Go Big or Go Home

I’ve been in Y Combinator twice. I’ve been running my own businesses for over 12 years. So I’ve been around quite a few people who didn’t get the inflection point they wanted after trying to start the next ‘billion dollar company’, so packed it up, and quit the game. Does it really have to be like that?In 1992, a young kid got lucky. He was in the right bar at the right time and met a casting director who launched his acting career. It turned into quite a decent career.But there was a problem.He was quickly typecast. Every single movie he was in had the same formula of having our actor showcase his charm and good looks. The paycheck was great, but it wasn’t any fun.Then… he disappeared.For two years, after what first looked like the peak of this actor’s career, he wasn’t in anything. The scripts dried up. People stopped sending him things. They got the message he was sick of the formulaic role that had been making him and the studios a lot of money. And studios like to make a lot of money.It didn’t help that his final project before his disappearance had a 28% Rotten Tomatoes score. Ebert mentioned: “The potential is here for a comedy that could have been hilarious.” This isn’t the film you want to start your walkabout after.If they’re like this, we’re in deep shit. That’s why you book your next job before the movie comes out.-Ari GoldBut, finally after a few years of obscurity, the director who started his career had a project. It was different. He’d get to be different. The problem: it didn’t pay well. The budget was 1/7th the budget of his dud movie he left with in 2009.What does he do?“Go big or go home” didn’t become part of our lexicon until the 1990'sGoogle n-grams count of the times the phrase is found in booksSince then, that expression permeates far too many projects and people’s careers. I don’t know if it’s because of some misplaced “artistic integrity” or psychological desire to complete sets of things that makes us want Everything from our project or nothing at all. But it’s a terrible thing that afflicts too many good ideas. Ideas that, for whatever reason, are small. They have small budgets. They aren’t billion dollar unicorn businesses. They don’t have exponential hopes. So people abandon these great ideas because the biggest payoff isn’t possible.Our actor takes some of these oddball low budget movies. He does a string of them from 2011–2013. And to offset, he gets some commercial work. The commercials are a little weird. He’s made fun of. When someone asked him about the flack he gets about the commercials:Fuck that. Because I’m going to. And I like ’em. And they pay well. And they allow me to go and do these other little movies for a lot less.Not everything we do needs a Go Big or Go Home mindset. There are ways to incorporate the smaller ideas. Your business is profitable but doesn’t make the exorbitant sum you were expecting? Don’t shut it down. Start another business. Do some consulting. Treat it as a side hustle.A favorite vlogger of mine is Charli Marie. In a recent video she and Matt Ragland talk about side hustles. Charli is involved with a bunch of side hustles. She’s putting all this work into her YouTube channel. She has a merchandise store of great stuff she’s designed. But she also works full time as a designer for ConvertKit, a company she’s not the owner of.If Charli had an attitude like too many of the Go Big or Go Home folks she’d have so much less of these projects, and she’d be miserable. Instead, she’s not a billionaire, but she’s in a place most people would love to be. If only they could drop the Go Big or Go Home mindset.Like our actor friend.In 2014, he finds himself onstage saying “Alright alright alright”, a line from his very first movie, and thanking a host of people for the award he won for his role in the low budget success of Dallas Buyers Club. It was Matthew McConaughey’s first Oscar.P.S. You should follow me on YouTube: youtube.com/nathankontny where I share more about how we run our business, do product design, market ourselves, and just get through life. And if you need a zero-learning-curve system to track leads and manage follow-ups, try Highrise.Go Big or Go Home was originally published in Signal v. Noise on Medium, where people are continuing the conversation by highlighting and responding to this story.


Source: 37signals


Grab Your Space in the Fall Session of the DrupalCoin Blockchain 8 Immersion Online Course

Here in Acquia Learning Services we just completed our first session of the DrupalCoin Blockchain 8 Developer Immersion Course w/ Certification prep – it was a great success!
Led by teacher Dallas Ramsden, 15 brave souls dug into D8 all summer with project-based learning and weekly virtual classrooms. The course just wrapped and students are already passing the D8 Developer exam.
We're kicking off the next session the week of September 5th: Reserve your space by this weekend to save $400.
Here’s what some of the students said:
Acquia Learning gave me the tools to earn DrupalCoin Blockchain 8 Developer Certification! — Phil
9 weeks of intense DrupalCoin Blockchain 8 goodness with a great instructor and a class full of hungry and eager DrupalCoin Blockchainers. — Eric
This was a valuable course. The targeted training materials and exercises focused my efforts, and the interaction with peers in the class accelerated my learning. — Jeramy
Class was great! I loved getting such a broad education while still being able to work around my busy schedule. — Jason a.k.a. "Dr J"
If you take an online certification course with Acquia, make sure Dallas is your instructor. You won't be sorry. — Elaine

The next session kicks off September 5th – Register by this weekend to save $400 off the class fee.
This innovative course is a ‘flipped’ virtual training that combines self-paced learning with weekly live virtual classroom sessions led by Dallas, an expert DrupalCoin Blockchain instructor. You’ll build a D8 project from scratch, learning site-building, theming, and module integrationalong the way.
As a bonus, the course fee includes a voucher to take the Acquia Certified Developer - D8 exam – a $250 value – plus a free retake if needed.
Learn all the details and register here to reserve your space.
If you have any questions prior to registering, email certification@acquia.com with ‘D8 Developer online course query’ at the beginning of the subject line.
Source: http://dev.acquia.com/


Web Developer - Dialogs - United States

Dialogs seeks a Web Developer (Dallas metroplex preferred) to join our team. Developers, Project Managers and Designers in a collaborative effort to build...
From Dialogs - Thu, 20 Jul 2017 07:39:36 GMT - View all United States jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


Senior DrupalCoin Blockchain Developer - Eagle Creek Software Services - Dallas, TX

5+ years developing DrupalCoin Blockchain enterprise websites that include custom modules. Experience configuring and deploying DrupalCoin Blockchain application stack in a secured...
From Eagle Creek Software Services - Sat, 10 Jun 2017 05:44:07 GMT - View all Dallas, TX jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


Front-End DrupalCoin Blockchain Developer / Themer - Level Ten Interactive - Dallas, TX

LevelTen Interactive, a leading DrupalCoin Blockchain agency in Dallas, TX, is growing again and has a full-time position open for an experienced DrupalCoin Blockchain front-end developer....
From Level Ten Interactive - Thu, 08 Jun 2017 08:32:17 GMT - View all Dallas, TX jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


DrupalCoin Blockchain Developer - Level Ten Interactive - Dallas, TX

Full time/part time/contract DrupalCoin Blockchain Developer job Dallas, TX/remote. LevelTen Interactive, a leading DrupalCoin Blockchain agency, has a full-time position for an experienced...
From Level Ten Interactive - Thu, 08 Jun 2017 08:32:10 GMT - View all Dallas, TX jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


The Business Cycle, Part 2

Illustration by Nate OttoIn 2010, as Worksman Cycles was emerging from the recession and ready to grow again, the maker of heavy-duty cycles saw an exciting opportunity to supply the bikes for New York City’s bike share program. But the city rejected Worksman’s proposal, and that disappointment lay the groundwork for the company to relocate to South Carolina, leaving behind the city it had been in since its founding in 1898.https://medium.com/media/901224cccd4e0495d70e91001864ff63/hrefThis is the second part of our story on Worksman Cycles. If you missed the first episode, which explores the company’s history and commitment to keep manufacturing bikes in the U.S., be sure to catch up!TranscriptWAILIN WONG: Hi everyone, it’s Wailin. This is the second episode in our two-parter about Worksman Cycles, so you should go back and listen to the previous episode if you haven’t already. It’s about how Worksman found its niche making industrial cycles and kept its manufacturing in the U.S. even as the rest of the American cycle industry moved overseas. And now here’s the second part.Worksman Cycles was founded in 1898 in New York. Its first factory stood where the original World Trade Center would later be built. The company’s industrial tricycles and bicycles are used in factories worldwide, but they’re also a constant presence on New York city streets as delivery vehicles. The vending division at Worksman invented the stainless steel hot dog cart. It doesn’t get much more New York than that. Wayne Sosin, the company’s president, grew up in Queens. But in 2015, Worksman decided to migrate south.WAYNE SOSIN: So how does a company that’s been in New York City for 118 years end up in Conway, South Carolina? Now that’s a good question.WAILIN: Welcome to The Distance, a podcast about long-running businesses. I’m Wailin Wong. On today’s show, how Worksman Cycles’ desire to stay and grow in America meant leaving the only city it’s ever known.JANICE: The Distance is a production of Basecamp. I’m Janice, a customer support rep at Basecamp. Basecamp is the better way to run your business. It’s an app for communicating with people and organizing projects and work. If you’re feeling overwhelmed by email, chat and meetings, give Basecamp a try. Sign up for a 30-day free trial at basecamp.com/thedistance.WAILIN: We’re in the company’s factory in Ozone Park, Queens, It’s a century-old building that once made hats, and later birthday candles. Worksman has been there since 1979. At the time I visited, in late March, they were still making some wheels at this factory while they gradually shifted those operations to South Carolina. Here’s Bruce Weinreb, who handles sales and marketing at Worksman.BRUCE WEINREB: We’re making bikes in such a traditional way that if you walked into this building in 1979, or if it was a bicycle factory, 1940, it would have been very much exactly how we’re doing it today. So you can see we’re lacing wheels by hand.Truing is when you make a wheel so it doesn’t wobble side to side. Every one of our wheels gets trued by hand. We’re talking many, many thousands of wheels every year.WAILIN: At the new factory in Conway, South Carolina, the work of making wheels and balancing them is done largely on modern equipment.WAYNE: The first machine places the spoke into the rim so that the nipple of the spoke gets tightened onto the rim to a certain tolerance, such a good tolerance that it can go through this robot over here and this robot will do the balancing of the wheel robotically, so if you watch, you see the wheel is being measured right now for its true-ness.Once we have the automated system working, it’s probably about 40 percent more efficient, which is a huge amount, I don’t have to tell you that, but we make so many unusual wheels and we do a lot of small runs that sometimes re-setting up a machine to run 20 wheels, it doesn’t pay. The setup time is so lengthy that by the time you set it up, you could have done it by hand. So we’re doing a combination of old and new.WAILIN: It’s not like Wayne just decided one day to go shopping for a more modern manufacturing facility and decided on Conway. The story of why Worksman left New York actually starts in Dallas, Texas, in 2010. Wayne was in town for the red carpet launch of that year’s Neiman Marcus Christmas Book, the department store’s annual catalog of over-the-top, outrageously expensive holiday gifts. Worksman had a $4,500 adult tricycle in the catalog that year, featuring fabric by fashion designer Tory Burch. While Wayne was in Dallas, he called aerospace company Lockheed Martin, one of his customers, and asked if he could visit their facility.WAYNE: They put me on the back of a golf cart—not a tricycle, but the back of a golf cart—and they gave me an official tour that took an hour and a half and they were showing me amazing things, the most modern factory I’d ever been in in my life. And the day I was there, the Kuwaiti airforce was being trained and flying F16s and I was outside watching them do touch and gos. It was amazing. So you go through this incredibly ultra-modern robotic plant and we saw our tricycles all over the place and when I’m done, a naval official is waiting for me. He says, “Are you Mr. Sosin? How’d you like the tour?” I said, “Well, to be honest with you, I wasn’t expecting this kind of VIP treatment. I can’t thank you enough.” He goes, “Well, do you want to know why we gave you that VIP tour, as you call it? We couldn’t run this plant as well as we do without Worksman tricycles.” And that reinvigorated me so because over the years, we’ve always been told oh you know, your technology, it’s so old-fashioned, who’s going to use this? There’s all sorts of modern things. Segway came out, oh they’re gonna cook your clock and you’re not gonna have tricycles anymore. And then I have the most modern facility at the time in the country tell me they can’t run the plant without Worksman tricycles? It just got me so motivated, and that’s one of the reasons that we knew we had to take the next step to grow the company.WAILIN: By then, 2010, Worksman was coming out of the recession and seeing business pick up again. Wayne felt like the company was bumping up against its production capacity and other constraints in New York.WAYNE: Taxes are high, getting trucks in and out of our facility was never easy, and we said, “Well, maybe we should be looking at something else one day.” But that’s a very big decision to make. Well, at the same time or shortly thereafter, New York City announced that they were looking for a company to run their bike share program. And we said, “Bingo, this is it.”WAILIN: Worksman had already supplied the cycles for bike sharing programs in cities like Tulsa, Oklahoma, as well as on college campuses. Bike share was a good fit for Worksman because it makes industrial strength cycles. One of their bicycles can hold up to 500 pounds. Wayne sells bikes to overweight riders who need something stronger than what other companies make, and upgraded tires on Worksman tricycles can roll over metal debris on factory floors without popping.WAYNE: We make heavy duty bikes and that’s what bike share is all about. New York City at the time said they were looking to deploy 50,000 bicycles within 6 years, which would just be an incredible growth opportunity for our company and we really wanted it in the worst way. We went ahead and put the proposal together and immediately, within three weeks, got a letter of rejection, which we did not deserve. But it was a huge, huge turnoff to us. The city we’d been in for 114 years at the time really shunned us. We weren’t shy about telling the press it didn’t happen and that we were treated pretty disrespectfully, in our opinion and I came out with a quote, something to the effect of, “Well, I guess New York City doesn’t appreciate our 60 manufacturing jobs. Maybe one day they’ll lose them.” It was sort of just an idle rant, if you will, but it was from the heart. I was, we were really hurt by this. So anyway, we started getting contacted by some states saying, “Gee, we heard you’re not so happy in New York. We’d love to have Worksman Cycles in Virginia, in Tennessee, in Kentucky.” If you can bring jobs to a state, they would do a lot of things to help you to make that happen. Well, we became very open-minded at this point. We looked within New York City. There was— Real estate was unavailable or unaffordable, I should say. And then you start looking at real estate that’s one-tenth the price in these states. In fact, the state of Kentucky literally offered us a building for a dollar. If we employed x amount of people, we could lease the building for a dollar a year and buy it for a dollar at the end. Myrtle Beach Regional Economic Development called one day and said, “Gee, we’d love to meet with you guys. We think it’s a great place to manufacture product.” And I’d been to Myrtle Beach so many times on golf trips and vacations and just didn’t see that as being a place that had a manufacturing base, but I was certainly open-minded.WAILIN: Conway, South Carolina is about 15 miles northwest of Myrtle Beach, in the same county. And if Wayne thought he had gotten the VIP treatment at the Lockheed Martin plant in Dallas back in 2010, he really got courted in Myrtle Beach. There was a technical college in the area and local officials said they would help train welders and machinists for Worksman. They offered tax incentives. And real estate costs were a fraction of what they were in New York. Wayne found a building in Conway that used to be a tobacco drying warehouse and a printing facility for a t-shirt company. It had a concrete floor and high ceilings and the right amount of square footage.WAYNE: And all the city officials for this little company, Worksman Cycles, came to visit me and wanted to meet with me and invited me to see their operations. And it was the warmest feeling that you ever got of people who really wanted you to come even though, to be honest, we’re a small company. We only promised 40-some odd jobs and they made me feel like we were General Motors trying to come down here. That’s how they treated us. When we were able to locate this building, everything else fell into place. Hey, if it means moving out of New York to lower some of your real estate costs and get some tax incentives, you do what you need to do to keep the company going on the right path.WAILIN: The Worksman factory in New York is just under 100,000 square feet, but that’s split into three stories with the kind of odd corners and columns that come with a 100-year-old building. In Conway, the building is just one story.WAYNE: Our analysis is you get about 20 percent more space out of the one story building and you save a lot of time in material movement. We spent an awful lot of time moving things in elevators and it’s very wasteful, especially when you’re dealing with steel, which is very heavy, so always the logistics of doing the manufacturing in a three-story building was challenging, to say the least. For all the years I’ve been in the business, we’ve had a three-story building and we’re telling companies around the world, “You should use our tricycles to get around. It’s more efficient than walking.” Well, in a three-story building, it’s not really practical to ride a tricycle, as you can imagine. But here, we use them constantly. We have five tricycles assigned to different people who have mobile tasks. There are Worksman tricycles for the first time in our own factory. We used to tell companies, “If your building’s about 200,000 square feet, you really need a tricycle. If it’s a million square feet, you need lots of tricycles.” But we never realized that in a 100,000-square foot building, you could really use a tricycle in a much smaller space than we ever really had marketed as such because like I said, the five tricycles we have here, we use constantly. When we tell companies now that they should use trikes, we can say it firsthand.WAILIN: In Conway, Worksman had the ability to design a factory that would address the shortcomings of the New York space and give the company room to grow. In New York, Worksman made its cycles to order because it had neither excess production capacity nor space to put them. In Conway, the company can actually build up an inventory of finished cycles. And the manufacturing processes got an update, with robotic welding equipment and a new powder coat system for painting the cycles. Many of the workers are also new.WAYNE: We’re up and running for less than a year, well under a year, as far as what you’re seeing now. We’re probably at this capacity only for about 3 months, the capacity you’re seeing now, and virtually everybody here is new. We’ve had to train an entire staff who had never worked in a bicycle factory before because let’s face it, there are no bicycle factories in the U.S., so we had to train everybody from wheel builders to powder coaters. But it’s been great because in a way, everybody who came here started out “Let’s see what you can do.” And now the person running our powder coat system was the person we first hired to unload trucks and he’s doing a marvelous job at that. The young man who’s running our wheel-building equipment, we got him at a vocational school, didn’t know that he’d have this skill level. We just thought he’d be somebody putting tires onto bicycles, and he’s doing a wonderful job of working our most complicated machine. It’s a really eclectic, interesting mix of people, men and women from all over the country. And not everybody’s southern but the ones that are have taught me that the plural of “y’all” is “all y’all,” and they’ve taught me that “a piece down the road” is a lot further than you might think. They’ve taught me where yonder is, it’s somewhere over there. So we have the Southern influence, but it’s actually interesting because I would not say that it’s a very Southern oriented overall staff, it’s probably 50–50.WAILIN: Worksman gave all of its employees in New York the opportunity to relocate to South Carolina. Several workers did move to Myrtle Beach, although fewer than Wayne hoped. Other Worksman employees found jobs elsewhere or will be leaving as New York cycle manufacturing operations wind down over the next year. Still others were reassigned to Worksman’s vending division, the part of the business that makes stainless steel hot dog carts and outfits food trucks with professional kitchens. That division will stay in the old building in Queens. But most of the facility will be emptied out, and Wayne didn’t just want to leave an abandoned shell.WAYNE: We had an opportunity to sell off the building and most of the interest we got was from self storage buildings, and they offered a lot of money to buy the building and when I realized that in a building our size, they would employ approximately five people, it was a huge turnoff to me and I didn’t want to be a hypocrite. We didn’t want to be hypocrites.WAILIN: Wayne found a company that divides old factory buildings into small spaces and rents them to makers of physical stuff.WAYNE: You have to produce something or you cannot rent from them. I went to visit one of their facilities. It was so cool. You see everything from furniture makers to artists to small welding operations, but every one of these small, let’s say thousand, 2,000-square foot facilities was making something. And I said okay, that’s pretty cool, so actually in our building, there’s going to be more people employed there than we ever employed there and all the people employed there are making something.WAILIN: Worksman Cycles depends on people making things. A small welding operation in 2,000 square feet isn’t a customer for a Worksman tricycle, but maybe one day it’ll be a big welding operation in a 200,000-square foot factory.WAYNE: My son went to Lehigh University in Bethlehem, Pennsylvania. Now the last time I’d been in Bethlehem was probably 15 years earlier, when it was the most vibrant steel plant in the country. It was a city within a city and they must have had 200 Worksman Cycles deployed in the facility in Bethlehem and I remember going there, it was just such a cool place to see, molten steel and it was cool. Well, I went back with my son 15 years later to look at the school and I passed this rusted out nothing. Even telling you now, I get tearful because it was so sobering to see that. You could drive for miles by the old Bethlehem steel plant and it was nothing, it was zero. It was rusted-out structures, not a person there, it was horrible, tumbleweed practically growing if they had tumbleweed in Pennsylvania, that’s what it would look like. It was heartbreaking to me. Well, that’s a customer we’re never getting back. Never. You know, it was replaced by a casino and a hotel. It’s not the same. There were 40,000 people at one point who worked in Bethlehem at Bethlehem Steel and all the supporting companies that supported them, all the suppliers, the ripple effect that we’re talking about. We were just a tiny little cog in that, but you know what? That was a good customer for us. We’ll never get it back. If there’s no manufacturing, yeah, we’ll find other places to sell our tricycles or bicycles for bike share. We’ll reach out to consumers, which we hope to become a much bigger part of our business. But the backbone of our business is American manufacturing. And if they’re not manufacturing, we’re not selling bikes.WAILIN: Worksman’s role as both a manufacturer and a supplier to manufacturers gives it a unique vantage point on the state of American industry. Like other factories, Worksman will be relying more on automation in years to come. That means fewer humans in the plant, and Worksman needs people riding its cycles. These dynamics are constantly in play, and Wayne watches them carefully.WAYNE: We have to see American factories successful and if that takes more robotics, well, so be it. Robots can’t ride tricycles, but at least there are other people that are working in the plant. So yeah, I don’t think a lot of jobs are ever coming back. I’m realistic enough to know that, but I’d rather take half a pie than none of the pie.WAILIN: The story of Worksman is about staying and leaving. It’s worked hard to stay in the U.S., even when doing so didn’t seem to make economic sense, but it had to move away from its hometown to make a long-term bet in a new American city. It turns out it is possible to leave New York, even if you’re a century-old company or a guy from Queens who never imagined himself living in the south.WAYNE: It’s just a whole different feeling that there’s a support system behind you. It’s really more than the incentives—the real estate costs and the cost of living being so reasonable and a nice facility to have and a pleasant place to live, so it all sort of fell into place. So it was never really the written plan to end up in Conway, South Carolina, but I have to tell you, through that whole series of events, I couldn’t be happier with where we ended up. In the last two years, I’ve traveled back and forth to New York 42 times. I wake up in the morning very often, have to open my eyes and remember, am I in South Carolina or New York? But other than that, it’s pretty cool.WAILIN: The Distance is produced by Shaun Hildner and me, Wailin Wong. Our illustrations are by Nate Otto. You can find us all over the Internet. We are on Twitter—actually, we’re not all over the Internet. That’s not true. Because we’re, like, only on Twitter, and we have a website. You can find us on Twitter at @distancemag, that’s @distancemag, and you can also subscribe to our podcast via Apple Podcasts, Google Play Music, or wherever you get your podcasts. What else am I missing?SHAUN: We’re a production of Basecamp.WAILIN: Oh yeah, we are a production of Basecamp. The Distance is a production of Basecamp, the app for helping small business owners stay in control of projects and reduce email clutter. Try Basecamp free for 30 days at basecamp.com/thedistance.The Business Cycle, Part 2 was originally published in Signal v. Noise on Medium, where people are continuing the conversation by highlighting and responding to this story.


Source: 37signals


Salesforce Architect - Creatura Consulting - Dallas, TX

As requested, provide hands on expert level assistance to other developers for technical issues. Experience implementing web content management solutions such...
From Indeed - Mon, 05 Jun 2017 20:04:48 GMT - View all Dallas, TX jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


The Business Cycle, Part 1

Illustration by Nate OttoWorksman Cycles is the oldest American bicycle manufacturer that still makes its products in the U.S. Founded in New York in 1898, Worksman has outlasted the demise of American cycle manufacturing by focusing on a niche category: heavy duty tricycles that factory workers use for hauling equipment and getting around industrial plants. And Worksman’s president is determined to keep the company in the U.S., even as that commitment has been tested through the years.https://medium.com/media/ac5945721e9fa882ea3a72e9e9b5a656/hrefThis is the first of a two-parter about Worksman. The next episode will be out in two weeks, so make sure you’re subscribed to The Distance via Apple Podcasts (nee iTunes Podcasts) or the podcatcher of your choice so you don’t miss it!TranscriptWAILIN WONG: There are times when a name seems like destiny. Like Thomas Crapper, a famous English plumber from the 19th century, or Usain Bolt, the Olympic sprinter from Jamaica. These names are called aptonyms, and here’s another real-life example, from Queens, New York.WAYNE SOSIN: The name Worksman is a family name, even though people think we named it because we make work bikes. It’s really a family name.This is our mover industrial trike. This is the kind of tricycle that you will see in factories like Ford Motor or Michelin Tire, any large, large facility, these are a staple for getting people around. Our industrial trikes and bikes have to be strong. If you’re riding around General Motors carrying a 200-pound tool box on our tricycle, it’s gotta be durable and heavy duty.Is there a stigma about riding a tricycle? Do you look like grandma? Well, first you can see that a tricycle like this one, that doesn’t look like Grandma’s trike. So in a factory, I think that stigma is going away. It used to be really a negative point that people say I’m not riding that. They want to ride a golf cart or “I’d rather walk than ride a tricycle.” But it’s become more mainstream. So the stigma seems to be disappearing, but it’s been a long uphill battle.WAILIN: That’s Wayne Sosin, the president of Worksman Cycles, a company that’s faced quite a few uphill battles since it was founded in 1898. It’s the oldest American bicycle manufacturer that’s still making bikes in the U.S. Welcome to The Distance, a podcast about long-running businesses. I’m Wailin Wong. We’re going to bring you the story of Worksman Cycles in two parts. On today’s show, how Worksman, a company with deep roots in New York, committed both to a niche product and to the lonely challenge of making that product in America.TARA: The Distance is a production of Basecamp. I’m Tara, a designer at Basecamp. Basecamp is the better way to run your business. It’s an app for communicating with people and organizing projects and work. If you’re feeling overwhelmed by email, chat and meetings, give Basecamp a try. Sign up for a 30-day free trial at basecamp.com/thedistance.BRUCE WEINREB: The original industrial trike was designed to take the place of horse drawn wagons ’cause horses were expensive to buy, expensive to maintain, and they left unwanted byproducts. Today, we’re replacing powered carts because they’re expensive to buy, expensive to maintain, and leave unwanted byproducts, so it really is circular but the answer is identical — it’s a bicycle, it’s a tricycle.WAILIN: That’s Bruce Weinreb, who handles sales and marketing for Worksman Cycles. When the company was started in 1898, opening a factory in Manhattan where the original World Trade Center would later be built, the idea was that the three-wheeled cycle was superior to a horse and wagon. Today, the company’s core business is making tricycles for factory workers to haul equipment and get around large plants. If there’s a golf cart being used somewhere, Worksman wants to replace it with a tricycle.BRUCE: You can imagine a factory that’s building 747s. McDonnell Douglas has a factory outside of Dallas that’s two miles long, a building. So obviously, it would take you a half an hour to walk from one end to the other.WAILIN: Wayne’s family is also from Queens and was friendly with the Worksmans. In the 1970s, at the behest of his father, who had spotted a Worksman folding bike in a store and wanted to get one for Wayne’s mother, he visited the factory. By then, Worksman had moved from Manhattan to Greenpoint, Brooklyn.WAYNE: They seemed to have a nice little business over there and they said, “You know, we’re really good at making these bikes. We’re really bad at selling them, and we understand you’re working in sales, you have a good education. Maybe you want to sell bikes?”WAILIN: But that’s not what Wayne wanted to do. He already had a job he liked in sales for Memorex, the consumer electronics company, and he was going to business school at night.WAYNE: At the time, I was very young, I was in my 20s, early 20s and I thought I’m gonna be the next big star at Memorex Corporation. They were Fortune 500 company and they were based out in California, and I’d never even been to California. I really wanted to get in their marketing department because I was studying my MBA in marketing and I thought there was a nice little fit there, so for a year every month I typed a report and sent it to the marketing manager at Memorex of my ideas of things that we can do. And I really worked hard at it to try to make a name for myself in the company.WAILIN: Shortly after his visit to Worksman, Wayne flew out to California for a business trip. It looked like it was going to be his big break.WAYNE: I’m going to meet the people in top management and I’d just gotten married and I told my wife, I said, “Get ready because I think we’re gonna end up moving to California because when they meet me, this is all gonna happen.” Anyway, I went to this meeting in California and the marketing manager did not even know my name, had never read one of my reports, and there were probably 75 people like me doing the same job I was throughout the country and I really left there kind of down in the dumps and realizing that this wasn’t as easy as I thought it would be, to make a name for myself. And I really thought I had good ideas. And I came back and I started thinking about Worksman Cycles and I said, “Gee, if a big company doesn’t even know who I am, maybe a little company, I could put my ideas to work.” I decided to accept the position at Worksman Cycles and walk away from the Fortune 500 company, and I think most people I know thought I was crazy, but I didn’t. I liked what the company was making, I loved the idea of, you know, tricycles being used in factories. I saw opportunities to take it to the consumer, that there were products that can go to a consumer market, and I saw the fact that they were really willing to give a very young person a lot of rope to work with in terms of ideas.WAILIN: It wouldn’t be the last time Wayne made a decision that caused others around him to scratch their heads. But his move to Worksman set his career in a new, promising direction. He headed up sales and became a part owner of the company in 1987 alongside the founder’s granddaughter and her husband. And he had early success with his idea to push into the consumer market.WAYNE: We started making adult recreation tricycles. As a matter of fact, at the time, we were able to get into the Sears catalog and that was a big deal, and so the business was growing, slowly but surely at a very conservative path.WAILIN: As the company grew through the 1980s, Wayne learned of a factory in Brooklyn that made children’s bicycles, which would be a new market for Worksman. The plant was available to lease and had updated equipment like an automated paint system and robotic welding. Wayne jumped at the opportunity.WAYNE: We started a brand called Spiral USA and these bicycles were 12 inch, 16 inch and 20 inch children’s bicycles. We’d get into the mass business and it was very exciting because all of a sudden, companies like JC Penney and Sears and Montgomery Ward were really interested in who we were and taking meetings with us. And it was exciting; you’re seeing the buyer from Sears and Roebuck, the biggest bike seller in the world at the time, and they’re interested in what you have. Toys R Us, Child World, we met with all of them.WAILIN: But after the initial excitement wore off, Wayne got worried. Children’s bikes were a commodity and the big retail chains were interested only in getting the lowest price possible. During a business trip to Chicago, one of Wayne’s sales reps told him a story.WAYNE: He said, I used to be in the plush business and I was a rep, and I used to rep plush for three factories to all the big guys, and we sold a lot of stuffed animals. I made a comfortable living and I had a good life. And one day, one of the factories told me they were looking to retire and they thought I’d be a good fit to buy the factory and be the whole nine yards: Make it, sell it, box it, ship it, you know, have a real company. It became so tempting I decided to do it. And he goes, to the whole world I was this big shot. I was out there, selling product to Sears and trade shows with big booths and I was this big deal. But my wife knew better. I’d come home at night crying, knowing that I was in financial problems, why did I do this, this is more than I can take on. I was making a good living as a rep. What did I need this responsibility for? He said, I sort of feel, Wayne, that that’s what you’re doing with children’s bikes. Do what you’re good at. You don’t have to be the biggest. And that was a really good piece of advice that I got. I knew in his heart he was right. We closed down the children’s bikes factory and got back to what we’re good at, making industrial grade bikes and trikes, making niche products for consumers. It was one of those things where we had to come to the realization that we’re in a market that’s never going to become huge. We understand that. We’re not gonna become the next Apple or IBM. We’re just Worksman Cycles and in our own little world, we do a great job and we have a great reputation, so we don’t have to be the next great thing.WAILIN: Here was what Worksman was good at: industrial cycles and certain kinds of consumer cycles, like sturdy two-wheel cruisers for adults and tricycles for riders with balance issues. And there was a third niche category, one that linked Worksman with New York and American food history. Here’s Bruce Weinreb.BRUCE: In the 1930s, a new ice cream company called Good Humor had an idea that they would sell ice cream from tricycles with an insulated cabinet so they went to Schwinn and they said could you make this? And they said no, not really, but there’s a company in New York that can.WAILIN: At the time, Worksman was still being run by its founder, Morris Worksman.BRUCE: And he had a very heavy Russian accent and he was a little—he was a little uneasy in communicating with corporate types, so he brought in his young son, who was in high school, but he put him in a suit and said, “This is my vice president.” And they asked for a lot of tricycles, way more than they could make and the son, who was Irving Worksman, was smart enough not to translate it correctly for his father and he said, “No problem, no problem, just give us the contract and we’ll get it done.” and the father was like, don’t worry about it, and they did and that became an iconic American product, the Good Humor ice cream tricycle.WAILIN: Worksman made the Good Humor carts for several decades, starting in the 1930s. That primed the company for an important expansion in the 1990s. One of Worksman’s customers was a local company called Admar, another long-running business with deep roots in New York.WAYNE: Back in the day, they were the original stainless steel hot dog cart manufacturer. Virtually every cart you saw in the street in New York in the 50s and 60s was made by that company. And that company is owned by the Beller family. Mr. Beller, the father, senior Beller, he was looking to retire and his son Jack was taking it over and it was a challenging business and then we were talking more and more with Jack and we decided to buy out that company and bring that in. So we expanded our business by getting into that end of the business in the 1990s, so it kind of made us a more well rounded company and also didn’t put all our eggs in one basket, so we’re not just in the bicycle business.WAILIN: Unlike Worksman’s foray into kids bikes, food vending carts turned out to be a good business. Buying Admar in 1996 put Worksman in a position, years later, to take advantage of New York’s burgeoning food truck scene.BRUCE: Still to this day, the guy who comes in just to buy a hot dog cart, is usually a newly arrived immigrant. But he knows how to cook and he has the food from his nation. It used to be hot dogs. Now you go on the streets and you see literally every ethnicity selling from carts and the food, the best food, absolutely the best food. The food truck people come in here and they have a 50-page business plan and they’re Columbia MBAs and they have investors and backing and it’s a totally different type of person.WAILIN: As the mobile food scene’s evolved from ice cream and hot dog carts to fancy trucks, Worksman has also adapted. It can take a van and build a professional kitchen inside, everything from freezers to grills to deep fryers. And the expertise in making vending carts and food trucks translates into other kinds of mobile businesses.BRUCE: We also just did a truck that’s a rolling barber shop, and what he wanted to do is have a huge picture window on the side so people could see, and it’s brilliant because he’ll go to a busy spot by a subway in the Bronx and he’ll park his truck at 5:30 and people line up to get haircuts.WAILIN: The new vending division added diversity to a portfolio that was under threat from global economic forces. Chinese-made bicycles entered the U.S. and brands like Schwinn, Huffy, Murray and Roadmaster couldn’t compete with the cheaper imports. During the 80s and 90s, these iconic American bicycle makers packed up and moved to China. Their suppliers relocated overseas too. In Worksman’s factory in Ozone Park, Queens, where it’s been since 1979, you’ll see a bicycle on display that serves as a reminder of what the domestic industry once was.BRUCE: We were cleaning up a few years ago and we found these two boxes, three boxes that were buried. And it was new, unused bikes from 1984 and so we decided to keep one. You see there are things here…the famous Hunt Wilde finger grips, they have little grooves for your fingers. The Bendix brake, Bendix Company, so it’s kind of a little museum of things that are no longer available so we decided we’re not gonna sell it, we’re just gonna put it on display.WAYNE: We had made a decision and it was a hard decision that we believed in making bikes in America. We believed in our workforce, we believed that you could still do it here. We were in a niche market, so it wasn’t a high volume market. We didn’t want our fate controlled in China. And as a result, we made a very difficult and at the time questionable decision that the whole industry kind of laughed at us, and we just said no, we’re staying here, and we’re gonna make it happen here. Well, we did do that, but we had to really expand our import at that point. Otherwise, we’re out of business.WAILIN: Worksman had a few advantages. Unlike other American cycle companies making commodity products at mass scale, Worksman had found success and sustainability in making a specialty product at a lower volume. But they couldn’t buy all of their components domestically.WAYNE: The supply chain strategic decisions were difficult. You had to go to Asia to get things. You had no choice. At a certain point, Japan became a real powerhouse in bicycle manufacturing and components. Mr. Worksman, shortly after World War II, started traveling abroad to look for better bicycle parts than he could find in the U.S.WAILIN: That’s Irving Worksman, the son of the founder.WAYNE: And he forged a very dear friendship like brothers with a Japanese agent. Now if you think about that, following World War II, and now we’re talking we’re only in the 1960s, so there was not a lot of time separating these events. We were importing certain products pretty early in the game, which helped us down the road because we forged really good relationships in Asia and let’s face it, once the U.S. closed its manufacturing, we needed those relationships.We do try to support as much domestic as we can, so things like our handlebars, our seat posts we make. Our solid tires are made in the United States. Our cabinets, our platforms are all made here. The frames are welded here. But the tires, the rims, the spokes, the chain, and seats, they’re imported but we hope one day if the American industry does come back, that so will the suppliers that make the product.WAILIN: Worksman’s stake in the health of American manufacturing goes beyond just bicycles or bicycle parts.WAYNE: Look, here’s the truth. If there’s no manufacturing in America, we’re out of business. Who are our customers? They’re manufacturers. One of the reasons we didn’t go to China like everybody else is we hoped, and I think it’s come to be true, that the factories that were still here using our tricycles would appreciate the fact that they’re made in America as opposed to being imported from China like every one one of our competitors does, so we felt that that was important. And we’d be hypocritical because we’re counting on the fact that the automotive industry, the steel industry is strong in the U.S. Because the stronger they are, the bigger their factories are. The bigger their factories are, the more tricycles they need. It’s the ripple effect if you’ve ever seen it.WAILIN: For the last 40 plus years, since Wayne joined Worksman, he’s taken the necessary steps to ensure the company’s growth and stability. He pushed into consumer cycles, got out of making kids bikes and become the supplier of the food cart, a staple of New York life. And in 2015, he made one of his biggest moves yet to secure the future of a company that’s been in New York since its founding in 1898.WAYNE: So here we are, um, at the Worksman Cycles company in South Carolina.WAILIN: Worksman moved to a town called Conway in South Carolina, 650 miles away from Queens. On the next episode of The Distance, you’ll hear about the event that drove a wedge between Worksman and its hometown, and what the new factory means for the company’s future. That’s coming up in two weeks.The Distance is produced by Shaun Hildner and me, Wailin Wong. Our illustrations are by Nate Otto. Make sure you are subscribed to The Distance on Apple Podcasts, Google Play Music, or wherever you get your podcasts, so that you don’t miss the second part of our story on Worksman Cycles. And special thanks to listener Jared Chadwick for suggesting Worksman as a subject for The Distance. If you know of a business we should cover on the show, email me at tips@thedistance.com or tweet at me @distancemag, that’s @distancemag. The Distance is a production of Basecamp, the app for helping small business owners stay in control of projects and reduce email clutter. Try Basecamp free for 30 days at basecamp.com/thedistance.The Business Cycle, Part 1 was originally published in Signal v. Noise on Medium, where people are continuing the conversation by highlighting and responding to this story.


Source: 37signals


Mid Level Front End Developer - Dreamers of Day - Dallas, TX

Searching for the right fit as part of our in-house integrationteam (pair and solo coding). Broad responsibilities include * Maintaining existing sites *
From Indeed - Mon, 22 May 2017 19:54:23 GMT - View all Dallas, TX jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


Web Developer - CURT Manufacturing LLC. - Dallas, TX

Participate in a rotating on-call support for developer operations. We are seeking a talented and collaborative Web Developer (Full-Stack) who can develop...
From Indeed - Fri, 31 Mar 2017 19:41:08 GMT - View all Dallas jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


What’s Next In Tech: Takeaways from SXSW

Phase2 was in Austin last week for South By Southwest, the frenetic, ever-expanding conference celebrating the latest in technology, design, art, and entrepreneurship. We co-hosted a “DrupalCoin Blockchain Drop In” lunch with our partner, Acquia, and got a chance to speak with attendees about this year’s most popular SXSW themes. Here are a few of the highlights:
AI and Machine Learning
Many panels and sessions focused on the emerging applications (and moral ambiguities) of artificial intelligence, the rapidly evolving technology that underlies machine learning, deep analytics, the cognitive web, and advanced robotics. If you’ve pulled up at a stoplight next to a driverless car or been blown away by Amazon’s intuition when suggesting products, you’ve experienced AI in action.
A few key takeaways:

The scale and speed at which data can be mined and insights intelligently extracted is accelerating at a breakneck pace. Machine learning systems are mature enough to perform tremendous feats. However, systems are only as good as the data they rely upon. In this area, many problems persist, and threading together large, complex, and disparate data sets is still fraught with errors. Once the underlying data challenges are solved, adoption is poised to skyrocket.

Artificial intelligence means big business. In healthcare alone it’s estimated that by 2021 the annual spend on AI will total $6 billion, a more than tenfold increase from 2017. Mark Cuban, the owner of the Dallas Mavericks and serial entrepreneur, predicted during his panel, “The world’s first trillionaires are going to come from somebody who masters AI and all its derivatives and applies it in ways we never thought of”.

The potential applications are limitless. Computer-aided health diagnostics, safer disaster response, unlocking solutions to diseases that plague us… the list of impactful changes AI could deliver goes on and on.

VR/AR at an Adoption Intersection
Virtual and augmented reality have been all the buzz for the past couple of years. However, the business and consumer use cases have been narrowly relegated to the media, gaming, and entertainment industries. That’s definitely changing. International real estate agencies are using AR to market high end properties, and big brands such as Coca-Cola are leveraging VR to forge deeper connections with consumers. As highlighted in Mike Mangi’s talk at P2Con last year, nonprofits and NGOs are using VR to create immersive, visceral experiences that spark action on issues such as refugee assistance and women’s rights.
Not everyone completely agrees on the immediacy of VR for business, though, especially as it pertains to marketing efforts. Head of VanyerMedia Gary Vanyerchuk remarked during his panel, “People are worried about VR when they haven’t figured out how to do a proper Facebook ad spend.”
We were also intrigued by the arrival of projection-based computing, which opens the door to new immersive experiences for everything from music to design to gaming. Sony’s “WOW! Factory” featured their soon-to-be-released Xperia platform, which will turn any surface into a 23 inch monitor. Merging digital with the physical domain, it proved a hot attraction and elicited many an “oooh” and “ahhh” from conference attendees.
Digital Unites  
At its core, digital transformation is about replacing traditional business methods with digitized solutions that promote connectivity, efficiency, and agility. At SXSW, the impacts of digital transformation were inescapable. From the hyperlocal (an increased emphasis on attendee collaboration within the SXSW Go app itself) to the global (a panel focused on the role tech-enabled communities can play in solving international humanitarian crises), the power of digital to dissolve barriers was an underlying theme throughout the Interactive and Convergence tracks.
From our work with the World Bank to UN ReliefWeb, Phase2 has long believed in the power of open data to address global challenges. Needless to say, we were energized to see the topic take center stage at SXSW. This was best exemplified in Joe Biden’s speech on the “Cancer Moonshot” initiative, which has made information sharing and cross-platform collaboration a central pillar in their efforts to conquer cancer.
As part of this massive undertaking, a team led by the National Institutes for Health (NIH) and the University of Chicago have launched the Genomic Data Commons (GDC), an open data repository granting the world’s clinicians and researchers access to an ever-growing trove of previously unavailable information related to cancer patients. Soon, doctors across nine countries will be able to analyze tumor genome sequences, compare individual responses to specific interventions, and gain insights into the way subtypes of cancer react to current treatments.
The Impact of Inclusivity
SXSW is more than just innovation and creativity; it is also about continually elevating the conversation around diversity in tech. Kudos to the conference’s programming team for making gender equality and inclusion a main focus this year. There was solid representation of both men and women on stage most of the time, and sessions covered a broad swath of subjects, from battling ageism in tech to growing the number of African American-led VC funds.
The most powerful talk we witnessed was delivered by Jessica Shortall, who is the Managing Director of Texas Competes, a coalition of more than 1,200 Texas companies making the data-driven case for Texas to be more welcoming to LGBTQ people. In her Convergence Keynote, Ms. Shortall spoke about building cultural bridges in times of division, and how she’s using data to help foster a more inviting business climate for people of all backgrounds and sexual orientations. And the data is irrefutable: exclusionary laws and business practices have massively detrimental economic impacts. The human consequences are even more dire, and the conviction with which Ms. Shortall spoke was punctuated by this quote: “Data is how I do my job, but love is why.”
 

Source: https://www.phase2technology.com/feed/


Online Marketing Specialist - Copart, Inc - Dallas, TX

Ability to work with developers to discuss enhancements and other needs. The CashforCars.com Online Marketing Specialist will be responsible for creating and...
From Copart, Inc - Tue, 14 Mar 2017 05:55:16 GMT - View all Dallas jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


Developer - eCommerce - Curt Manufacturing - Dallas, TX

We are seeking a talented and collaborativeweb developer who can architect and develop across multiple technologies ande-Commerce solutions through the entire...
From Curt Manufacturing - Thu, 02 Mar 2017 18:16:12 GMT - View all Dallas jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


HTTP/2 – A Real-World Performance Test and Analysis

Perhaps you've heard of HTTP/2? It's not just an idea, it's a real technology and slowly but surely, hosting companies and CDN services have been releasing it to their servers. Much has been said about the benefits of using HTTP/2 instead of HTTP1.x, but the proof the the pudding is in the eating.
Today we're going to perform a few real-world tests, perform some timings and see what results we can extract out of all this.

Why HTTP/2?
If you haven't read about HTTP/2, may I suggest you have a look at a few articles. There's the HTTP/2 faq which gives you all the nitty gritty technical details whilst I've also written a few articles about HTTP/2 myself where I try to tone-down the tech and focus mostly on the why and the how of HTTP/2.
In a nutshell, HTTP/2 has been released to address the inherent problems of HTTP1.x

HTTP/2 is binary instead of textual like HTTP1.x - this makes it transfer and parsing of data over HTTP/2 inherently more machine-friendly, thus faster, more efficient and less error prone.
HTTP/2 is fully multiplexed allowing multiple files and requests to be transferred at the same time, as opposed to HTTP1.x which only accepted one single request / connection at a time.
HTTP/2 uses the same connection for transferring different files and requests, avoiding the heavy operation of opening a new connection for every file which needs to be transferred between a client and a server.
HTTP/2 has header compression built-in which is another way of removing several of the overheads associated with HTTP1.x having to retrieve several different resources from the same or multiple web servers.
HTTP/2 allows servers to push required resources proactively rather than waiting for the client browser to request files when it thinks it need them.

These things are the best (if simplistic) depiction of how HTTP/2 is better than HTTP1.x. Rather than the browser having to go back to the server to fetch every single resource, it's picking up all the resources and transferring them at once.

An semi-scientific test of HTTP/2 performance
Theory is great, but it's more convincing if we can see some real-data and real performance improvements of HTTP/2 over HTTP1.x We're going to run a few tests to determine whether we see a marked improvement in performance.
Why are we calling this a semi-scientific test?
If this were a lab, or even a integrationenvironment where we wanted to demonstrate exact results, we'd be eliminating all variables and just test the performance of the same HTML content, one using HTTP1.x and one using HTTP/2.
Yet (most of us) don't live in a integrationenvironment. Our web applications and sites operate in the real world, in environments where fluctuations occur for all sorts of valid reasons. So while lab testing is great and is definitely required, for this test we're going out in the real-world and running some tests on a (simulated) real website and compare their performance.
We're going to be using a default one-page Bootstrap template (Zebre) for several reasons:

It's a very real-world example of what modern website looks like today
It's got quite a varied set of resources which are typical of sites today and which would typically go through a number of optimizations for performance under HTTP1.x circumstances

25 images
6 JS scripts
7 CSS files

It's based on WordPress so we’ll be able to perform a number of HTTP1.x based optimizations to push its performance as far as it can go
It was given out for free in January by ThemeForest. This was great timing, what better real-world test than using a premium theme by an elite author on ThemeForest?

We'll be running these tests on a brand new account powered by Kinsta managed WordPress hosting who we've discovered lately, and whose performance we really find great. We do this because we want to avoid the stressed environments of shared hosting accounts. To reduce the external influence of other sites operating on the same account at the same time, this environment will be used solely for the purpose of this test.
We ran the tests on the lowest plan because we just need to test a single WordPress site. In reality, unlike most hosting services, there is no difference in speed/performance of the plans. The larger plans just have the capacity for more sites. We then set up one of the domains we hoard (iwantovisit.com) and installed WordPress on it.
We've also chosen to run these tests on WordPress.
The reason for doing that is for a bit of convenience rather than anything else. Doing all of these tests on manual HTML would require quite a lot of time to complete. We'd rather use that time to do more extensive and constructive tests.
Using WordPress, we can enable such plugins as:

A caching plugin (to remove generation time discrepancies as much as possible)
Combination and minification plugin to perform optimizations based on HTTP1.x
CDN plugin to easily integrate with a CDN whilst performing HTTP/2 tests integrated with a CDN

We setup the Zebre theme and installed several plugins. Once again, this makes the test very realistic. You're hardly going to find any WordPress sites without a bunch of plugins installed. We installed the following:

We also imported the Zebre theme demo data to have a nicely populated theme with plenty of images, making this site an ideal candidate for HTTP/2 testing.
The final thing we did was to make sure there is page caching in place. We just want to make sure we were not suffering from drastic fluctuations due to page generation times. The great thing is that with Kinsta there's no needed for any kind of caching plugin as page caching is fully built into the service at the server-level.
The final page looked a little like this:

That’s a Zebra!

And this is the below the fold:

We're ready for the first tests.
Test 1 - HTTP1 - caching but no other optimizations
Let's start running some tests to make sure we have a good test bed and get some baseline results.
We’re running these tests with only WordPress caching - no other optimizations.

Testing Site
Location
Page Load time
Total Page Size
Requests

GTMetrix
Vancouver
3.3s
7.3Mb
82

Pingdom tools
New York
1.25s
7.3Mb
82

There's clearly something fishy going on. The load times are much too different. Oh yes: Google Cloud platform, Central US servers east are located in Iowa, making the test location of Pingdom tools New York much closer than Vancouver, skewing the results in favor of New York.
You probably know that if you want to improve the performance of your site, there is one very simple solution: host your site or application as physically close as possible to the location of your visitors. That's the same concept CDNs use to boost performance. The closer the visitors to the server location of the site, the better the loading time.
For that reason, we’re going to run two types of tests. One is going to have a very close location between the hosting service and the test location. For the other, we’re going to choose to amplify the problem of distance. We're thus going to perform a trans-atlantic trip with our testing, from the US to Europe, and see whether the HTTP/2 optimizations results in better performance or not.
Let's try to find a similar testing location on both test services. Dallas, Texas is a common testing ground, so we'll use that for the physically close location. For the second location, we're going to use London and Stockholm, since there isn' a shared European location.

Testing Site
Location
Page Load time
Total Page Size
Requests

Pingdom tools
Dallas
2.15s
7.3Mb
82

That's better. Let's run another couple of tests.

Testing Site
Location
Page Load time
Total Page Size
Requests

GTMetrix
Dallas
1.6s
7.3Mb
83

Pingdom tools
Dallas
1.74s
7.3Mb
82

GTMetrix
London
2.6s
7.3Mb
82

Pingdom tools
Stockholm
2.4s
7.3Mb
82

You might notice there are a few fluctuations in the requests. We believe these are coming from external scripts being called, which sometimes differ in the number of requests they generate. In fact, although the loading times seem to vary by about a second, by taking a look at the waterfall graph, we can see that the assets on the site are delivered pretty consistently. It's the external assets (specifically: fonts) which fluctuate widely.

We can see clearly also how the distance affects the loading time significantly by about a second.
Before we continue, you'll also notice that our speed optimization score is miserable. That's why for our second round of tests we're going to perform a number of speed optimizations.

Test 2 - HTTP1 with performance optimizations and caching
Now, given that we know that HTTP1.x is very inefficient in the handling of requests, we're going to do a round of performance optimizations.
We're going to install HummingBird from WPMUDEV on the WordPress installation. This is a plugin which handles page load optimizations without caching. Exactly what we need.
We'll be enabling most of the optimizations which focus on reducing requests and combining files as much as possible.

Minification of CSS and JS files
Combining of CSS and JS files
Enabling of GZIP compression
Enabling of browser caching

We're not going to optimize the images because this would totally skew the results.
As you can see below, following our optimization, we have a near perfect score for everything except images. We’re going to leave the images unoptimized on purpose so that we retain their large size and have a good "load" to carry.

Let's flush the caches and perform a second run of tests. Immediately we can see a drastic improvement.

Never mind the C on YSlow. It's because we're not using a CDN and some of the external resources (the fonts) cannot be browser cached.

Testing Site
Location
Page Load time
Total Page Size
Requests

GTMetrix
Dallas
1.9s
7.25Mb
56

Pingdom tools
Dallas
1.6s
7.2Mb
56

GTMetrix
London
2.7s
7.25Mb
56

Pingdom tools
Stockholm
2.28s
7.3Mb
56

We can see quite a nice improvement on the site. Next up, we're going to enable HTTPS on the site. This is a prerequisite for setting up HTTP/2.
Test 3 - HTTP/2 without optimizations and caching
We'll be using the Let's Encrypt functionality to create a free SSL certificate. This is built into Kinsta, which means setting up HTTPS should be pretty straightforward.

Once we've generated an HTTPS certificate, we'll be using the Really Simple SSL WordPress plugin to force HTTPS across the site.

This plugin checks whether a secure certificate for the domain exists on your server, if it does, it forces HTTPS across your WordPress site. Really and truly, this plugin makes implementing HTTPS on your site a breeze. If you're performing a migration from HTTP to HTTPS, do not forget to perform a full 301 redirection from HTTP to HTTPS, so that you don't lose any traffic or search engine rankings whilst forcing HTTPS on your site.

Once we've fully enabled and tested HTTPS on our website, you might need to do a little magic to start serving resources over HTTP/2, although most servers today will switch you directly to HTTP/2 if you are running an SSL site.
Kinsta runs on Nginx, and enables HTTP/2 by default on SSL sites, so enabling SSL is enough to switch the whole site to HTTP/2.
Once we’ve performed the configuration our site should now be served on HTTP/2. To confirm that the site is running on HTTP/2, we've installed this nifty chrome extension which checks which protocols are supported by our site.

Once we’ve confirmed that HTTP/2 is up and running nicely on the site, we can run another batch of tests.

Testing Site
Location
Page Load time
Total Page Size
Requests

GTMetrix
Dallas
2.7s
7.24Mb
82

Pingdom tools*
Dallas
2.04s
7.3Mb
82

GTMetrix
London
2.4s
7.24Mb
82

Pingdom tools*
Stockholm
2.69s
7.3Mb
82

*Unfortunately, Pingdom tools uses Chrome 39 to perform the tests. This version of Chrome does not have HTTP/2 support so we won't be able to realistically calculate the speed improvements. We'll run the tests regardless because we can have a benchmark to compare with.
Test 4 - HTTP/2 with performance optimizations and caching
Now that we’ve seen HTTP/2 without any performance optimizations, it’s also a good idea to actually check whether HTTP1 based performance optimizations can and will make any difference when we have HTTP/2 enabled.
There are two ways of thinking about this:

Against: To perform optimizations aimed at reducing connections and size, we are adding performance overhead to the site (whilst the server performs minification and combination of files), therefore there is a negative effect on the performance.
In favor: Performing such minification and combination of files and other optimizations will have a performance improvement regardless of protocol, particularly minification which is essentially reducing the size of resources which need to be delivered. Any performance overhead can be mitigated using caching.

Testing Site
Location
Page Load time
Total Page Size
Requests

GTMetrix
Dallas
1.0s
6.94Mb
42

Pingdom tools**
Dallas
1.45s
7.3Mb
56

GTMetrix
London
2.5s
7.21Mb
56

Pingdom tools**
Stockholm
2.46s
7.3Mb
56

**HTTP/2 not supported
Test 5 - CDN with performance optimizations and caching (no HTTP/2)
You’ve probably seen over and over again how one of the main ways to improve the performance of a site is to implement a CDN (Content Delivery Network).
But why should a CDN still be required if we are now using HTTP/2?
There is still going to be a need for a CDN, even with HTTP/2 in place. The reason is that besides a CDN improving performance from an infrastructure point of view (more powerful servers to handle the load of traffic), a CDN actually reduces the distance that the heaviest resources of your website need to travel.
By using a CDN, resources such as images, CSS and JS files are going to be served from a location which is (typically) physically closer to your end user that your website’s hosting server.
This has an implicit performance advantage: the less content needs to travel, the faster your website will load. This is something which we’ve already encountered in our initial tests above. Physically closer test locations perform much better in loading times.
For our tests, we're going to run our website on an Incapsula CDN server, one of the CDN services which we’ve been using for our sites lately. Of course, any CDN will have the same or similar benefits.
There are a couple of ways that your typical CDN will work:

URL rewrite: You install a plugin or write code such that the address of resources are rewritten such that they are served from the CDN rather than your site’s URL
Reverse proxy: you make DNS changes such that the CDN handles the bulk of your traffic. The CDN service then sends the requests for dynamic content to your web server.

Testing Site
Location
Page Load time
Total Page Size
Requests

GTMetrix
Dallas
1.5s
7.21Mb
61

Pingdom tools
Dallas
1.65s
7.3Mb
61

GTMetrix
London
2.2s
7.21Mb
61

Pingdom tools
Stockholm
1.24s
7.3Mb
61

Test 6 - CDN with performance optimizations and caching and HTTP/2
The final test which we're going to perform is implementing all possible optimizations we can. That means we're running a CDN using HTTP/2 on a site running HTTP/2, where all page-load optimizations have been performed.

Testing Site
Location
Page Load time
Total Page Size
Requests

GTMetrix
Dallas
0.9s
6.91Mb
44

Pingdom tools**
Dallas
1.6s
7.3Mb
61

GTMetrix
London
1.9s
6.90Mb
44

Pingdom tools**
Stockholm
1.41s
7.3Mb
61

**HTTP/2 not supported
Nice! We've got a sub-second loading time for a 7Mb sized website! That's an impressive result if you ask me!
We can clearly see what a positive effect HTTP/2 is having on the site - when comparing the loading times, you can see that there is a 0.5 second difference on the loading times. Given that we're operating in an environment which loads in less than 2 seconds in the worst-case scenario, a 0.5 second difference is a HUGE improvement.
This is the result which we were actually hoping for.
Yes, HTTP/2 does make a real difference.
Conclusion - Analysis of HTTP/2 performance
Although we tried as much as possible to eliminate fluctuations, there are going to be quite a few inaccuracies in our setup, but there is a very clear trend. HTTP/2 is faster and is the recommended way forward. It does make up for the performance overhead which is introduced with HTTPS sites.
Our conclusions are therefore:

HTTP/2 is faster in terms of performance and site loading time than HTTP1.x.
Minification and other ways of reducing the size of the web page being served is always going to provide more benefits than the overhead required to perform this "minification".
Reducing the distance between the server and the client will always provide page loading time performance benefits so using a CDN is still a necessity if you want to push the performance envelope of your site, whether you’ve enabled HTTP/2 or not.

What do you think of our results? Have you already implemented HTTP/2? Have you seen better loading times too?

HTTP/2 – A Real-World Performance Test and Analysis is a post from CSS-Tricks
Source: CssTricks


PHP Developer - North Dallas Gazette - Dallas, TX

Small media company looking for consultant that Wordpress PHP Knowledgable. Project knowledge but not limited to: *-* - Creating a MySQL Database - Design
From Indeed - Sat, 31 Dec 2016 17:55:41 GMT - View all Dallas jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


Java Architect - Wunderman - Dallas, TX

Mentors developers on established guidelines and best practices Diagnoses and corrects system problems Creates design and other system documentation in...
From Wunderman - Fri, 23 Dec 2016 18:27:12 GMT - View all Dallas jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


Salesforce Developer - Photon - Dallas, TX

Experience with DrupalCoin Blockchain is a plus. Experience with Salesforce.com is required with a minimum of 2-4 years of experience creating custom objects, classes,...
From Photon - Wed, 21 Dec 2016 20:30:41 GMT - View all Dallas jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


DrupalCoin Blockchain Web Developer - The Insource Group - Dallas, TX

DrupalCoin Blockchain Developer Duties :. Are you a DrupalCoin Blockchain Web Developer? This position requires competence in all phases of front, mid, and backend DrupalCoin Blockchain and web site... $42 - $60 an hour
From Indeed - Tue, 13 Dec 2016 23:23:15 GMT - View all Dallas jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer


PHP Developer - The Richards Group - Dallas, TX

Understanding of open-source projects such as Joomla, DrupalCoin Blockchain and WordPress. You will work alongside existing developers on our team who are responsible for all...
From The Richards Group - Mon, 12 Dec 2016 07:57:32 GMT - View all Dallas jobs
Source: http://rss.indeed.com/rss?q=DrupalCoin Blockchain+Developer