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Have you ever ever wondered where some words and phrases come from? Here are a few we can finally stop wondering about…

The Origin of the word Booze

Booze – A combination of the Middle English (c.1300) verb “bouse”, meaning to drink heavily, AND the name of a famous Philadelphia distiller named E.G. Booze. Ben Franklin published a book of synonyms in 1722 and used the word “boozy” as a synonym for “drunk”.

Three sheets to the wind – was originally used to describe a drunk person in 1812 to describe the image of a sloop-rigged sailboat whose three “sheets” or sails had slipped through their blocks and were thus lost to the wind, and “out of control”.

Origin of the word hammered

Hammered – originally meant to be “heavily defeated”, and became officially recognized in 1986 as meaning drunk.

Dashboard – the original dashboard was a board in the front of wagons and carriages to stop mud from horses hooves from splashed into the vehicle.

Origin of the word limousine

– comes from the name of the Limousin region in France, where the chief city is Limoge. Apparently, the people of that region traditionally wore a hood that was similar to the hood, or profile of early luxury cars.

another word with French origins meaning the “stoker” or operator of the steam engine (chaud, meaning “hot”, thus “chauffer” meaning “to heat”, from the Old French verb “chaufer” –“ to heat”.

Enough drinking and driving slang – Why are we buried in a…

Coffin – early 14th C. for a place to store valuables, taken from the Old French “coffin” meaning “sarcophagus”. 

Dead as a doornail – meant “insensible” in the 1300’s, and by the 1500’s meant “inactive and dull”.

Dead man’s hand – in poker comes from the pair of aces and pair of eights that Wild Bill Hickock was holding when Jack McCall shot him in 1876.

Back to drinkin…

Dead Drunk – was first used in the 1590’s, and in a “dead soldier” became an empty bottle of liquor in 1913.

Thank you to the television show – “American Slang”, and to the web-site “Online Etymology
If you ever want to grow a braincell back after all of that drinking…
Check out Paul’s Pick of the week: Online Etymology” 

And a final thought…

“What the caterpillar calls the end of the world, the master calls a butterfly. – Richard Bach

Richard Bach - What the caterpillar calls the end of the world, the master calls a butterfly
Applied Utility Auditors - For When You're Over Your Head in Overhead

LWBRA Golf Outing Results And News! The winning number for the two $75.00 gift certificates to Ophelia’s on Siesta Key is 175

Hello! I hope you remember us from the last three LWRBA golf outings where we provided ice cream, frozen snickers, and infused watermelon. I plan on being there again next year, so I hope to see you.
The winning number for the two $75.00 gift certificates to Ophelia’s on Siesta Key is 175. Good luck, and I had fun meeting you all. Too bad there was a delay due to slow play, but it was good that it happened at 17, a virtual oasis on a hot day. Thanks again for stopping by.  Be well! 
Email Us  to Claim Your Prize
My goal over  the last 30 years  has been to re-purpose the dollars you now spend on various services , and swap those  dollars for current  advanced technology, and/ or  reduce overhead  and  secure  refunds from suppliers, and utility and telecom companies.
Also I want to invite you to an after work executive conference such as the one we held in New Jersey, see enclosed regarding this event. My goal is to provide an instructional forum for you, and your peers to discuss topics that are relevant to your business operation and improve its bottom line.  We welcome IT, legal and accounting professional, C level execs, and owners. 
Our clients range from a 20 person architectural firm to Fortune 500’s. We will have experts in IT, telecom, risk analysis, compliance, Wi-Fi, Cost reduction, and managed services. The topics are:

  • Unified communication in conjunction with Office 365, or as component in a hosted telecom system. Enabling  the voice component in Office 365 
  • Clients include Legal firms, CPA firms, Fortune 500’s, medical ,and SMB’s
  • Hosted /cloud based data services and Remote Desktop to allow you and your staff to function onsite or remotely with triple redundancy, and Disaster recovery built in. 
  •  Clients include fortune 500’s. a 5000 person medical services  co., United  Way, the Palm restaurant chain, and SMB’s
  • Telecom, IT, and utility audits; are your bills correct and are you aware that there may be tariffs that are better suited for your organization. 
  • Clients include; mall owners, fortune 500’s , municipalities, water authorities, and SMB;’s
  • Disability and health care review. Are you overpaying for these services? Who on staff is an expert on reviewing claims and charges? 
  • Reducing ongoing business expenses. 
  • Insurance risk analysis; allow us to review your exposure, and cost as we have done for companies throughout the US.

5 Things CFOs Hate About IT

Technologists love to grouse about how “the bean counters” stand in the way of awesomeness. But guess what? That street goes both ways.

I recently had the opportunity to ask four finance executives from a range of industries — pharma, academia, consulting and retail — what irks them about IT. If you assume their complaints were industry-specific, you’re wrong. In fact, there are remarkable similarities, and the grievances flowed freely.

This might come as a surprise, as more than 80% of the IT executives responding to our 2013 InformationWeek Global CIO Survey rated their relationships with finance as good (48%) or excellent (33%). Unfortunately, your CFO may not feel quite as simpatico.
chart: Business User Satisfaction with IT projects
Top gripes include:
1. The stickiness of the status quo: “We end up with very large budgets that keep us parked in yesterday,” says Keith Perry, VP of finance for Rexanto, which works with pharma companies to add efficiency to the supply chain. It’s the classic 80/20 conundrum, where huge investments in legacy technologies keep IT glued to the past. Most CIOs don’t like that situation any better than CFOs, but they’re often too busy keeping legacy systems running to figure out how to make the break. At least, that’s the charitable assumption. The more jaded tend to conclude that change takes effort, and automation and cloud have an inverse effect on IT job security. Thus we cling to expensive, aging data centers and manual processes.
2. The whiz-bang factor: Even as they resist some advances, CIOs are on the lookout for that next groundbreaking advance that will finally move the business to the next level — without, of course, cutting their budget or head count. And let’s face it, many IT pros are suckers for shiny demos. The problem is, hot and flashy often equals expensive and not fully baked. “IT inadequately researches the benefits and ROI prior to rushing in and spending money on new technology,” says one CFO. From another in the retail industry: “If it works, do not mess with it. There is no need to consistently update hardware to the most current versions.” A related gripe is that IT does not have a firm handle on all of the costs it generates. A new unified communications system might facilitate collaboration, but it comes with training costs and may require adding bandwidth or quality of service to a WAN. Why not just have people use Skype?

If these strike you as contradictory — our CIOs won’t change with the times; our CIOs want to try too many new things — check the underlying theme: CIOs want to spend money and upgrade systems as long as they can still protect their turf. We saw this theme in our last IT Perception Survey, where only 43% of non-IT respondents said they consider their IT teams integral to the business; 54% see IT as a support or maintenance organization and not an innovator. Responses from technologists, of course, were strikingly different.

3. Failure to do risk analysis: CFOs worry not just about straight dollar costs, but risk-based costs, both total potential and average. Risk analysis is needed for basic financial decisions, like insuring against business loss or selecting between self-insuring and buying insurance, with the latter being appropriate for high-volatility situations. Risk analysis is also critical in making purchasing decisions. “I recall an example where [risk analysis] was done well,” says Perry, and as result his company invested in Connected Backup (now Autonomy), an automated endpoint data protection system that worked wherever users happened to be. “Expensive, but worth every penny given that your average laptop seems to have a half-life of 18 months but a waterfall life of twice that, and assuming that a large fraction of your laptops will fail, resulting in significant downtime.” If employees are heavily dependent on PCs and you haven’t bought new systems in a few years, it doesn’t take a high failure rate to make $100 per seat for automatic backup a good deal, but figuring that out requires analysis.
4. Delusions of, if not grandeur, then at least adequacy: Many CFOs believe that IT simply does not deliver the technology innovation they need to effectively run the business. If that again seems counterintuitive to point No. 2, you’re right. But the fact remains that every CFO I spoke with said that IT service levels do not always meet expectations given the cost. One recalled an instance in which IT made a huge investment in a set of software, hardware and processes designed — and effective — for a specific purpose. Things went off the rails to the tune of a multimillion-dollar failure when they tried to reuse the same build to address materially different problems. It was very much a “if you have a hammer, everything looks like a nail” situation. CFOs wish IT teams would know when they’re in over their heads and stop digging. Again, our IT Perception Survey backs this up: Just 18% of non-IT respondents say business users are very or completely satisfied with the quality, timeliness and cost of IT projects. Among IT, it was 29%.
5. Dismissing the “why do we need you?” question: Like line-of-business managers, CFOs are starting to look at doing more with cloud-based providers and spending less on internal IT resources. No one better understands the capex versus opex trade-off, and they’d be lying if they said the idea of gaining leverage to force IT to be more accommodating isn’t attractive. In fact, a controller from a major U.S. university says IT routinely makes projects more difficult than they need to be and blames compliance for roadblocks clearly intended to keep out cloud providers and other service providers and make IT indispensable. “I’m currently fighting to get an advisee company to move off of tape backup to something both cheaper and more effective,” says Perry — without success. “Whether this failure is because IT is treated as a cost center, so isn’t given budget for saving money, or has a cost-center mindset and simply doesn’t try, is not for me to judge.”

One CFO cited an instance in which project managers overrode the CIO’s budget priorities, forcing through a major change that increased costs but ameliorated risk and added flexibility. In some shops, all of this adds up to CFOs not viewing the CIO as a key player in determining business strategy. That may be the biggest fail of all. So what to do? In our 2013 Budget Outlook Survey, Jonathan Feldman boils it down: Adopt a relentless drive to create business productivity, cut costs and create revenue with IT innovation. Get out of resourcing survival mode. Delight those who have provided sufficient resources to run a truly great operation. The CFO might add, stop thinking, and spending, like you’re the only game in town.

New Jersey Law Firm Celebrates 50 Years


NEWTON — Local law firm Hollander, Strelzik, Pasculli, Pasculli, Hinkes, Wojcik, Gacquin, Vandenberg & Hontz is celebrating its 50th year of service to northern New Jersey residents.

The law firm was founded in 1964 by current partner Sanford Hollander, along with Albert Trapasso, and Frank Dolan. It originally employed five other staff members in addition to the three partners.

The firm was originally housed within the Sussex & Merchants National Bank Building on Spring Street. A short time later, the business moved across the Newton Town Square to 40 Park Place, the site it has occupied ever since.

According to Hollander, the keys to the firm’s success have been its ability to evolve as the law has evolved, and by taking advantage of the opportunity to hire attorneys who are specialists in their fields.

“In the beginning, we were generalists, as were most lawyers,” Hollander said. “Although Frank Dolan was a superior trial lawyer. When I came back to Sussex County there must have been 35 lawyers in the entire county. There were more cows than people.”

Hollander says law has changed with the expanding role of government creating rules and regulations.

“It’s incomprehensible how much they have proliferated over the past 50 years,” Hollander said.

He specializes in real estate transactions, estate planning and administration. The firm has continued to expand and now numbers 10 attorneys, along with 10 support staff. Each attorney is able to focus on an area of specialty, such as family law, elder law, workman’s compensation, personal injury, land use, bankruptcy, and other issues.

“There is a unique family spirit in this law firm,” Hollander said. “Everybody likes each other. We strive to serve the best interests of our clients and the public.” He is quick to add, “But that doesn’t mean that we’re not fierce advocates! We work very well with each other and with our clients. We’re always looking for lawyers who will be compatible with us and fit into our culture and philosophy.”

Health Care Utility Consulting & Auditing

Allow us to share our 30+ years of healthcare experience. It is our goal to find savings that will allow you to either upgrade systems, operate more efficiently, and to direct more money to your bottom line.

Our auditing is performed on a contingency fee basis. We do the research and legwork required in recovering the money you have already spent and continue to spend. There is no charge to you if we do not find any errors or areas where we can affect savings/reductions. Some examples:

  • We saved Lakeland Healthcare over $1200.00 per month on telephone services which they used to pay for a new telephone system for the entire facility. We provided our in house financing on an installment sale basis. This system also provided dial tone to the residents, providing a profit center that generates over $2,000.00 per month.
  • Provided a system design that upgraded their 30+ year old Dukane hands free intercom system, into a state of the art audio-visual nurse-call system with 2 way voice to the residents, at a savings of $40,000.00 when compared to a new Dukane system.
  • At Liberty Manor Assisted Living we supervised/ acted as G.C. for their low voltage systems including: Telephones for administration as well as the residents, which provided a profit center.
  • Integrated the wireless nurse call, wander, door alarms, and fire alarms to wireless, and wired telephones. A full description and magazine article regarding this unique solution is available in a separate white paper.
  • We also provide a solution to save on utility expenses, and are expert in discovering billing errors.