Power meter is good because it tells you whether you’re having a good day or a bad day based on whatever baselines you set yourself. Some days I’ll…

We entered into an employment agreement with Mr. Mastervich on March 3, 2015, which has a current term that will expire on December 31, 2018, and which will automatically renew for additional one year periods unless either Mr. Mastervich or we give at least 90 days’ notice of non-renewal to the other party. The agreement provides for an initial annual base salary in the amount of $430,000 and the opportunity to earn an annual performance-based bonus, with a target of 50% of base salary, subject to the achievement of performance goals determined in accordance with our annual bonus plan. The employment agreement also entitles Mr. Mastervich to participate in the LTIP, with a target payment opportunity of 75% of his base salary, subject to the achievement of performance goals determined in accordance with the LTIP. Pursuant to his employment agreement, Mr. Mastervich was also entitled to receive three supplemental bonuses, each in the amount of $75,000, payable on each December 31 of 2015, 2016 and 2017, subject to his continued employment on each applicable payment date.

Cost of Sales. Cost of sales increased by $370.6 million, or 68.7%, to $910.1 million for the year ended December 31, 2017 from $539.5 million for the year ended December 31, 2016. Higher sales volume of OCTG and line pipe increased cost of sales by $377.5 million and $95.9 million, respectively, while a decrease in production costs per ton as a result of higher fixed cost absorption and lower purchase prices for steel coil and pipe imported from our affiliated companies in the TMK Group decreased cost of sales by $28.5 million for OCTG, $22.9 million for line pipe and $8.0 million for industrial pipe. The remaining $43.4 million decrease during the year ended December 31, 2017 was primarily due to sales of inventory, for which the net realizable value allowance had been previously recognized, resulting in a decrease in cost of sales during the year ended December 31, 2017 as compared to expenses related to that net realizable value allowance during the year ended December 31, 2016.

Shares Available for Awards. An aggregate of                         shares of our common stock will initially be available for issuance under the 2018 Plan. No more than                         shares of common stock may be issued under the 2018 Plan upon the exercise of incentive stock options. Shares issued under the 2018 Plan may be authorized but unissued shares, shares purchased on the open market or treasury shares.

There are some great apps out there that can help with this sort of thing, or an analogue note pad and pen will also do. 

Och inspected the pattern of Icarus’ chest fur, like he was looking for some sort of divination. "You’ve done a good job."

"I look out there, and it’s like I’m running, running like mad, my legs flashing out, and I’m running. Flying really." Och stared into the projection of the sky, a thick band of light blue sky between cloud banks clumping on the horizons. "You can feel everything in this, energy, hope, understanding, and you go all the way to the cliff, and you don’t even see it. You are on the land and then you are not. And you keep going, swimming with your legs and arms. You keep going like that."

“It’s funny when people ask me about the boobs, and it’s like, well, I’m a stoner. I’m queer. Wouldn’t it be cool if you could smoke weed out of a boob? How much easier would my life be if nipples produced marijuana smoke? It would be convenient.”

Capital spending on OCTG and line pipe used in oil and natural gas exploration, drilling and production activities is driven to a large degree by the prevailing prices for oil and natural gas and the perceived stability and sustainability of those prices. As the price of oil and natural gas declined substantially in 2014 through the first half of 2016, E&P operators reduced their capital expenditures on drilling and production activity, which in turn reduced demand for our OCTG and line pipe and adversely affected our results of operations. During this period, we faced significant pricing pressure on our products, and we, like many of our competitors, idled certain of our facilities and decreased the size of our workforce in response to the decreased demand and prices for our products.

Although it was hard work and I worked many Christmas holidays, I cherish my memories of that part of my life. It reminds me, too, of those zookeepers and many other people working on Christmas Day caring for animals and people.

Yet even after these industrial and financial titans had begun to avail themselves of such perquisites, our heads of state maintained lingering reservations about priority treatment. In late 1863, the government appropriated funds to outfit President Lincoln with a custom rail coach. Later accounts would inflate the car’s extravagance, but according to the assistant master car builder in Alexandria, Va., “Anyone who knew the habits of Mr. Lincoln would scout the idea of his designing an armored car of such luxurious appointments for his own use in going to the front.” The Great Emancipator rode in it but once, when the somber whistle-stop tour of the “Lincoln Special” returned his earthly remains to Springfield. It was not until 1942, after aides persuaded President Roosevelt that safety concerns necessitated a special-purpose vehicle, that American commanders in chief took their passage in executive style, in a V.I.P.-retrofitted version of the Pullman Company’s Ferdinand Magellan. In January 1943, the train delivered Roosevelt under cover of night to Miami. He was taken in three legs across the Atlantic on a Boeing 314, the Dixie Clipper, to meet Churchill and De Gaulle in Casablanca. It was the first time a sitting U.S. president had flown.

Furthermore, our revolving credit facility contains certain other operating and financial covenants. Our ability to comply with the covenants and restrictions contained in our revolving credit facility may be affected by events beyond our control, including prevailing economic, financial and industry conditions. If our cash flow from operating activities becomes insufficient, we may be required to take certain actions, including delaying or reducing capital or other expenditures, selling properties or other assets or seeking additional debt or equity capital in an attempt to restructure or refinance our indebtedness. We may be unable to take any of these actions on favorable terms or in a timely manner. Further, such actions may not be sufficient to allow us to comply with the financial covenants that are included in our revolving credit facility or service our borrowing obligations in full and, in any event, may have a material adverse effect on our business. If we violate any of the restrictions, covenants, ratios or tests in our revolving credit facility, a significant portion of our indebtedness may become immediately due and payable, our lenders’ commitment to make further loans to us may terminate. We might not have, or be able to obtain, sufficient funds to make these accelerated payments. Any subsequent replacement of our revolving credit facility or any new indebtedness could have similar or greater restrictions. Please read “Management’s Discussion and Analysis of Financial Condition and Results of Operations—Liquidity and Capital Resources—Our Revolving Credit Facility.”