Interxion expands into Southeast Europe with Croatian colocation provider buyout –

Digital Realty-owned colocation provider Interxion is expanding its server farm footprint in southeast Europe through the acquisition of Croatian carrier-neutral datacentre operator Altus IT.

The acquisition will see Interxion add more than 100 customers to its ranks, and a further 50 connectivity partners to its roll-call of European carriers.

As a result, its parent company Digital Realtys overall global footprint is set to increase to more than 700 connectivity partners, spanning over 280 datacentres, across 22 countries.

As previously reported by Computer Weekly, since its October 2019 mega-merger with US-based Digital Realty, Interxion has been responsible for overseeing the running of the two firms combined operations in Europe, Middle East and Africa (EMEA).

Prior to the acquisition, Altus IT billed itself as Croatias first carrier independent datacentre operator, and claimed its facility in Zagreb, the countrys capital, had 2,000 fibre optic network connections linked to both local and global telco providers. The facility is also home to the Croatian Internet Exchange (CIX).

David Ruberg, CEO for Europe, Middle East and Africa (EMEA) at Interxion, said the Altus IT acquisition marks a significant step in its push to expand its operations even further within Europe.

Altus ITs business strategy is closely aligned with our connectivity-centric and customer-focused approach, he said.

Southeast Europe offers significant economic potential, and the acquisition of Altus IT represents an important step and our first gateway into that market. With the addition of Altus IT, we will be even better positioned to help new and existing customers continue to scale communities of interest.

The acquisition will see no major changes within the management structure and staffing of Altus IT, with its current CEO Goran Doreski set to assume the role of managing director for Croatia for Interxion.

This is a huge milestone, and we are excited to join the Digital Realty platform and open new opportunities for accelerated growth with our customers and partners, said Doreski.

As well as its expansion into Croatia, Interxion has also set out plans to increase its local datacentre footprint in Madrid, Spain, with the acquisition of a 3.6-acre plot of land within a kilometre of its existing colocation campus in the region.

The Altus IT deal, meanwhile, is the latest in a long line of mergers and acquisitions (M&A) that have taken place within the colocation market this year, with figures released in April 2020 revealing that the number of deals closed in 2020 had already exceeded those completed throughout the whole of 2019.

The surge in deals this year has been previously attributed to the ongoing demand for colocation capacity by hyperscale cloud and internet firms, which has markedly increased since the start of the Covid-19 coronavirus pandemic.

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Global Colocation Market Potential Growth, Share, Demand and Analysis of Key Players- Research Forecasts to 2025 – The Research Process

The research report on the Colocation market explores the key growth markers across the various geographies as well as their influence on the competitive landscape. It contains exclusive insights on the challenges prevalent in the industry and helps businesses ideate countermeasures to enhance their growth. An elaborate discussion of the opportunities that could potentially propel the industry growth to new heights is also provided. Further, the study uncovers the various changes in this industry vertical in wake of the Covid-19 pandemic.

Major highlights from the Covid-19 impact analysis:

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Key pointers from the regional assessment:

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Other salient aspects included in the Colocation market report:

Market segmentation

The Colocation market is split by Type and by Application. For the period 2020-2025, the growth among segments provides accurate calculations and forecasts for sales by Type and by Application in terms of volume and value. This analysis can help you expand your business by targeting qualified niche markets.

Research Objective:

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Global Colocation Market Potential Growth, Share, Demand and Analysis of Key Players- Research Forecasts to 2025 - The Research Process


Voter Guide 2020: Everything you need to know about the November election in Idaho –

From voter registration and absentee ballot questions to how to safely vote in person, here's what you should know before you vote.

BOISE, Idaho The November 2020 general election will be unprecedented as a record number of Idahoans are expected to cast their vote by mail via absentee ballot.

While polling places throughout the state will be open for in-person voting on Nov. 3, many voters will look to avoid the polls due to the ongoing coronavirus pandemic.

Whether you plan to vote in person or by mail, this guide will provide you with everything you need to know to make sure your vote is counted on election day.

Here are the topics covered in this guide:

What's on your ballot

Federal and state elections are held in even-numbered years. On the federal side of the Nov. 3 ballot, you will see races for president, U.S. senator, and U.S. representative.

You will also find races for state lawmakers, including senators and representatives from Idaho's 35 legislative districts.

For a look at all of the federal and state races, click or tap here. To find out which legislative district you live in (as well as your voting location), click or tap here. You can also view a pdf map of all of Idaho's legislative and congressional districts.

Voters will also be asked to decide local races and issues, including elections for county commissioners, sheriffs, prosecutors and trustees for various taxing districts. Local tax districts - such as schools, libraries, and soil and water - may choose to put funding requests on the November ballot as well.

County clerks are still in the process of putting those ballots together. KTVB will provide a county-by-county guide to all local elections once that information is available.

Important Idaho election dates

State and county election officials are urging Idahoans who plan to vote by mail to do so as earlier as possible, given the increased volume of absentee ballots expected for this election. Below is a list of key dates and deadlines you should know about.

Sept. 18 - County clerks must mail absentee ballots to voters who have requested them

Oct. 2 - Deadline for county commissioners to designate polling places

Oct. 9 - Pre-registration deadline: Voter registrations must be received by the county clerk (Deadline is postmarked by this date for mailed paper applications; 5 p.m. for paper applications handed into the county clerks office, or until midnight for online applications.)

It's worth noting that Idaho law allows you to register in person on the day of an election. If you have missed the online or mail-in voter pre-registration deadline, you can still register to vote and cast a ballot on election day. Simply go to your regular polling place or early voting site to register and vote. You will need to bring with you a current and valid drivers license or identification card issued by the Idaho Department of Motor Vehicles.

Oct. 19 - Early in-person voting begins for counties that choose to conduct early voting.

Oct. 23 - Absentee ballot application deadline: Applications must be received by the county clerk by 5 p.m.

Oct. 30 - Early voting ends at 5 p.m.

Nov. 3 - Absentee ballot return deadline: Absentee ballots must be received at your county clerk's office by 8 p.m.

Nov. 3 - Election day: Polling places and the county clerks' offices open 8 a.m. 8 p.m.

How to register to vote in Idaho

If you're not sure whether you are registered to vote in Idaho or to check if your voter registration is up-to-date, the Idaho Secretary of State's Office has anonline toolto help you look up that information. On that page, you will also be able to update or submit a new registration, request an absentee ballot and look up your polling place.

As noted in the dates and deadlines section above, voter registrations must be received by your county clerk by October 9. If you miss that deadline, you can still register at the poll. Simply go to your regular polling place or early voting site to register and vote. You will need to show a valid drivers license or identification card issued by the Idaho Department of Motor Vehicles.

Voting by absentee ballot

You canrequest your absentee ballot on the Idaho Secretary of State's website. If you prefer to not request a ballot online you can print offthis pdf and send it to your county clerk. An absentee ballot will then be mailed to you.

Once you have received your absentee ballot, you have until 8 p.m. on election day, Nov. 3, to get the ballot into the hands of county elections officials.

Because of the sheer number of absentee ballots expected, you are discouraged from waiting until the last minute to send your ballot in. Officials say it's best to have the ballot in the mail at least a week before election day to ensure it gets there in time. If you're concerned that it is too late to mail your ballot, county clerks provide drop boxes outside there offices where you can hand-deliver it on election day.

Voting in person

If you prefer to cast your vote in person, you can do so at your usual polling place. If you are unsure of where your polling place is, you can look up that information by clicking or tapping here.

It's worth noting that due to the pandemic, some usual polling places may have changed locations. Because of the unpredictable nature of the pandemic, these changes could happen at any time, including on election day. You're encouraged to double-check your polling location before heading out the door to cast your vote.

Elections officials throughout the state are implementing enhanced safety measures at polling places to ensure a safe environment for voters and poll workers.

Ada County Clerk Phil McGrane told KTVB that his staff has been working with Central District Health to determine all of the protocols that will be in place on Nov. 3.

"We were able to test those [safety measures] out during the August election," McGrane said. "So, we are cleaning things regularly. Poll workers will be wearing masks and are provided face shields as well. We have masks available for voters and we will be encouraging all voters to wear a mask.

Voting booths will also be spaced out to allow for social distancing, and voters won't have to share the pencils used to fill out ballots.

"We are going to be providing pencils, we call them our commemorative pencils, so voters dont have to share writing utensils if they dont want to," McGrane said. "Voters can also bring their own. We are trying to kind of layer all the safety measures we can to fit the best practices.

You can also largely avoid the crowds by voting in person ahead of election day. Early voting is offered by some counties, including Ada and Canyon counties, and runs from Oct. 19 until 5 p.m. on Oct. 30.

Are Idaho elections secure?

Idaho elections officials say that voter fraud is extremely rare and that state and local elections offices take a lot of precautions to prevent someone from changing the outcome of the election.

This includes absentee ballots, a term that is often used interchangeably with mail-in ballots. Ada County Clerk Phil McGrane explained during the all-mail-in primary election in May that Idaho differs from some other states in that it requires voters to request an absentee ballot - as opposed to simply mailing ballots to all registered voters.

"You have to take that extra step of requesting your ballot," he said. "We are then mailing it to that current address you provided, McGrane said. And then we have that back-end verification to make sure the person returning it is the same person who requested it.

Idaho also has security systems in place to prevent fraud, like signature verification on every ballot sent through the mail.

When it comes to in-person voting, the Idaho Secretary of State's Office has taken precautions to keep elections secure, including using paper ballots and voting machines that are not connected to the internet.

Paper ballots create a verifiable paper trail that allows election officials to audit the machine tabulated results. Every tabulating machine is tested to verify the accuracy of the counts immediately before and after each election.

According to the Secretary of State's Office, one of the best ways to prevent voter fraud is for you to vote regularly and to update your voter registration information every time you move.

You can report any suspected voter fraud by emailing

What do the Idaho special session bills mean for voters?

During a special session in August, the Idaho Legislature passed two election-related bills which were then signed into law by Gov. Brad Little.

The bills affect only the November 2020 election and are intended smooth the voting process for both citizens and clerks' offices.

The first bill guarantees that there will be in-person voting options in November. What that will look like in each community is still being worked out and could remain fluid due to the coronavirus pandemic.

"We are going to have some unique scenarios and some co-locations probably of polling locations in some counties," Chief Deputy Secretary of State Chad Houck said. "So voters want to make sure to pay attention to where their polling location is."

So the biggest thing [county clerks] are still going to be looking at is what do they have for both locations and poll workers," Houck added. "The biggest thing with locations is, especially in some of our smaller counties, do they have a location that allows them to meet the CDC guidelines and the social distancing guidelines that are out there while still accommodating their voters and accommodating the safety of their poll workers at that location?"

Houck said some counties may combine, or co-locate, two or more polling locations in a larger venue like a high school gymnasium in an effort to meet CDC guidelines for social distancing.

The other election-related bill passed during the special session gives county clerks more time to process the expected high volume of absentee ballots. Clerks will be allowed to start processing ballots one week before election day.

According to Houck, the extra time is for physical processing, not vote tabulation.

We are not going to have vote counts early," he said. "What this means is simply they are able to, under review and with multiple people in the room so that we have that accountability factor, they are able to start opening those secrecy envelopes and get those ballots flattened out.

"That is especially important in those locations that are using scan tabulators," Houck added. "They want those ballots nice and flat. So if they came in folded they are going to put them under weights to flatten them out."

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Vertiv Hosts LinkedIn Live to Discuss the Global State of the Colocation Market – Elets






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Vertiv (NYSE: VRT), a global provider of critical digital infrastructure and continuity solutions, is hosting a LinkedIn Live, Location, Location, Colocation: Who in the Global Market is Winning and Why?, on September 15th, 2020 at 6:30 p.m. IST. The session will discuss the global state of the colocation market and the market forces shaping the sector.

This event brings together experts from around the globe to share regional insights into the pressures facing the colocation market, including cost-cutting, deployment speed and regulations. Participants will also debate around the latest strategies that are shaping the future of colocation.

As remote work and learning has led to new levels of connectivity, the demand for colocation has grown at a rapid rate. This session is a key opportunity to hear from our experts first-hand about the market-leading insights from around the world says Peter Panfil, vice president of global power for Vertiv and moderator of the event.

Participating in this discussion are Vertiv experts:

Peter Panfil, vice president of global power Panfil leads strategic customer development for Vertivs Power business. He applies the latest power and control technology to provide the availability, scalability and efficiency levels customers demand. A thirty-year data centre veteran, he has held executive positions including VP Engineering and VP/GM AC Power prior to his current responsibilities.

Also Read:Vertiv Launches Secure KVM with Multi-Screen Display for Govt Applications

Peter Lambrecht, vice president sales, key accounts in Europe, Middle East and Africa Lambrecht joined Vertiv in 2002 as IS/IT VP EMEA and he served as managing director for Germany, Austria, Switzerland and Italy before being promoted as vice president sales EMEA in 2011. Peter began his professional career in 1985 in Belgium and in 1992 his career led him to Duracell and Gillette where he worked in various management positions.

Pierre Havenga, managing director for the Middle East and Africa Havenga began his career with Vertiv as managing director for the Middle East and North Africa region in 2011. In 2015, his role was expanded to include all Africa regions. Pierre is currently based in the UAE office and is responsible for the planning and execution of strategic growth across the region ensuring alignment with the companys global vision.

Also Read:Vertiv Introduces High Performance, IP-Based KVM Receiver

Tony Gaunt, senior director, Hyperscale & Colocation, Asia & India Gaunt is responsible for the development of the Vertiv business in Asia and India; incorporating the companys full suite of product technologies and service offerings. This involves the establishment of strong senior relationships and collaboration at the customer level; acquiring, maintaining and presenting industry best practices; coaching and mentoring vertical account managers across the region and developing strategic partnerships to facilitate greater reach into the market.

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Weekly grocery kits available for families with kids in Prince William Co. Public Schools – WJLA

Weekly grocery kits available for families with kids in Prince William Co. Public Schools  WJLA

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Weekly grocery kits available for families with kids in Prince William Co. Public Schools - WJLA


Five things to know today, and my dog is my co-pilot – Cincinnati Business Courier – Cincinnati Business Courier

Five things to know today, and my dog is my co-pilot - Cincinnati Business Courier  Cincinnati Business Courier

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Five things to know today, and my dog is my co-pilot - Cincinnati Business Courier - Cincinnati Business Courier


Beyond work from home: Why ‘digital nomads’ think they’re the future of remote life – CNBC

The Tulum, Mexico, location of Outsite, a co-living and co-working start-up that has become popular with digital nomads, and is betting that work-life balance will become work-tourism-life balance amid the massive shift to remote work caused by Covid-19.


With much of the professionalworld shifting to remote work and widespread acceptance of the concept among previously skeptical corporate management, the traditional idea of work-life balance is being pushed in new directions, including a concept of remote work-life-tourism never before imagined.

Drew Sing, a fully remote growth product manager at a technology start-up, has been living and working from Lisbon, Portugal, since the beginning of March, after a few months in London. He had planned to fly back to the U.S. in May, and had even booked three flights back, each with a 24-cancellation policy, but when he looked at the Covid-19 trends in the U.S. versus Europe, "each day I spent here I said, 'I think I will stay.' I think this is a safe placeto stay during these unprecedented times.'"

Sing is not new to the digital nomad lifestyle. He left the Bay Area in 2018 to live a remote life, and bought a home outside Seattle which he rents out, but where he maintains a basement apartment for himself and a sleeper van in which he can travel within North America and work remotely when he is there.

"I realized that I could work from co-working spaces, and live the nomadic lifestyle," said Sing, who just published a book on how to work a remote job from anywhere, titled, "Work From Abroad."

"There are lots of books on traveling and exploring the world on a budget, but not on continuing a career and being a productive employee while living from anywhere," he said.

Despite international travel limitations, Emmanuel Guisset's start-up Outsite which offers professionals co-living and co-working spaces around the world in locations including Hawaii, Mexico, Portugal, Bali and the U.S. West Coast is betting that what is called the "digital nomad" lifestyle is bound for mass adoption in a post-Covid-19 world.

"Before the pandemic, we were fitting a niche of people ... nomads, freelancers, tech workers. Because they can work remotely, they choose to live a different lifestyle," said Guisset, who is founder and CEO of Outsite. But now his business is discovering more individuals looking for a long-term stay.

Opportunities to work remotely from anywhere in the world are currently limited. Within the U.S., cities and states have banned short stays in vacation rentals, including in Tahoe and Hawaii, areas where Outsite has locations. In many European and other international destinations, a U.S. passport has transitioned from long-time advantage to handicap. And there are many mandatory quarantines around the world once a traveler arrives at a destination.

Outsite's Bali location is closed because there is no local tourism for it, and its Costa Rica location has only a few locals from the capital city of San Jose, as well as American ex-pats. But the European locations, especially the coastal ones (Ericeira and Biarritz), "are full with Europeans and a couple American ex-pats," Guisset said.

Some countries are encouraging foreigners, including Americans, to come on special visas to spur their local economies, such as Barbados, Estonia and the the country of Georgia. And people already are traveling within the pandemic limitations wherever possible, Guisset said. The quarantines, in fact, are leading to longer stays. "Travelling now is much more difficult so people want to stay longer to make it worthwhile," he said.

Outsite is seeing professionals breaking leases in U.S. locations, spurring demand for longer stays in outdoor-oriented and beach locations like Tahoe, Santa Cruz and San Diego. "They want to live in cheaper, smaller cities, closer to the nature," he said.

Digital nomad Sing's basic points of advice: workers need to start with an understanding of their job and hours and time zones. Working North American hours has meant Sing never considered Asia. "I've done the math on when I would have to work and it would be difficult," he said.

When thinking about working from abroad as a North American professional, certain continents and areas make more sense: South America, Central America and Western Europe.

"Newly remote professionals still need to abide by hours, which is fine, but it is not hard to work from 1pm -9pm or 2pm-10pm in Europe. You're free when people are at dinner, or you can go to a cafe in the morning, and that can be a beautiful lifestyle," Sing said.And for remote professionals who are not on a specific company clock, "it opens up everywhere."

Sing uses Airbnbs for living, but as a self-described "solo remote professional," he also pays for an Outsite membership, so he can work in a collaborative environment. "It can get lonely so community is important," he said.The Outsite location he uses in Lisbon is "not packed," but it is occupied by five to seven people a day.

Right now, younger professionals who travel for nightlife and bars are not going to be able to have the experiences they want, "but if you enjoy a nice meal and glass of wine and don't need to have a bustling life, it's great," Sing said of his Lisbon experience."It is a little quiet, but when you talk to the locals, they talk about how it is pleasant."

The slower, more restricted life of Covid-19 that he has experienced in Lisbon brought Sing to a realization about a better work-tourism life balance. "When you are working, not just vacationing, it almost makes it easier to be more mundane in terms of routine," he said.

"I feel safe and productive and I have friends here now. ... The next narrative will be you can work from not just somewhere cheaper than the Bay Area in the U.S., but the next wave is outside the US," Sing said.

Erik Dyson, CEO of the disaster relief nonprofit All Hands and Hearts, runs a lean operation and his staff were already 85% to 90% remote before Covid-19. "It never made any sense to say, 'You're an amazing chief marketing officer but you have to move to Massachusetts, where we have our headquarters'. It made no sense to compel people to congregate in one place," Dyson said.

As an NGO, All Hands and Hearts also can't offer the same money as corporations, even if it can attract a demographic of young workers from similarly desired backgrounds and mindsets. That led Dyson to look for ways to use quality of life as a way to make up for the nonprofit's inability to compete on compensation.

"We made an early decision to embrace, as a recruiting strategy, that you can live wherever you want to live, and you will make less money, but we are mission-driven," he said.

Almost all of its team is very young, less than 30 years-old.

Think about all-remote workers. The idea of home is great, but you still need opportunities for human interaction and ways to experience the world, whether Dubuque, Iowa or Costa Rica.

Erik Dyson

All Hands and Hearts CEO

But Dyson discovered that remote work doesn't always even come close to working the way it should. When All Hands and Hearts brought about half of its 200 staffers to a meeting in Puerto Ricoa few years ago, many revealed feelings of isolation and loneliness working from home. "It sounds great, but they missed the informal conversations. ... wake up, I'm in an apartment, go to computer and work all day, teleconferencing, but don't ever talk to people or see people," Dyson said. "One of the big things I heard was, 'I miss human contact with co-workers.'"

He was struck by the digital merger of the Airbnb and WeWork models when he learned about the Outsite approach it is not the only business model of the type, with another called Selina also making a bid for young remote workers and All Hands and Hearts decided to buy memberships for all of its non-program staff, any staff not working at disaster sites.

"We said, 'if you miss human contact, go live in Portugal for a month, and the monthly burn is not much more than having an apartment, so go when your lease is up," Dyson said. "If I can help people extend tenure with us, it was worth the money. If I can move someone from two years tenure to three years, that is a huge uplift, but it's unrealistic to think they'll do this job for seven years," he said. "People sacrifice, including on salary."

"Outsite is not cheap," said, digital nomad Sing who described it as a "luxurious hostel" given its cohabitation and coworking design. "It's geared to a professional crowd that can afford it,not, if you will,the backpacker crowd."

Outsite provided All Hands and Hearts with a 50% discount on memberships, which ended up costing All Hands and Hearts roughly $10,000, "real money to us," Dyson said. But he said the cost, even to a tightly budgeted charity organization, pays for itself when the work benefit leads an employee to stay longer.

An Outsite membership is $149 annually, or $249 for a lifetime. Members can then access any location, with local pricesvarying from $50 nightly (Portugal) up to $120 (San Francisco). Members receive discounts when they book a week, or a month, and in off-season or last-minute periods.Members also gain access to an online community, and as many are not travelling right now, 70% are using Outsite for the professional networkingaspect, Guisset said, seeking knowledge from communities and travelers around the world about their current situation.

"We want to encourage longer stays and slower travel," Guisset said.

Some of the more exotic locales, such as Hawaii, are still out of reach for many All Hands and Hearts workers, even with a membership. So last Christmas, All Hands and Hearts gave a $300 credit with Outsite to employees for a week in Hawaii or a month in Portugal. "We don't give bonuses," Dyson said.

Unfortunately, that program rolled out around February, "and then Covid hit," Dyson said. "They have the credit sitting there and can't travel, but I think it will come back. ... They will go live there and check out places, and if you as an employer can enable me with Outsite or flights or work hours changing, I see that as a huge benefit and I know our people are appreciative."

Dyson said as a CEO how has managed a mostly remote staff for years, he has a warning for companies swiftly transitioning to a work-from-home paradigm: not all employees know how to work remote, or work well remotely. He dismissed concerns that employees are more likely to waste time at home,and said the nonprofit's experience offering unlimited paid time off showed that it is never the policy, but the person, that ultimately dictates success. "We never had a problem, not a single person had to be let go because of unlimited PTO," he said.

But measurements compiled by All Hands and Hearts of employee workload indicate that not all workers are created equal when it comes to their ability to be productive in a remote environment.

"Some people can't work remote," Dyson said. "I think the big challenge is not a metric measuring the productivity of all people doing it, but finding those who can. ... I spent 20 years living the corporate life and I was always traveling and I am going crazy now, six months at home. I am hearing from my team every day, everyone going stir crazy, they like to travel and are just pinned down, and European folks already started to travel because they can. ... Think about all-remote workers. The idea of home is great, but you still need opportunities for human interaction and ways to experience the world, whether Dubuque, Iowa or Costa Rica."

The nonprofit is already seeing that desire to travel in the volunteer staff of 8,000 to 10,000 workers itbrings in from around the world to rebuild schools in places like Nepal and the Bahamas. Earlier this summer, All Hands and Hearts opened bookings for a mid-Sept. volunteer opportunity in the Bahamas and it filled all the open spots for the first four months of work in a few days.

"There is a huge desire among the younger demographic," Dyson said. "Everyone's life has been upended, college students leaving school, taking a gap year, and people who left jobs. People being given flexibility they never had before."

I would like to return back to the U.S. to see friends and family, but it could be closed until 2021 or longer. ... It is almost as if when I go back to the U.S., I'm kind of trapped essentially, and that's why I'm taking the liberty ... if I have all my needs met, why not stay?

Drew Sing

solo remote professional

Whether workers like Drew Sing and employers like All Hands and Hearts will cede being the exception and become the rule in the world of work is impossible to predict like many features of a post-Covid world. But the way people outside of the existing digital nomad lifestyle are thinking about their own future is changing.

Dan Wasiolek, a senior equity analyst at financial research firm Morningstar who covers the lodging and travel sector, said when he read the recent headlines about J.P. Morgan and Fordgoing to hybrid work models, it hit him as being "meaningful" for an analyst who covers hotel companies reliant on properties in urban centers. But it also struck him personally, as a worker.

"As an analyst, I don't feel like I need to be in an office to be productive, and that's something I can measure and show it to be the case. I think there will be lots of people like me, and I wouldn't be surprised if I'm 50% in the office permanently. And it does allow me to say, 'OK, if I want to be in San Diego for the next five days with my family and work that Wednesday and Friday from there, and have a long weekend, it will be easier," Wasiolek said. "There is going to be an incremental portion of workers that will be in some sort of nomad life, not work six months from anywhere, but longer weekends, or a week here and there. That seems reasonable and realistic."

Outsite closed a post-seed round of funding during the Covid crisis, but the company declined to disclose details, and it is currently raising a real estate fund to buy distressed hospitality properties in areas it thinks will be popular post-Covid. Guisset said a lot of hospitality property managers were hoping for a good summer and lacking a sharp turnaround, will be more likely to sell properties as the season turns back to what would be dependent on business travel as vacations end.

"Business travel is in shambles and will never be the same. Some destinations and hotels will have to adapt to a new kind of tourism where people travel less frequently but stay longer," the Outsite CEO said. "When the real estate market was really high and hotels were doing really well, it was really hard to find those properties. Now it's much easier. We've already seen a lot of properties going to the market at discounted rates."

"The tables are turned," said Sing. "It's odd. No one can leave the U.S., but I've been given freedom to be able to maybe go back home, or go to another country."

Sing said he would consider going to Mexico, still open to Americans, or the U.K. or Ireland, because they are not EU countries tied to the Schengen Agreement on borders and travel.Americans can still fly to Mexico, and in addition to its existing Tulum location, Outside is about to open one in Cabo.

"I did not think I would be away this long," he said. But as it has become more difficult to just hop from place to place, "this remote working lifestyle is almost more enjoyable," Sing said.

As for an eventual return to the U.S. from Lisbon, or another international location, Sing still owns his place in Seattle that he can go back to, but due to the circumstances, he says he ishappy with his decision to be in Lisbon. "But I'm a remote pro, with a home base. It's unique, kind of new. ... I had to come to terms with a whole new world in March... I had to come to terms with being here for a long period of time. I would like to return back to the U.S. to see friends and family, but it could be closed until 2021 or longer. ... it is almost as if when I go back to the U.S., I'm kind of trapped essentially, and that's why I'm taking the liberty ... if I have all my needs met, why not stay?"

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Beyond work from home: Why 'digital nomads' think they're the future of remote life - CNBC


Remote Work Doesn’t Have to Mean All-Day Video Calls – Harvard Business Review

The Covid-19 crisis has distanced people from the workplace, and employers have generally, if sometimes reluctantly, accepted that people can work effectively from home. As if to compensate for this distancing and keep the workplace alive in a virtual sense, employers have also encouraged people to stick closely to the conventional workday. The message is that working from home is fine and can even be very efficient as long as people join video calls along with everyone else all through the day.

But employees often struggle with the workday when working from home, because many have to deal with the competing requests coming from their family, also housebound. So how effective really is working from home if everyone is still working to the clock? Is it possible to ditch the clock?

The answer seems to be that it is. Since before the pandemic weve been studying the remote work practices of the tech companyGitLab to explore what it might look like if companies to break their employees chronological chains as well as their ties to the physical workplace.

From its foundation in 2014, GitLab has maintained an all-remote staff that now comprises more than 1,300 employees spread across over 65 countries. The git way of working uses tools that let employees work on ongoing projects wherever they are in the world and at their preferred time. The idea is that because its always 9 to 5 somewhere on the planet, work can continue around the clock, increasing aggregate productivity. That sounds good, but a workforce staggered in both time and space presents unique coordination challenges with wide-ranging organizational implications.

The most natural way to distribute work across locations is to make it modular and independent, so that there is little need for direct coordination workers can be effectively without knowing how their colleagues are progressing. This is why distributed work can be so effective for call centers and in patents evaluation. But this approach has its limits in development and innovation related activities, where the interdependencies between components of work are not always easy to see ahead of time.

For this kind of complex work, co-location with ongoing communication is often a better approach because it offers two virtues: synchronicity and media richness. The time lag in the interaction between two or more individuals is almost zero when they are co-located, and, although the content of the conversation may be the same in both face-to-face and in virtual environments, the technology may not be fully able to convey soft social and background contextual cues how easy is it to sense other peoples reactions in a group zoom meeting?

All this implies that simply attempting to replicate online (through video or voice chat) what happened naturally in co-located settings is unlikely to be a winning or complete strategy. Yet this approach of seeing the face is the one that people seem to default to when forced to work remotely, as our survey of remote working practices in the immediate aftermath of lockdowns around the world has revealed.

There is a way through this dilemma. Our earlierresearchon offshoring of software development showed that drawing on tacit coordination mechanisms, such as a shared understanding of work norms and context, allows for coordination without direct communication.

Coordination in this case happens through the observation of the action of other employees and being able to predict what they will do and need based on shared norms. It can occur either synchronously (where, for instance, two people might work on the same Google doc during the same time period), or asynchronously (when people make clear hand-offs of the document, and do not work on it when the other is).

Software development organizations often opt for this solution and tend to rely extensively on shared repositories and document authoring tools, with systems for coordinating contributions (e.g., continuous integration and version control tools). But GitLab is quite unique in the for-profit sector in how extensively it relies on this third path not only for its coding but for how the organization itself functions. It leans particularly on asynchronous working because its employees are distributed across multiple time zones. As a result, although the company does use videoconferencing, almost no employee ever faces a day full of video meetings.

At the heart of the engineering work that drives GitLabs product development is the git workflow process invented by Linux founder Linus Torvalds. In this process, a programmer making a contribution to a code forks (copies) the code, so that it is not blocked to other users, works on it, and then makes a merge request to have the edited version replace the original, and this new version becomes available for other contributions.

The process combines the possibility of distributed asynchronous work with a structure that checks for potential coordination failures and ensures clarity on decision rights. Completely electronic (which makes remote work feasible) and fully documented, it has become an important framework for distributed software development in both for-profit and open source contexts.

GitLab has taken the git a step further, applying it also to managerial work that involves ambiguity and uncertainty. For instance, GitLabs chief marketer recently outlined a vision for integrating video into the companys year-ahead strategy. He requested asynchronous feedback from across the company within a fixed time window, and then scheduled a single synchronous meeting to agree on a final version of the vision. This vision triggered asynchronously input changes from multiple contributors to the companys handbook pages relating to marketing objectives and key results that were merged on completion.

GitLabs high degree of reliance on asynchronous working is made possible by respecting the following three rules right down to the task level:

1. Separate responsibility for doing the task from the responsibility for declaring it done.

In co-located settings, where employees are in the same office, easy communication and social cues allow them to efficiently resolve ambiguities and manage conflict around work responsibilities and remits. In remote settings, however, this can be difficult. In GitLab, therefore, every task is expected to have a Directly Responsible Individual (DRI), who is responsible for the completion of the task and has freedom in how it should be performed.

The DRI, however, does not get to decide whether the task has been completed. That function is the responsibility of a Maintainer, who has the authority to accept or reject the DRIs merge requests. Clarity on these roles for every task helps reduce confusions and delays and enables multiple DRIs to work in parallel in any way they want on different parts of a code by making local copies (forking). It is the Maintainers role to avoid unnecessary changes and maintain consistency in the working version of the document or code.

In a non-software context, say in developing the GitLab handbook page on expenses policies, individual DRIs, who could be anyone in the company, would write specific policies in any way they choose, and their contributions would be accepted or rejected by the CFO acting in the capacity of Maintainer, who could also offer feedback (but not direction) to the DRIs. Once live, the merged page serves as the single source of truth on expenses policies unless or until someone else makes a new proposal. Once more, the Maintainer would approve, reject, or offer feedback on the new proposal. In contexts like this, we would expect people in traditional management positions to serve as Maintainers.

2. Respect the minimum viable change principle.

When coordination is asynchronous, there is a risk that coordination failures may go undetected for too long for instance, two individuals may be working in parallel on the same problem, making one of their efforts redundant, or one person may be making changes that that are incompatible with the efforts of another. To minimize this risk, employees are urged to submit the minimum viable change an early stage, imperfect version of their suggested changes to code or documents. This makes it more likely that people will pick up on whether work is incompatible or being duplicated. Obviously, a policy of minimum viable changes should come with a no shame policy on delivering a temporarily imperfect output. In remote settings, the value of knowing what the other is doing as soon as possible is greater than getting the perfect product.

3. Always communicate publicly.

As GitLab team members are prone to say, we do not send internal email here. Instead, employees post all questions and share all information on the Slack channels of their teams, and later the team leaders decide what information needs to be permanently visible to others. If so, it gets stored in a place available to everyone in the company, in an issue document or on a page in the companys online handbook, which is accessible to anyone, in or outside the company. This rule means that people dont run the risk of duplicating, or even inadvertently destroying the work of their colleagues. Managers devote a lot of time to curating the information generated through the work of employees they supervise and are expected to know better than others what information may be either broadly needed by a future team or that would be useful for people outside the company.

However well implemented, asynchronous remote working of this kind cannot supply much in the way of social interaction. Thats a major failing, because social interaction is not only a source of pleasure and motivation for most, it is also where the random encounters, the serendipitous exchanges by the coffee machines and lift lobbies, create opportunities for ideas and information to flow and recombine.

To minimize this limitation, GitLab provides occasions for non-task related interaction. Each day, team members may attend one of three optional social calls staggered to be inclusive of time zones. The calls consist of groups of 8-10 people in a video chatroom, where they are free to discuss whatever they want (GitLab provides a daily starting question as icebreaker in case needed, such as: What did you do over the weekend? or Where is the coolest place you ever traveled and why?).

In addition, GitLab has social slack groups: thematic chat rooms that employees with similar interests can participate in (such as: #cat, #dogs, #cooking, #mental_health_aware, #daily_gratitude, #gaming) and a #donut_be_strangers channel that allows strangers that have a mutual interest to have a coffee chat to get together.

Of course, GitLab managers are under no illusion that these groups substitute perfectly for the kinds of rich social interactions outside work that people find rewarding. But they do help to keep employees connected, and, at a time when many employees have been working under confinement rules, this has proved very helpful in sustaining morale.


Working from home in an effective way goes beyond just giving employees a laptop and a Zoom account. It encompasses practices intended to compensate or avoid the core limitations of working remotely, as well as fully leverage the flexibility that remote can offer working not only from anywhere but at any desired time. We have focused on GitLab because it not only has extensive experience in remote working but also because it pursues an unusual mode of solving the intrinsic challenges of remote work. While some of GitLabs core processes (like its long, remote onboarding process for new hires) and advantages (like the possibility of hiring across the world) cannot be fully reproduced in the short run in companies that will be just temporarily remote, there are others that any company can easily implement.

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Remote Work Doesn't Have to Mean All-Day Video Calls - Harvard Business Review


First Integrated Water Treatment Facility construction begins, Singapore. – Construction Review

Singapore has begun construction of the first phase of its first Integrated Water And Solid Waste Treatment Facility, the Tuas Nexus, according to a statement release by National Environment Agency (NEA) and PUB. The Tuas Nexus is expected to be complete all its phases by the beginning of 2025,and is a co-location of two mega facilities the Tuas Water Reclamation Plant (Tuas WRP) and Integrated Waste Management Facility (IWMF) that will help forge a more sustainable Singapore by optimizing land use, and maximizing energy and resource recovery. The Integrated Water And Solid Waste Treatment Facility in Singapore is expected to be energy self-sufficient which will result in carbon savings of more than 200,000 tonnes of carbon dioxide annually, equivalent to taking 42,500 cars off Singapores roads. In addition, integrating the two facilities will result in land savings of up to 2.6ha, approximately the size of four football fields, as compared to building the two as standalone facilities, the release added.

Also Read: Singapore begins construction of the worlds largest inland floating PV system.

By employing the latest technologies, Tuas Nexus will harness the synergies of the water-energy-waste nexus from used water and solid waste. The by-product of one facility becomes a resource for the other facility, PUB and NEA explained. For example, IWMFs Food Waste Treatment Facility will convert source segregated food waste into food waste slurry suitable for co-digestion with used water sludge at Tuas WRP.

The co-digestion of food waste and used water sludge will increase biogas production by 40 percent at Tuas WRP, compared to biogas yield from treatment of used water sludge alone. The biogas produced will then be combusted at IWMF and the combustion heat energy recovered to improve the overall plant thermal efficiency and boost electricity generation, said the agencies. The electricity generated by IWMF will be used to sustain the operations of Tuas Nexus with excess to be exported to the grid. This excess electricity exported to the grid will be able to continually power up to 300,000 four-room HDB apartments.

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First Integrated Water Treatment Facility construction begins, Singapore. - Construction Review


Vela Expands Fixed Income Offering with Fenics UST – Business Wire

NEW YORK & CHICAGO & LONDON--(BUSINESS WIRE)--Vela, a leading independent provider of data and execution technology for global multi-asset electronic trading, today announced the addition of Fenics US Treasuries (Fenics UST), owned and operated by BGC Financial, to its fully-hosted and managed Direct Market Access (DMA) Platform. With Fenics, Vela expands its Fixed Income offering providing global clients with access to cash and derivatives trading venues via a single platform.

Velas award-winning multi-asset DMA Platform is cross-connected to Fenics co-location facility in New Jersey, delivering a short path to the venue and ensuring superior transactional and communication performance. Leveraging Velas DMA Platform, low-touch trading desks at buy- and sell-side firms can benefit from Velas fully-normalized order entry, pre- and post-trade risk layers and market data for all the major listed derivatives venues, while trading cash and derivatives U.S. Treasury markets through a single API.

Ollie Cadman, Chief Product Officer at Vela, commented: With the levels of automation in the Rates and Credit markets continuing to trend upwards, the addition of Fenics UST products to our DMA Platform provides our clients with ultra-low latency access to U.S. cash and derivatives treasuries data through a single API. Our high-performant execution platform can easily be integrated into any in-house or third-party EMS/OMS. He added, Vela is excited to have added Fenics onto our platform as part of our goal to expand our Fixed Income coverage and functionality to help Rates trading desks with price discovery, order routing and workflow automation.

Velas DMA Platform offers normalized order entry, pre-trade risk, drop copy, full risk management and normalized market data, supported by a strong clearing member ecosystem. This high-performant and scalable platform provides low latency and fully-normalized access to all the major listed derivatives venues for buy-side and sell-side firms. Vela offers the platform as a fully-hosted and managed solution (as-a-Service), leveraging its existing infrastructure network, exchange connectivity lines, and major points of presence across the globe.

About Vela

Vela is a leading independent provider of data and execution technology for global multi-asset electronic trading. Our software enables clients to rapidly access global liquidity, markets, and data sources for superior execution. We help firms successfully differentiate and innovate in an ever-changing, increasingly regulated and fiercely-competitive landscape, while also reducing total cost of ownership.

Velas market data, execution and automated trading software deliver a unique, ultra-low latency technology stack to simplify and streamline electronic trading. We leverage the latest innovations in technology to deliver cutting-edge performance, features and reliability. Our modular stack provides access to a comprehensive set of trading data and risk APIs and can be delivered as-a-Service from multiple co-location data centers globally.

With access to more than 250 venues, Vela provides global coverage across all major asset classes. Clients are supported by an award-winning team of technical and business experts available 24x7 from our multiple offices in the US, Europe, and Asia. Velas clients include traders, market makers, brokers, banks, investment firms, exchanges, and other market participants.

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Vela Expands Fixed Income Offering with Fenics UST - Business Wire