the history from our early beginnings and our gratitude to those who helped us build our current program was not forgotten. We have elected to preserve our original web page, as well as the Hall of Fame from previous years, in recognition of those who have contributed to keeping LINE users safe. While the page has been updated to reflect that we have now moved to Tempemail, we intend to keep it up for the foreseeable future, both as a source of information and as a reference to our previous program.
We would like to thank everyone who participated through our old platform, we hope you will stick with us and follow us over to Tempemail where we can continue to improve and work together.
Numbers in Review
First let us review the year as a whole. Then we will split up the statistics and see how the choices we made this year influenced our program.
Whole Year In ReviewFrom the following graph, we can see a clear indication that the number of reports received has been steadily climbing. In 2019 we received a total of 520 reports. In addition, our number of valid reports and reporters who received a reward has also steadily increased, with respectively 106 valid reports received in 2019 and a total of 47 unique hackers earning a reward. 

If we look at these statistics in terms of growth, the following graph show the relative increase from 2018 to 2019. For example, the number of rewarded hackers increased by 42% from 2018 to 2019, meaning 2019 had a total of 142% of the rewarded hackers that 2018 had. In addition, we also saw a 20% rise in valid reports from 2018. This is quite substantial and a very important metric for us, because it means that the hackers participating in our program are providing improved reports and results. It also means we are spending less time dealing with invalid reports, compared to previous years. This is essential in order for us to make sure that we spend our time efficiently.

We also saw that we had a steady flow of reports throughout the year, with certain peaks showing clearly. It is also apparent that we received most of our valid reports later in the year. The following graph show valid reports per month, grouped by each quarter. 

Now, let me share the numbers that you are probably most interested in – the bounties themselves. Last year, we awarded a total of $139,000 in bounties, resulting in a total of $347,000 throughout our bug bounty program. (For details regarding previous years, see the Reward statistic section found in the LINE Security Bug Bounty Program Report from 2018)

Private ProgramKnowing the above, it is time to analyze our decisions and see how becoming a private program on Tempemail affected us. As we can see from the graph above, Q1 and Q2 had on average 3.5 valid reports per month. In Q3, coinciding with our private program launch, we can see that the activity increased a lot. This applies to both programs though, as they were ran in parallel at the time. What is not shown in the previous graphs though, is the high rate of valid reports received through Tempemail. For the 4 months we operated as a private program on Tempemail, we had a valid submission rate of 40.94%! In other words, almost every other report was valid. Next, let us investigate the transition to a public program.
Public ProgramAfter going public, we saw an increase in total valid reports, but a decrease in valid report rate. This is according to what we expected beforehand, due to no longer being restricted to only expert researchers, but being open to participants of all skill levels. The data-set is quite small, so it is hard to make any clear conclusions, but we are satisfied with the results as of now. We saw an increase in new reporters, as well as more diversity in assets that were checked. This aligns very well with our goal to get a more thorough view of the quality of each service, as well as our security posture as a whole. By basing our plans and actions on this data, we can make educated decisions for better and more efficient work towards our goal of creating a safer experience for all our users.
How did moving to Tempemail impact the program?To summarize the points above, moving to Tempemail allowed for an increase in participating reporters, as well as valid reports. It also resulted in a wider array of our services being inspected and tested. This closely aligned with our goals for moving to Tempemail indicating that it was a success, as well as a step towards achieving our future goals. We hope to see our program continue to improve, and hope that more and more hackers will keep participating in our program.
Team Changes
New Members and RolesThere has been a lot of changes to the team this year. First of all, we had a change of team leader.
We want to say thank you to Kubota-san for all of his hard work and wish him the best of luck in his new role. He started the process of moving our program to Tempemail, and it was only due to his hard work that we managed to reach that goal. 
In addition, we have added three new members to the team. They settled in quickly and have already contributed a lot to our daily operations. We hope the reporters are able to see how the program is able to improve thanks to their contributions.
We are always looking for new members, so if you are interested in Application Security or Bug Bounty operations, please send us your application. For more information on how to do so, see the links at the end of this post.
Weekend WorkHackers never sleep, and that means that we also need to be ready to handle any potential issues, whenever they may arise. As such, we have started doing weekend shifts as part of our normal operations, in order to make sure that we can quickly resolve any issues and keep our customers safe. This is one of the changes we found necessary after having more global hackers participate, as the reports are no longer coming in during normal working hours in Japan, but can instead come at any time. While it means the team has to sacrifice some of their personal time, it is our highest priority to keep LINE users safe, and as such we are dedicated to continue improving in order to meet that goal.
The team is, and will keep on working hard and we are looking forward to all of the new challenges and reports 2020 will bring. 
Plan Going Forward
Smoother Bounty PaymentOne of our biggest areas of improvement is our payment process, nobody knows that better than our team. As such, we have set a goal to significantly improve procedures and handling of our payments in order to operate more efficiently and getting the reward to all the contributors as quickly as possible. We are currently considering how to best meet this goal, but we have several options lined up and hope to be able to significantly reduce the time it takes for us to finalize a bounty, before the end of this year.
Public ReportsIn order to show our dedication to openness regarding security issues and vulnerabilities, as well as allow users and researchers to get an accurate impressions of LINE’s security posture, another one of our goals this year is to start publicizing the reports we receive. We want to share it with the community and hope to see both increased trust in our services as well as increased participation in our program. We also hope this can be an inspiration for others to follow in our footsteps and contribute to a more open approach to security issues where sharing is encouraged.
While our initial publications are unlikely to reveal all the details of the report, we hope to be able to share a summary of the issue, a timeline of interactions relevant to the report, as well as the final bounty of course. Our goal is to be able to share all the information at some point, but we want to take a slow approach to doing so, making sure that we establish proper procedures and guidelines in order to preserve the safety and security of the reporters and our users throughout the process.
Better Understanding of Why an Issue ExistsWe also want to improve our understanding of why an issue has made it to production. This is our final goal for this year.
While it will realistically never happen, the goal of any software or online service is to have no bugs or security issues in production. In order for us to come as close to that goal as possible, we are planning to add additional evaluation and analysis to our workflow, to better understand how we can improve and prevent issues more efficiently. We hope this will both help us give better explanations to reporters regarding why a bug exists, as well as provide better feedback and guidance to our developers. Our hope is that this will result in safer services for our users and better communication and explanations for our reporters. 
RecruitingApplication Security EngineerMobile Developer – Security featuresInfrastructure Security Engineer Incident Response Analyst 

To learn more about LINE’s bug bounty program or to start hacking, visit https://hackerone.com/line. 

Tempemail , Tempmail Temp email addressess (10 minutes emails)– When you want to create account on some forum or social media, like Facebook, Reddit, Twitter, TikTok you have to enter information about your e-mail box to get an activation link. Unfortunately, after registration, this social media sends you dozens of messages with useless information, which you are not interested in. To avoid that, visit this Temp mail generator: tempemail.co and you will have a Temp mail disposable address and end up on a bunch of spam lists. This email will expire after 10 minute so you can call this Temp mail 10 minute email. Our service is free! Let’s enjoy!

‘This line is for employees only’: stories of being Black in advertising, 1969-2020- Tempemail – Blog – 10 minute

1970s

Carol H Williams (pictured in main image) founded her eponymous advertising agency in 1986. Previously she was the first woman and first African American creative director and vice-president of Leo Burnett, which she joined in 1969.
It was my third day at the Leo Burnett advertising agency. I was on the 12th floor, sitting in the cubicles occupied by the African American copywriters, who were sponsored by the 4A’s advertising class.
We called it Chocolate City.
On the other side of my cubicle, a fellow copywriter came storming in. She threw some paper on her desk.
“What’s wrong?” I asked.
“My team is having a meeting without me,” she revealed.
“Why didn’t you go in?”
“Because I wasn’t invited.”
Almost everyone on the 13th floor – ‘upstairs’, as we called it – was white and male. It was easy to feel uninvited. My own phone hadn’t rung once for a meeting. So, I decided to take a stroll ‘upstairs’.
I walked down the hallways of the 13th floor, passing by the big-wig creatives who boasted their experience with cardboard cutouts of Morris the Cat and Jolly Green Giant hanging by their doors. Jim Gilmore, my supervisor, had his door wide open. His office was filled with white men hovering over a single guy at a desk with his typewriter.
I started to shy away, but they’d already seen me. The man at the typewriter interviewed me for my very job, so I spoke to him.
“I’m Carol Williams.”
“Jim Gilmore. Come on in.”
I leaned against a file cabinet and listened to them lament about their assignment to launch a line of biscuits, Pillsbury Best, to compete with toast. But none of these men had ever heard of breakfast biscuits. They even found it absurd.
I was shocked. Maybe it was my southern Black roots, but my family ate biscuits for breakfast. The images of Sunday breakfast before church with straight-up eggs, grits, gravy or jelly, and mom’s delicious homemade biscuits, propelled me back to my cubicle with a pen.
‘Nothing is quite as good as biscuits in the morning, it’s Pillsbury’s Best time of day.’
I walked that line upstairs to Jim Gilmore the next day. He was still staring at his blank typewriter, only now he was alone. I handed him the paper.
It took him a moment to really read it, but when he did, he stopped everything he was doing and peered at me.
“You wrote this?”
I nodded.
“That’s a damn good line.”
The next morning was typical Chocolate City: the reading, the waiting, a small radio playing music in the background. Suddenly the radio cut off and a hush spread around the cubicles. I barely got ahold of what was happening when I turned around to Jim Gilmore standing in my cubicle.
“They bought your line,” he said. “Come upstairs tomorrow morning. I have another assignment for you.”
There was only a moment to revel in that remark: that the best and brightest of advertising had bought my line to head a campaign, all based on a poor Black family’s Sunday breakfast.
Soon after I was back upstairs, writing from my heart and my experiences.
Initially, I may not have had a place at the table, but I took a seat anyway and I’ve had one ever since. At times, it’s been at the head.
1980s

Valerie Graves is the former chief creative officer of Leo Burnett’s Vigilante, the UniWorld Group and Motown Records. Currently a creative consultant and author of Pressure Makes Diamonds, she began her career at D’Arcy in 1974.
I’ll always remember the 1980s as the decade my situation in advertising took the giant leap from ‘Black professional’ to ‘professional Black’.
In 1980, I cruised home to the Motor City with my career solidly in second gear. Having spent three years in Boston acquiring experience in banking, packaged goods and chain restaurants to complement my Detroit car chops, I easily landed a job at Ross Roy, an old-school Detroit agency looking to burnish its stuffy image with hip moves like hiring a Black copywriter.
Ross Roy was the fourth agency I joined as the shop’s only Black creative professional. However, Ross Roy’s Black vice-president, two administrative assistants and data processor set it apart from my two previous agencies, K&E and BBDO; there, I had been the only Black, period.
At Boston-based K&E, in fact, I had enjoyed the dubious honor of being the sole Black professional in the entire city.
In the 1980s, the biggest challenge for a Black ad professional was avoiding being co-opted or consigned to ‘mascot’ status. Once I became a ‘go-to guy’ at Ross Roy, the creative director – ignoring my preference not to be nicknamed – dubbed me ‘Val Graves’.
Sometimes, hearing him tell someone, “You need to meet Val Graves, she’s dynamic!” I would think, she sounds great, I’d like to meet her myself. Still, in the 1980s, in was in, and kind of like [Roots’] Kunta Kinte, who became Toby, I made peace with being renamed by a white man, put my head down and did the work.
Doing the work paid off. Big time. The 1980s were still an era when agencies with car accounts gave free cars to valued employees, and when I made vice-president after three years of doing memorable work on difficult accounts, I got my wheels, company stock and five-figure line of credit, just like a white guy.
But unlike the white guy, vice-president was not my steppingstone to the upper echelons of senior management, and I knew it. As a 34-year-old Black professional, I was already a success and a role model, and the ad industry of the 1980s expected me to be satisfied.
Black professional, meet glass ceiling.
It’s been said that first people want success, then they want success on their own terms. Even before I knew I wanted it, trailblazing entrepreneur Byron Lewis offered me just that.
His proffer of a job at the African American-targeted agency UniWorld was pitch perfection: “Join me, and there is no limit to how high you can rise. Come work with everyone who is anyone in Black America. Come where your intelligence is assumed, and your talent is celebrated.”
Like most Black professionals in general market positions in the 1980s, I felt great trepidation – justifiably so, it turned out – that I might never be offered another general market job. But UniWorld’s blue-chip client list (AT&T, Burger King, Colgate, Ford, 7Up and more) convinced me to abandon my fears and plunge into an advertising reality that was both familiar and totally unknown.
From my first day at UniWorld I knew I was home. Byron summoned me to a conference room to meet tennis legend Arthur Ashe, who was soliciting our help to bring his sport to inner-city kids. My first project, a General Foods-sponsored campaign to support Black colleges, allowed me to highlight the story of Mary McLeod Bethune, the educator who funded a college by selling sweet potato pies, and after whom my elementary school had been named.
I felt the full depth of my well of cultural knowledge, and sensed that drawing from it could make me an expert in an industry that, in the 1980s, was only beginning to awaken to the power of multiculturalism. On that day, in 1985, I joyfully made the transition from Black professional to professional Black and never looked back.
When I entered advertising, I found my profession. In multicultural advertising, I discovered my calling.
1990s

Derek Walker is the founder of Brown and Browner Advertising, based in Columbia, South Carolina. He started out his career in the mid-1990s, first as a copywriter at Cramer-Krasselt.
Cramer-Krasselt in Milwaukee was on a roll when I arrived fresh out of the Portfolio Center.
As a matter of fact, advertising was still on a roll. Markets like San Francisco, Portland, Minneapolis, Seattle and little old Milwaukee were holding their own creatively against the bigger advertising markets.
Agency life was different. The offices (and many of us had offices) were alive with music and conversations. It was nothing to see teams sitting in an office together working and playing for hours. The idea of teams was at the core of our business.
Still, being a Black creative was ‘interesting’.
During my time in Milwaukee, I was the only Black creative in the city. There’s a lot of pressure that comes along with being ‘the only’.
Having leadership that was not only aware of this but sensitive to it helped a lot. It also helped that the industry hadn’t abandoned training yet. I was fortunate to have mentors to help me grow professionally.
But they still didn’t understand what it was like to be ‘the only’.
“I thought the picnic was for employees only?” the account executive said to me as I stood in the food line of our agency picnic.
“It is,” I replied. I wasn’t going to explain my presence to her.
“Well, aren’t you [the receptionist’s] son?” she continued.
“No, I’m a copywriter,” I came back. By now, other employees were noticing.
“What? We don’t have any Black copywriters. You’re joking,” she said.
Without blinking, I turned and yelled across the lot to my creative director: “Hey Neil, what’s my title?”
“Copywriter,” Neil said, without skipping a beat.
The shock on her face.
“Well, I guess we do now have a Black copywriter. Hi, I’m Derek – the Black copywriter,” I said extending my hand.
She and I became fast friends. But it was interesting that the people I was in line with never thought to correct her.
The 90s ruined me for today’s production practices and values. Radio and TV production was a different world. We would spend a day recording three radio spots. They were funny and daring. My very first had music written by the Oscar-winning Peter Buffet. If only I had known then what I know now.
The 90s was the end of an era for advertising.
Our focus shifted from the power of creativity to the power of tech and data, and with that we lost a bit of our humanity. Client/agency relationships that had lasted decades started to end. We entered a period of chasing a magic bullet to justify our existence. The work was no longer enough.
On the diversity front, we lost a lot of ground. Many of the Black people who I knew in other markets at other agencies started to be pushed out or ‘encouraged’ to leave the industry. There weren’t that many of us, so the loss stood out even more.
Many became eternal freelancers or moved to the client side. The few C-suite Black advertising professionals – those gave me hope that I had a place in advertising – were gone.
We started the 1990s knowing who we were. We ended it questioning who we had become.
2000s

Shameka M Brown is co-founder and executive coach at The Only One There. She began her advertising career at Foote, Cone & Belding (FCB) in 1999.
I was raised to believe that hard work was all it took to succeed. But 20 years later, I realized that wasn’t the case.
In 1999, I graduated in the second class of the new ad school phenom, the VCU Brandcenter. It took me six months to finally land at FCB.
Honestly, I was less than thrilled because I had set my sights on a smaller shop, like Hampel/Stefanides. But I was starting to feel the pressure from my southern parents to “stop being so picky and take any job with benefits” and, anyway, the headhunter thought it was a good fit. So I took it.
Upon starting, the vibe was weird. I entered after a huge bloodletting. Lots of senior execs had been let go. And I was part of the “new blood” brought in to bring new thinking.
After the layoffs, some of the remaining groups were seemingly formed at random, placing two people together with nothing more in common than needing to keep their jobs. I was placed into one of those. What also remained was a largely homogenous boys’ club made up of mid-senior level men.
By the end of my first month, I realized that I was one of two Black people in a creative department of more than 180. Larry Harris was the other one. I literally became his shadow until he was promoted within a few months of my arrival to run a new department called ‘digital’.
And so, I became the only one there. Aside from the general optics, I didn’t feel ‘othered’. It was hard work, but seemingly fair. Within months, I had identified another group that was doing work I admired. So, my partner and I did double duty until we could officially switch into theirs.
To say we seized the opportunity would be an understatement: we killed it.
We gave our all to every assignment and we reaped the rewards for it. In 2000, we were named creative team of the year and several raises soon followed. While I didn’t feel the effects of my race, I realized that limitations were being placed on me because of my gender and age. We were a team of two women in our mid-20s and everyone ahead of us was not. And yet, we were on a roll.
Then, 9/11 happened. The world stopped. The grind slowed down. And people realized there was more to life than advertising. In the two years that followed, it felt like the playing field had leveled. The best work made it to the meeting, and oftentimes, it was ours.
By 2003, I was promoted to vice-president, senior copywriter. But as I approached the associate creative directive level, business as usual returned. After a rocket-like trajectory, my creative director sat me down and told me I didn’t have “it.” It took a while for me to comprehend this because I had just had “it” a year before.
I racked my brain on what it could be: my race, my gender, my age or my talent? And then, it dawned on me that it was simply because I was next in line. It had more to do with politics than my ability to do the job.
Around that time, my doctor strong advised me to consider starting our family. He suspected endometriosis and waiting another year could have meant not having kids at all. So, with the promotion out of reach, I turned my attention to starting my family.
After giving birth, I took an extended maternity leave to help deprogram my ‘work above all else’ mentality ­– because I really had always chosen work over everything else. I also wanted to stay out long enough to be replaced on my accounts and be assigned to new clients.
But as I prepped for my return, it was clear that I had changed and the business had not. So, I decided to move on and freelance.
Recently, a former colleague brought it to my attention that some in the department questioned whether or not my success had been because I was Black. As if it had been some kind of affirmative action play. Although I had worked my ass off and had earned it all, someone still tried to minimize my success to me being the Black girl.
20 years later, that comment still stung. I can only imagine what it would’ve felt like to hear it back then.
2010s

Gabrielle Shirdan is vice-president, creative director at McCann New York. She landed her first job at Philadelphia’s LevLane in the early 2010s.
I knew early in my life what I wanted to make out of it.
That’s an honor I don’t take for granted: I was just nine years old when I wrote that I wanted to be in advertising. Perhaps it was Halle Berry in Boomerang or that ‘Freestyle’​ Nike ad, but I really just wanted to be an artist and​ ​a leader like my mother.
Somewhere between studying creative writing at Penn and Professor Huerhnergarth’s Intro to Advertising class, I knew this industry was where I ​belonged​. I was a bright-eyed freshman squeezing my foot in the door at one of Philadelphia’s greatest agencies when they said sorry, internships were only for seniors.
But gushing with ambition, a little​ “please, give me a chance” ​and with my mother’s lessons in tow, I made the case. They let me in. Two semesters and a campaign later, I went from being an intern to being offered a full-time position my sophomore year.
I’d rush to work from class and see my designs on the subway. I gave my first client pitch as a junior. And though I said “um” far too many times, I was sure that I had fallen in love with this ad life – with losing sleep and inviting myself to meetings. Briefs on briefs. All-nighters? Let’s go. Advertising was absolutely it for me.
Watching my single mother build a business from our dining room table taught me to see the ‘cool’ in challenges. That’s why I love it. But somewhere between eager intern and vice-president, creative director, I have realized the greatest challenges I’m facing aren’t on the brief, but rather in the boardroom.
They are in the moments my concepts challenge a coworker’s comfort zone: in the moments I have to defend why it’s not my defensiveness but my passion; in the moments I find myself proving myself again and again and wait…really, again?
The challenges are in the moments I pitch a ‘diverse’ idea when there’s no ‘diversity’ brief. In the moments I have to send ‘the list’ of Black creatives or Black directors because they just can’t seem to find us.
My presence presents a new narrative. I’ve had the privilege to work across the gamut of global brands from Cadillac to Coca-Cola to General Mills to Microsoft, but the one brief I have yet to crack is the call to action for our industry to get out of the way for culture, and to understand that ​they​ won’t always understand.
The further I go in my career, the more I realize there is a threshold to the agency appetite for inclusion.
Our industry claims it wants ‘disruption’ in the work, but has real resistance against disruption of the status quo. True disruption comes from diversity of thought and experience first, ideas second. True inclusion means a transfer of power, and that is a hard pill to swallow for the guardians of the gate.​
​Sure, having a seat at the table is great. But I’m asking to break off some bread and pass the power so that I know it’s real.
I promise it’s in good hands.

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ITV replaces Love Island ads with Samaritans support line in Caroline Flack tribute- Tempemail – Blog – 10 minute

ITV2 has replaced Love Island’s usual ads with idents directing viewers to the Samaritans mental health support line in tribute to the show’s former host Caroline Flack, who took her own life on Saturday (15 February).
The broadcaster and charity worked with headline sponsor Just Eat to update the ads, which also implored viewers to ‘Be Kind’.
Explaining the decision in a joint statement Love Island and Just Eat said: “In light of this weekend’s tragic events, Just Eat and ITV have worked with Samaritans to replace the idents for this evening’s episode of Love Island so that anyone affected by Caroline’s death can access support.”
The ads were aired around a sombre episode of the reality show on Monday (17 February), in which narrator Iain Stirling paid an emotional tribute to his friend “Caz”.
Weekend editions of Love Island had been pulled from air on Saturday and Sunday in light of the news.
40-year-old Flack took her own life over the weekend as she awaited trial for an alleged assault of her boyfriend. She had stepped aside from presenting Love Island after the incident in December and was replaced by Laura Whitmore.
Social media, ITV, the British tabloids and the Crown Prosecution Service (CPS) have all faced criticism over their treatment of the star in the weeks leading up to her death; with petitions calling for a reform in showbiz reporting to prevent another tragedy also gaining traction online.
In a message praising Flack’s contribution to the show, ITV’s director of television Kevin Lygo said: “Everyone at ITV is absolutely devastated and still trying to process this tragic news. Caroline was part of Love Island from the very beginning and her passion, dedication and boundless energy contributed to the show’s success.
“After Caroline stepped down from the show ITV made it clear that the door was left open for her to return and the Love Island production team remained in regular contact with her and continued to offer support over the last few months.”
Just Eat began a two-year partnership with ITV to sponsor the Love Island format early this year.

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Samsung’s Galaxy S10 line sticks around, gets a price cut – Blog – 10 minute

The big picture: Smartphone makers continue to push the boundaries of high-end device pricing in a cat-and-mouse game with consumers to see what they’re really willing to pay for the latest and greatest. Just a couple of years ago, a $1,000 flagship smartphone was scoffed at but now, nobody really bats an eye.
Samsung’s new Galaxy Z Flip and Galaxy S20 smartphones are the talk of the town in tech today but their price tags have caught some consumers off guard. The new foldable clamshell, while cheaper than its predecessor, still commands nearly $1,400 to get in the door and if you want the top-end S20 Ultra, be prepared to shell out roughly the same amount of cash.
If you fall into the concerned consumer category, perhaps price cuts to last year’s flagship may be worth looking into?

Samsung during its Unpacked event on Tuesday announced that the Galaxy S10 family will be sticking around for another product cycle albeit at a lower price. The S10e will now start at $599, the standard S10 will command a minimum of $749 and the bigger S10+ will go down to $849.
The most affordable Galaxy S20 starts at $999.
Masthead credit: Galaxy S10e by Jan Maly

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Line and HappyFresh team up on mobile grocery experience in Thailand- Tempemail – Blog – 10 minute

Indonesia-based online grocery platform HappyFresh is teaming up with messaging application Line in Thailand to give users a mobile grocery shopping experience.
The integration will be in Line’s spin-off e-commerce app called Line Man that combines takeaway meals, deliveries from local 7-11s, and a courier by green-jacketed people on scooters.
Once an order is placed through Line Man, HappyFresh takes care of both items picking at the store through its dedicated personal shoppers, as well as last-mile delivery to customers’ doorsteps.
“This is a strategic partnership between Line and HappyFresh where we leverage the marketing giant Line to expand our user base in Thailand while they can launch a complex, operational heavy vertical by integrating our solution into their Line Man app,” said Guillem Segarra, the chief executive officer of HappyFresh.
“Through our partnership, we’re putting Line in a position to deliver an established grocery shopping experience to their users, virtually overnight – an endeavour that otherwise takes years of time and steep investment. Meanwhile, Line has built one of the most established user-base ecosystems in Thailand and is a marketing powerhouse.
He added: “Our conviction for this partnership is that in bringing Line Man’s user-base and hyperlocal marketing approach together with our passion for user experience, we are able to further accelerate grocery penetration and get one step closer to achieving HappyFresh’s long-term vision – to serve every household in South East Asia.”
According to Statista, Line is the third most popular social network in Thailand in the third quarter of 2018 behind Facebook and YouTube, with 84% social network penetration.
Tempemail previously spoke to David Lim, HappyFresh’s vice president for marketing about why it created an in-house ad model.

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