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WHAT IF HE WERE A COUNTRY AND WESTERN SINGER?

December 17, 2019 Humor

We’re supposed to feel badly because this (c)rapper says he’s being drugged and beaten in prison.

1. blood tests show no drugs
2. he has an extensive criminal record including sexual assault (feminists silent, naturally, because he’s a nigger)
3. the Grammys suck his ass at every opportunity

What does that say about the Grammys other than it’s a criminal-supporting enterprise?

Imagine if it were Travis Tritt, Clint Black or some other more modern CW singer? He’d be banned.

South Florida rapper Kodak Black is apparently having a tough time in prison and is posting about it on his Instagram account.

The jailed hip-hop artist, whose real name is Bill K. Kapri claims he was “laced with an unknown substance” while inside the Federal Detention Center in Miami. He says the substance gave him “an out of body experience and had me feeling like I was possessed and dying slowly.”

He goes on to say he was denied medical attention when he attempted to seek help.

But that’s not all. The rapper’s post says he is being subjected to beatings and torture inside the prison, where he is currently serving a 3 1/2-year prison sentence on federal weapons charges for lying on a federal application to buy guns.

The incarcerated rapper says he had a near death experience which “felt like dogs were tearing at my skin while they were grabbing and beating me while I was under the influence of this unknown substance that mysteriously hasn’t popped up in my Urine analysis and mysteriously the inmate I was fighting with went home the next day,” Kodak Black said.

He also blamed the guards for beating him so hard, he “had to be taken to the Box in a wheelchair.”

He says he’s been there for 45 days “without commissary, hygiene stressed out and on psych meds.”

In addition to all of that, Kodak says he’s had to mourn the death of his “brother Juice WRLD behind the doors.”

Black has a lengthy rap sheet in Florida, having been charged at different times with drug and weapons possession, armed robbery, sexual assault, probation violations and fleeing from officers.

The Grammy-nominated rapper, known for singles “ZeZe” and “Roll in Peace,” also faces drug, weapons and sexual assault charges in other states.

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ANTZ-IN-PANTZ ……

WHEN ADS WERE LESS P.C. AND MORE ENGAGING

October 9, 2019 Humor

H/T: KIM

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ANTZ-IN-PANTZ ……

WHEN ADS WERE LESS P.C. AND MORE ENGAGING

October 6, 2019 Humor

H/T: KIM

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ANTZ-IN-PANTZ ……

WHEN ADS WERE LESS P.C. AND MORE ENGAGING

October 5, 2019 Humor

H/T: KIM

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ANTZ-IN-PANTZ ……

WHEN ADS WERE LESS P.C. AND MORE ENGAGING

September 29, 2019 Humor

H/T: KIM

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ANTZ-IN-PANTZ ……

WHEN ADS WERE LESS P.C. AND MORE ENGAGING

September 22, 2019 Humor

H/T: KIM

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ANTZ-IN-PANTZ ……

What If Employees Were Engaged To Work Like Consumers Are Engaged To Buy?

May 17, 2018 SAP

For nerds, the weeks right before finals are a Cinderella moment. Suddenly they’re stars. Pocket protectors are fashionable; people find their jokes a whole lot funnier; Dungeons & Dragons sounds cool.

Many CIOs are enjoying this kind of moment now, as companies everywhere face the business equivalent of a final exam for a vital class they have managed to mostly avoid so far: digital transformation.

But as always, there is a limit to nerdy magic. No matter how helpful CIOs try to be, their classmates still won’t pass if they don’t learn the material. With IT increasingly central to every business—from the customer experience to the offering to the business model itself—we all need to start thinking like CIOs.

Pass the digital transformation exam, and you probably have a bright future ahead. A recent SAP-Oxford Economics study of 3,100 organizations in a variety of industries across 17 countries found that the companies that have taken the lead in digital transformation earn higher profits and revenues and have more competitive differentiation than their peers. They also expect 23% more revenue growth from their digital initiatives over the next two years—an estimate 2.5 to 4 times larger than the average company’s.

But the market is grading on a steep curve: this same SAP-Oxford study found that only 3% have completed some degree of digital transformation across their organization. Other surveys also suggest that most companies won’t be graduating anytime soon: in one recent survey of 450 heads of digital transformation for enterprises in the United States, United Kingdom, France, and Germany by technology company Couchbase, 90% agreed that most digital projects fail to meet expectations and deliver only incremental improvements. Worse: over half (54%) believe that organizations that don’t succeed with their transformation project will fail or be absorbed by a savvier competitor within four years.

Companies that are making the grade understand that unlike earlier technical advances, digital transformation doesn’t just support the business, it’s the future of the business. That’s why 60% of digital leading companies have entrusted the leadership of their transformation to their CIO, and that’s why experts say businesspeople must do more than have a vague understanding of the technology. They must also master a way of thinking and looking at business challenges that is unfamiliar to most people outside the IT department.

In other words, if you don’t think like a CIO yet, now is a very good time to learn.

However, given that you probably don’t have a spare 15 years to learn what your CIO knows, we asked the experts what makes CIO thinking distinctive. Here are the top eight mind hacks.

1. Think in Systems

Q118 Feature3 img1 Jump What If Employees Were Engaged To Work Like Consumers Are Engaged To Buy? A lot of businesspeople are used to seeing their organization as a series of loosely joined silos. But in the world of digital business, everything is part of a larger system.

CIOs have known for a long time that smart processes win. Whether they were installing enterprise resource planning systems or working with the business to imagine the customer’s journey, they always had to think in holistic ways that crossed traditional departmental, functional, and operational boundaries.

Unlike other business leaders, CIOs spend their careers looking across systems. Why did our supply chain go down? How can we support this new business initiative beyond a single department or function? Now supported by end-to-end process methodologies such as design thinking, good CIOs have developed a way of looking at the company that can lead to radical simplifications that can reduce cost and improve performance at the same time.

They are also used to thinking beyond temporal boundaries. “This idea that the power of technology doubles every two years means that as you’re planning ahead you can’t think in terms of a linear process, you have to think in terms of huge jumps,” says Jay Ferro, CIO of TransPerfect, a New York–based global translation firm.

No wonder the SAP-Oxford transformation study found that one of the values transformational leaders shared was a tendency to look beyond silos and view the digital transformation as a company-wide initiative.

This will come in handy because in digital transformation, not only do business processes evolve but the company’s entire value proposition changes, says Jeanne Ross, principal research scientist at the Center for Information Systems Research at the Massachusetts Institute of Technology (MIT). “It either already has or it’s going to, because digital technologies make things possible that weren’t possible before,” she explains.

2. Work in Diverse Teams

When it comes to large projects, CIOs have always needed input from a diverse collection of businesspeople to be successful. The best have developed ways to convince and cajole reluctant participants to come to the table. They seek out technology enthusiasts in the business and those who are respected by their peers to help build passion and commitment among the halfhearted.

Digital transformation amps up the urgency for building diverse teams even further. “A small, focused group simply won’t have the same breadth of perspective as a team that includes a salesperson and a service person and a development person, as well as an IT person,” says Ross.

At Lenovo, the global technology giant, many of these cross-functional teams become so used to working together that it’s hard to tell where each member originally belonged: “You can’t tell who is business or IT; you can’t tell who is product, IT, or design,” says the company’s CIO, Arthur Hu.

One interesting corollary of this trend toward broader teamwork is that talent is a priority among digital leaders: they spend more on training their employees and partners than ordinary companies, as well as on hiring the people they need, according to the SAP-Oxford Economics survey. They’re also already being rewarded for their faith in their teams: 71% of leaders say that their successful digital transformation has made it easier for them to attract and retain talent, and 64% say that their employees are now more engaged than they were before the transformation.

3. Become a Consultant

Good CIOs have long needed to be internal consultants to the business. Ever since technology moved out of the glasshouse and onto employees’ desks, CIOs have not only needed a deep understanding of the goals of a given project but also to make sure that the project didn’t stray from those goals, even after the businesspeople who had ordered the project went back to their day jobs. “Businesspeople didn’t really need to get into the details of what IT was really doing,” recalls Ferro. “They just had a set of demands and said, ‘Hey, IT, go do that.’”

But that was then. Now software has become so integral to the business that nobody can afford to walk away. Businesspeople must join the ranks of the IT consultants. “If you’re building a house, you don’t just disappear for six months and come back and go, ‘Oh, it looks pretty good,’” says Ferro. “You’re on that work site constantly and all of a sudden you’re looking at something, going, ‘Well, that looked really good on the blueprint, not sure it makes sense in reality. Let’s move that over six feet.’ Or, ‘I don’t know if I like that anymore.’ It’s really not much different in application development or for IT or technical projects, where on paper it looked really good and three weeks in, in that second sprint, you’re going, ‘Oh, now that I look at it, that’s really stupid.’”

4. Learn Horizontal Leadership

CIOs have always needed the ability to educate and influence other leaders that they don’t directly control. For major IT projects to be successful, they need other leaders to contribute budget, time, and resources from multiple areas of the business.

It’s a kind of horizontal leadership that will become critical for businesspeople to acquire in digital transformation. “The leadership role becomes one much more of coaching others across the organization—encouraging people to be creative, making sure everybody knows how to use data well,” Ross says.

In this team-based environment, having all the answers becomes less important. “It used to be that the best business executives and leaders had the best answers. Today that is no longer the case,” observes Gary Cokins, a technology consultant who focuses on analytics-based performance management. “Increasingly, it’s the executives and leaders who ask the best questions. There is too much volatility and uncertainty for them to rely on their intuition or past experiences.”

Many experts expect this trend to continue as the confluence of automation and data keeps chipping away at the organizational pyramid. “Hierarchical, command-and-control leadership will become obsolete,” says Edward Hess, professor of business administration and Batten executive-in-residence at the Darden School of Business at the University of Virginia. “Flatter, distributive leadership via teams will become the dominant structure.”

5. Understand Process Design

When business processes were simpler, IT could analyze the process and improve it without input from the business. But today many processes are triggered on the fly by the customer, making a seamless customer experience more difficult to build without the benefit of a larger, multifunctional team. In a highly digitalized organization like Amazon, which releases thousands of new software programs each year, IT can no longer do it all.

While businesspeople aren’t expected to start coding, their involvement in process design is crucial. One of the techniques that many organizations have adopted to help IT and businesspeople visualize business processes together is design thinking (for more on design thinking techniques, see “A Cult of Creation“).

Customers aren’t the only ones who benefit from better processes. Among the 100 companies the SAP-Oxford Economics researchers have identified as digital leaders, two-thirds say that they are making their employees’ lives easier by eliminating process roadblocks that interfere with their ability to do their jobs. Ninety percent of leaders surveyed expect to see value from these projects in the next two years alone.

6. Learn to Keep Learning

The ability to learn and keep learning has been a part of IT from the start. Since the first mainframes in the 1950s, technologists have understood that they need to keep reinventing themselves and their skills to adapt to the changes around them.

Now that’s starting to become part of other job descriptions too. Many companies are investing in teaching their employees new digital skills. One South American auto products company, for example, has created a custom-education institute that trained 20,000 employees and partner-employees in 2016. In addition to training current staff, many leading digital companies are also hiring new employees and creating new roles, such as a chief robotics officer, to support their digital transformation efforts.

Nicolas van Zeebroeck, professor of information systems and digital business innovation at the Solvay Brussels School of Economics and Management at the Free University of Brussels, says that he expects the ability to learn quickly will remain crucial. “If I had to think of one critical skill,” he explains, “I would have to say it’s the ability to learn and keep learning—the ability to challenge the status quo and question what you take for granted.”

7. Fail Smarter

Traditionally, CIOs tended to be good at thinking through tests that would allow the company to experiment with new technology without risking the entire network.

This is another unfamiliar skill that smart managers are trying to pick up. “There’s a lot of trial and error in the best companies right now,” notes MIT’s Ross. But there’s a catch, she adds. “Most companies aren’t designed for trial and error—they’re trying to avoid an error,” she says.

Q118 Feature3 img4 fail What If Employees Were Engaged To Work Like Consumers Are Engaged To Buy? To learn how to do it better, take your lead from IT, where many people have already learned to work in small, innovative teams that use agile development principles, advises Ross.

For example, business managers must learn how to think in terms of a minimum viable product: build a simple version of what you have in mind, test it, and if it works start building. “You don’t build the whole thing at once anymore.… It’s really important to build things incrementally,” Ross says.

Flexibility and the ability to capitalize on accidental discoveries during experimentation are more important than having a concrete project plan, says Ross. At Spotify, the music service, and CarMax, the used-car retailer, change is driven not from the center but from small teams that have developed something new. “The thing you have to get comfortable with is not having the formalized plan that we would have traditionally relied on, because as soon as you insist on that, you limit your ability to keep learning,” Ross warns.

8. Understand the True Cost—and Speed—of Data

Gut instincts have never had much to do with being a CIO; now they should have less to do with being an ordinary manager as well, as data becomes more important.

As part of that calculation, businesspeople must have the ability to analyze the value of the data that they seek. “You’ll need to apply a pinch of knowledge salt to your data,” advises Solvay’s van Zeebroeck. “What really matters is the ability not just to tap into data but to see what is behind the data. Is it a fair representation? Is it impartial?”

Increasingly, businesspeople will need to do their analysis in real time, just as CIOs have always had to manage live systems and processes. Moving toward real-time reports and away from paper-based decisions increases accuracy and effectiveness—and leaves less time for long meetings and PowerPoint presentations (let us all rejoice).

Not Every CIO Is Ready

Of course, not all CIOs are ready for these changes. Just as high school has a lot of false positives—genius nerds who turn out to be merely nearsighted—so there are many CIOs who aren’t good role models for transformation.

Success as a CIO these days requires more than delivering near-perfect uptime, says Lenovo’s Hu. You need to be able to understand the business as well. Some CIOs simply don’t have all the business skills that are needed to succeed in the transformation. Others lack the internal clout: a 2016 KPMG study found that only 34% of CIOs report directly to the CEO.

This lack of a strategic perspective is holding back digital transformation at many organizations. They approach digital transformation as a cool, one-off project: we’re going to put this new mobile app in place and we’re done. But that’s not a systematic approach; it’s an island of innovation that doesn’t join up with the other islands of innovation. In the longer term, this kind of development creates more problems than it fixes.

Such organizations are not building in the capacity for change; they’re trying to get away with just doing it once rather than thinking about how they’re going to use digitalization as a means to constantly experiment and become a better company over the long term.

Q118 Feature3 img6 CIOready What If Employees Were Engaged To Work Like Consumers Are Engaged To Buy? As a result, in some companies, the most interesting tech developments are happening despite IT, not because of it. “There’s an alarming digital divide within many companies. Marketers are developing nimble software to give customers an engaging, personalized experience, while IT departments remain focused on the legacy infrastructure. The front and back ends aren’t working together, resulting in appealing web sites and apps that don’t quite deliver,” writes George Colony, founder, chairman, and CEO of Forrester Research, in the MIT Sloan Management Review.

Thanks to cloud computing and easier development tools, many departments are developing on their own, without IT’s support. These days, anybody with a credit card can do it.

Traditionally, IT departments looked askance at these kinds of do-it-yourself shadow IT programs, but that’s changing. Ferro, for one, says that it’s better to look at those teams not as rogue groups but as people who are trying to help. “It’s less about ‘Hey, something’s escaped,’ and more about ‘No, we just actually grew our capacity and grew our ability to innovate,’” he explains.

“I don’t like the term ‘shadow IT,’” agrees Lenovo’s Hu. “I think it’s an artifact of a very traditional CIO team. If you think of it as shadow IT, you’re out of step with reality,” he says.

The reality today is that a company needs both a strong IT department and strong digital capacities outside its IT department. If the relationship is good, the CIO and IT become valuable allies in helping businesspeople add digital capabilities without disrupting or duplicating existing IT infrastructure.

If a company already has strong digital capacities, it should be able to move forward quickly, according to Ross. But many companies are still playing catch-up and aren’t even ready to begin transforming, as the SAP-Oxford Economics survey shows.

For enterprises where business and IT are unable to get their collective act together, Ross predicts that the next few years will be rough. “I think these companies ought to panic,” she says. D!

About the Authors

Thomas Saueressig is Chief Information Officer at SAP.

Timo Elliott is an Innovation Evangelist at SAP.

Sam Yen is Chief Design Officer at SAP and Managing Director of SAP Labs.

Bennett Voyles is a Berlin-based business writer.

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Digitalist Magazine

Google: 60.3% of potentially harmful Android apps in 2017 were detected via machine learning

March 19, 2018 Big Data

Google released its Android Security 2017 Year in Review report today, the fourth installment of the company’s attempt to educate the public about Android’s various layers of security and its failings. One of the most interesting learnings to come out of the report is that 60.3 percent of Potentially Harmful Apps (PHAs) were detected via machine learning.

The detection is done by a service called Google Play Protect, which is enabled on over 2 billion devices (running Android 4.3 and up) to constantly scan Android apps for malicious activity. Play Protect uses a variety of tactics to keep users and their data safe, but machine learning is particularly effective in helping catch PHAs.

Automatic and manual scanning

When Google shared earlier this year that more than 700,000 apps were removed from Google Play in 2017 for violating the app store’s policies (a 70 percent year-over-year increase), the company credited its implementation of machine learning models and techniques to detect abusive app content and behaviors such as impersonation, inappropriate content, or malware.

But the company did not share any details. Now we’re learning that 6 out of every 10 detections were thanks to machine learning. Oh, and the team says “we expect this to increase in the future.”

Every day, Play Protect automatically reviews more than 50 billion apps — these automatic reviews led to the removal of nearly 39 million PHAs last year, Google shared. Play Protect automatically checks Android devices for PHAs at least once every day, but users can conduct a review manually if they want:

Until only recently, Play Protect required devices to be online. When Google found that nearly 35 percent of new PHA installations were occurring while a device was offline or had lost network connectivity, it moved to develop a new feature to address the problem. In October 2017, Play Protect got an offline scanning feature, which has since prevented 10 million more PHA installs.

Google Play versus third-party app stores

Android devices ship with the Google Play store, which in most countries is where users get their apps. In some countries, however, third-party Android app stores are the only option or a popular alternative, or users share apps directly between themselves. Google revealed in its report that Android devices that only download apps from Google Play are 9 times less likely to get a PHA than devices that download apps from other sources, as you can see below.

In 2017, 0.56 percent of all Android devices scanned by Play Protect had installed a PHA, compared to 0.77 percent in 2016. Furthermore, the annual probability that a user downloaded a PHA from Google Play was 0.02 percent in 2017, down from 0.04 percent in 2017.

But the real progress was made with Google’s desire to protect Android users regardless of where they got their apps. Play Protect can remove any PHA from the Google Play store, but of course it can’t do the same for third-party app stores. Play Protect can only warn an Android user that an app is a PHA, although in the case of ransomware or banking phishing apps, it can also block the installation. Google thus tracks installation attempts for apps installed from outside of Google Play to see if Play Protect is having an impact.

Play Protect prevented 74 percent of PHA installation attempts with warnings and protections in 2017, compared to 55 percent in 2016. Google did not break out the remaining 26 percent between PHAs that were installed before Google identified them as threats and users who decided to ignore Play Protect’s warnings to install the PHA. Still, 1.22 percent of all app install attempts from outside of Google Play ended with a PHA installation in 2017, compared to 3.32 percent in 2016.

Given that Play Protect doesn’t just secure Google Play, it seems like a more apt name would be Android Protect. The report also talked about rewards given out by Android’s bug bounty programs, though the high-level results were already shared earlier this year.

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Big Data – VentureBeat

These paper boots were made for walkin’

March 5, 2018 Humor

Posted by Krisgo

These paper boots were made for walkin’

via

About Krisgo

I’m a mom, that has worn many different hats in this life; from scout leader, camp craft teacher, parents group president, colorguard coach, member of the community band, stay-at-home-mom to full time worker, I’ve done it all– almost! I still love learning new things, especially creating and cooking. Most of all I love to laugh! Thanks for visiting – come back soon

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Deep Fried Bits

“Parts Of It Were The Most Fun I Ever Had”

November 27, 2017 Humor

November 25, 2017 in Excerpts, Politics | Permalink

Fuck Ken Bone and the culture he rode in on.

Shame on the Undecided doofus of the 2016 Presidential debates himself for failing to take advantage of the endless educational opportunities in the country, remaining a barely formed adult fetus with the brain power of a bottle cap. Even more shame on those among us who felt it necessary to turn the red-sweatered sluggard into a meme, because Americans need to make every last goddamn thing into entertainment, to manufacture moments to fill the desperately dreary lives we’ve fashioned for ourselves, even if this stupidity can get us all killed.

Fuck the media for its role in the same, not only for making Bone a supporting actor in a national tragedy but for featuring as its star a racist, ignorant game-show host, helping to legitimize someone who should have been too low and louche to cut the ribbon at the opening of a brand-spanking new adult bookstore, let alone allowed to stain the sheets in the Lincoln Bedroom. And fuck the media again for continuing this dangerous bullshit. Should Mark Cuban run for President? How about Alec Baldwin? Will the Rock enter the race? Why aim so high? This comment is made with all earnestness: Our leadership is presently so dumb and dishonest that even Kim Kardashian would do a better job than our sitting President. Kim Fucking Kardashian.

The Illinois insta-celeb has apparently taken his eyes off of hacked Fappening photos of Jennifer Lawrence long enough to realize that Donald Trump isn’t doing a stellar job as President. Perhaps the unnecessary suffering of Puerto Ricans and U.S. Virgin Islanders and refugees and immigrants and poor people and non-white folks and even the white dummies who voted for a Simon Cowell-ish strongman has finally reached the slow-on-the-uptake Bone? Who knows and who cares. More likely, he’s just moving his mouth-hole again, making ignorant noises at random, because noise, not news, is what rules in this immature, ill-informed nation.

From Luke Mullins’ CNN article about the man who knew too little:

No one is more perplexed by his fame than Bone himself. “It’s almost over,” he says, “and I still don’t get it.”

Bone has experienced the rush and perils of instant celebrity over the past year. He served as a special correspondent for ABC’s Jimmy Kimmel Live and walked the red carpet at a Hollywood movie premier. But he’s also witnessed police in bulletproof vests sweep his house for explosives and endured withering criticism for comments he made prior to his time in the spotlight.

“Parts of it were a real bummer,” Bone told me. “Parts of it were the most fun I ever had.”

It all started last fall, when Bone, a married father of one living in the St. Louis suburb of Belleville, Illinois, received a call from a Gallup poll researcher asking if he was committed to voting for either Clinton or Trump. He said he wasn’t and agreed to have his name added to the pool of undecided voters under consideration to appear on stage during the upcoming town hall-style debate at nearby Washington University in St. Louis.

Bone, who works at a coal fired power plant, was eventually selected to participate. After CNN’s Anderson Cooper, one of the debate moderators, gave him the floor, nearly 67 million television viewers watched an ordinary 34-year-old man ask a thoughtful question of two deeply-flawed candidates: “What steps will your energy policy take to meet our energy needs while at the same time remaining environmentally friendly and minimizing job loss for fossil power plant workers?”

Right away, Bone’s red sweater lit up social media, with memes including one with a photograph of his chubby, mustached face above the question: “How will you protect my job as a card on Guess Who?” receiving tens of thousands of retweets. His name soon began trending online, and popularity increased further when video footage circulated of Bone taking photographs of the stage with a disposable camera. Less than an hour after the debate, New York Magazine declared that Bone’s “vibrant red sweater, pure and earnest face, and enthusiastically delivered question about energy sources have boosted him to internet-celebrity status.”•

Tags:Ken Bone, Luke Mullins

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Tag Archives: We’re

WHAT IF HE WERE A COUNTRY AND WESTERN SINGER?

WHEN ADS WERE LESS P.C. AND MORE ENGAGING

WHEN ADS WERE LESS P.C. AND MORE ENGAGING

WHEN ADS WERE LESS P.C. AND MORE ENGAGING

WHEN ADS WERE LESS P.C. AND MORE ENGAGING

WHEN ADS WERE LESS P.C. AND MORE ENGAGING

What If Employees Were Engaged To Work Like Consumers Are Engaged To Buy?

1. Think in Systems

2. Work in Diverse Teams

3. Become a Consultant

4. Learn Horizontal Leadership

5. Understand Process Design

6. Learn to Keep Learning

7. Fail Smarter

8. Understand the True Cost—and Speed—of Data

Not Every CIO Is Ready

About the Authors

Google: 60.3% of potentially harmful Android apps in 2017 were detected via machine learning

Automatic and manual scanning

Google Play versus third-party app stores

These paper boots were made for walkin’

About Krisgo

“Parts Of It Were The Most Fun I Ever Had”

Afflictor on Twitter

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Tag Archives: We’re

1. Think in Systems

2. Work in Diverse Teams

3. Become a Consultant

4. Learn Horizontal Leadership

5. Understand Process Design

6. Learn to Keep Learning

7. Fail Smarter

8. Understand the True Cost—and Speed—of Data

Not Every CIO Is Ready

About the Authors

Automatic and manual scanning

Google Play versus third-party app stores

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About Krisgo

Afflictor on Twitter

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Do a search, Sherlock.

Would It Kill You To Email Me?

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