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FAQs
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How do you spend your free time when on a submarine?
As the other replies show, free time on a sub is a rare commodity, especially when you’re at sea. Even before you report on board your first sub as a non non-qualified crew member (a nub, a free air breathing, sanitary tank filling, delinquent puke), you’ve spent the prior 15 months or so going through nuclear power training, sub school, and, plus for enlisted crew members all the various schools for your specialty rating.The sub crew and the Navy want you to get to work and contribute. Your first and most important job is to get started on your watch station and submarine qualifications. When you’re not on watch under instruction, doing admin and record paperwork, studying and practicing for your qualifications, observing maintenance, attending continuing training, engineering and ship’s casualty drills, etc., you just don’t have that much free time at sea on in port. You do have a bit more free time in port since there are no, round the clock watches, only the duty watch. At sea, free time, when you have some, is when you sleep. You may be able to squeeze in a movie (flick) or a game of cards here and there.It can take 1–1/2 to 2 years complete your qualifications, including the coveted dolphins that tells the rest of the world you are qualified in subs. For an officer, being submarine warfare qualified is a major career step. If you don’t earn it, it is a career killer. This is also true for the enlisted crew members, if you want to stay in subs. The process is grueling and requires detailed knowledge of just about everything to do with the sub you are on. This is necessary as each person literally holds the lives of their shipmates in their hands. You have to know how to respond and what your responsibilities are to save your sub and each others lives in an emergency.Even after you have completed your on board qualifications, there is no rest from learning and qualification, plus greater responsibilities are placed on you. Some are in the form of collateral duties. Some are for readying yourself for career advancement. For a nuclear sub officer, that means qualifying as an Engineering Officer (Prospective Nuclear Engineering Officer school with exams, interviews at headquarters (NAVSEA-08) that all have to be passed to be qualified for your next career step). If you make a career of it, there is much more of this ahead of you, and much greater responsibility every step of the way, and it’s not for everyone.
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What do I need to start my own crowdfunding platform, where do I start from?
The establishment of a crowdfunding website is not terribly difficult. However the establishment of a successful crowdfunding site is a whole other proposition entirely. The market is crowded with thousands of sites already in existence and hundreds more coming online weekly. While by no means do I wish to discourage you, a realistic perspective on the undertaking could help you save both time and money in pursuing a potentially fruitless endeavour.To undertake a project like this, you will need to establish a point of difference in the market. You need a clearly defined vision and plan for your platform. What will make someone choose your site over others? What unique purpose or functionality will the platform offer? Replicating sites like Kickstarter and Indiegogo without a unique twist will see you remain a small fish in a big pond.If you are confident that you have something unique to offer, then your next step will be to secure your domain. Depending on your skill set, you can either construct the site yourself or outsource it to a specialist. You will need to ensure you meet the regulatory and compliance standards of the country hosting the site. You will likely have to register the site as company and comply with legal and financial reporting regulations associated with the enterprise. I would also suggest securing your intellectual property such as your brand name and concept.From here, you will need to heavily market your services to potential customers. Crowdfunders will need some assurance that you have a captive audience and backers will need to see some attractive campaigns and a platform that offers them something better, something different or at least something more competitive than the thousands of other platforms out there already. Herein lies the challenge.How do you attract crowdfunders with no audience? How do you attract an audience with no campaigns? It can (and obviously has been) done, hence the numerous crowdfunding platforms available across the globe today.The most challenging aspect of this endeavour is the marketing. Sites such as Kickstarter achieved prominence as groundbreakers in the crowdfunding space. The were able to gain substantial organic signNow due to the excitement it garnered as an innovative offering. Indiegogo were able to leverage the popularity of Kickstarter by offering a cheaper and more flexible alternative during a time of few competitors. There are now thousands of these sites and more popping up every day.The platforms that are able to stand out from the crowd offer something different. The bones of the concept may be the same or similar, but the offering is unique. Take Go Fund Me for instance. The popularity this platform gained was from stepping away from products and services and into fundraising. If you want to succeed in this crowded market, I suggest you take a leaf out of the Go Fund Me book and find an angle that has yet to be exploited or a need that has yet to be addressed. Remember, starting a website and starting a business are one in the same. Before you proceed, ensure you have a thorough business plan in place. These can be downloaded online for free and are handy development tools. They force you to consider all aspects of the proposed business and can save you much heartache and pain by solidifying your vision before you spend any of your hard earned money or valuable time.I hope this helps.
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What are the main areas that one should learn during CA articleship?
I did my articleship from Khimji Kunverji and Co., one of the top firms in Mumbai; and it was an awesome experience. Let me shed some light on my learnings -Learn to say NO - Random seniors come and give you random work. Learn to say No. Learn to say you are busy. You are not a dustbin.Learn to say YES - You need to have a good rapport with your immediate seniors and your boss. I have filled my boss’s daughter’s BFM admission form because she needed some help. Sometimes, you have to keep your ego aside and look at the larger picture.Whether audit or tax is the one for you - You tend to spend 3 years in articleship, doing either audit or tax. It is good enough time to gauge whether you want to do this for your entire life or not. For me the answer was NO, and I switched to Finance. No point wasting time once you qualify.Domain Knowledge - In your first job interviews after becoming a CA, a lot of stress will be on what you did during these 3 years. You should be upto date with that. Get your basics right.Out time is a myth – As per my firm HR Manual, the official work time was roughly 10-30 to 6–30. Strangely, you used to be penalized for coming late, but no credit for going late. It’s the norm. Get used to it.Make Mistakes - Ask stupid questions. Make mistakes. Experiment. Because you have the license to. You are a fresher. As a CA, people expect more.Do not neglect your Social Life - Its important. Your boss will not come at 12 to your place with a cake in his hand, wishing you a happy birthday.I remember getting into a train during my 1st year articleship. I somehow started chatting with a guy standing near me. He was a CA. I told him I just cleared IPCC and started with articleship. He started laughing and said “Welcome to Hell”.With all the office and study pressure, you might feel life sucks during articleship, but it will be a great experience. You will create memories of a lifetime. Cherish it :)
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What are some of the most interesting courses at Stanford's GSB MBA program?
I would agree with the answers given by Pierre Len and Robert Lopez related to how this is largely based upon preference. To answer the question in more detail, it is helpful to provide a bit more context on the overall path of GSB classes and how students typically differentiate in the classes they choose.As Anneke Jong wrote in a blog post (http://annekejong.blogspot.com/2...), the first year is quite challenging for a number of reasons, and few students look back on it as academically inspiring. Most complain incessantly about it, sometimes with good reason and sometimes due to lack of perspective (I count myself in the latter group). It is the year where you take the classes that any MBA would be expected to take. As I reflect on it now, I wish that I had been less negative on it in the moment, as many of the classes were quite good and / or will serve me well, particularly finance, accounting, economics, and data and decisions (i.e., statistics). Though it is painful, the administration is wise in packing these into the first year. By the end, you are done with the "required" courses and the second year is wide open. As long as you complete a grand total of 105 course units, including 93 at the GSB and 93 graded (vs. pass/fail), you can graduate. By the end of the first year, most students have ~60 units completed, so in addition to a lighter course load, the classes are completely of your choosing. During the second year, students end up splitting down a number of tracks. As would be expected, some focus on finance / investment classes, others on general management / entrepreneurship classes, others on product design / marketing classes, and others on leadership / soft skills (NOTE: this is my rough categorization for the purposes of this answer, not an official categorization of the Stanford GSB). Still others venture "across the street" whether on a one-off basis or through joint degree programs, taking classes at the law school, medical school, E-IPER program (environment and resources), design school, education school, public policy / administration program (whether Stanford or Harvard Kennedy), etc. These are rough lines, and many students take classes across several of them. From what I have seen though, you can generally see each person allocating his / her time in 1-2 tracks more than the others. I personally focused on general management / entrepreneurship and leadership / soft skills, so I can only really speak to those. I will try to reference other highly rated classes as well.The "signature" classes: While there might be some differences of opinion on these, there are a couple of classes that are notable across generations of GSB students. This is with good reason too, these classes end up being described as life and / or career changing.Interpersonal Dynamics (OB 374) -- This is probably the most famous of them all. Commonly called "touchy feely," over 90-95% of the class takes this and many (including me) describe it as transformational. The premise of the course is that communication and connection between you and others is one of, if not the most important factors related to your personal and professional success. Furthermore, most of us aren't really all that good at it. We tend to speak and respond to others, especially during times of stress, in ways that are counterproductive and prone to hurting, rather than building relationships. There is a lecture portion of the course, but the real action takes place in T-group (i.e., training group), where a group of 12 students and 2 facilitators sit in a circle for 3-4 hours at a time. There is no agenda. The group just talks, going deep on topics relevant to each student. Disagreements and conflicts arise. Real-time feedback ensues. While it sounds unstructured, it is very often a tremendously powerful experience, changing how you communicate and connect with others.Managing Growing Enterprises (STRAMGT 355) -- Another extremely useful class, this might be better titled "Managing Difficult Situations." The most famous professor is Irv Grousbeck, but all the professors (including Joel Peterson, Jim Ellis, Kevin Taweel) are experienced practitioners who engage students in challenging role plays related to common management situations involving complex decisions and tough conversations. Each class typically revolves around a real-life case study, and the protagonists are present. After about an hour and a half of role playing the various situations, the protagonists address the class about how they handled each situation, what worked well, what didn't work well, etc.The rest of the "super round" classes: Each year, first year students go through a registration process where they can "super round" classes that are typically very high in demand. The above two classes are always on this list. The classes below are as well. Typically, each student will only get two of these (including the "signature" classes above)Leadership Perspectives (OB 363) -- A relatively new class, this has become incredibly popular in recent years. It is taught by Joel Peterson (former CEO of Trammel Crow, current Chairman of JetBlue, Managing Director of Peterson Partners, etc.) and Charles O'Reilly, a really excellent research professor focused on leadership. The format of the class includes one session per week where a prominent leader addresses the full class and a second session where small groups break out to discuss and reflect on what was learned from the leader. During my class, we heard from CEOs / board members, former athletes, a city mayor, a military general, and a nonprofit leader, among others. Each gave us 15-20 minutes of background on his / her life and path, then the next 1 hour+ was open for questioning, where we could ask just about anything (and questions / responses were guaranteed confidential within the class). It is fascinating to see the similarities and differences among leaders as they honestly discuss their personal and professional successes and failures over time.Entrepreneurship and Venture Capital (STRAMGT 354) -- While I didn't take this class, it is also extremely popular. It is taught by long-time venture capitalist Peter Wendell and Eric Schmidt. The guest list is phenomenal. This class was referenced in the recent New York Times article on Stanford (http://www.newyorker.com/reporti...).Investment Management and Entrepreneurial Finance (FINANCE 321) -- While I didn't take this class, it is extremely popular among students with interest / focus on the finance / investment space. It is taught by Jack McDonald, a long-time professor and investor guru. I'll leave further description to an alum / student who has actually taken the class.Other interesting (and popular) classes that I did takeLeadership Fellows (OB 330/331) -- Each year, ~66 second year students take part in the Arbuckle Leadership Fellows program. While one purpose of the program is to help facilitate the Leadership Labs class taken by every first year student, there is also a heavy "coaching" component to the experience. Through this, the students in the class are trained by professional executive coaches to be coaches themselves. The point is not that most of us will actually become executive coaches (though some might), but rather that coaching is a critical part of managing, and something that many managers are not actually that good at. During the class, each student has ~3 first year students that he / she coaches for two quarters both to practice what is learned in class but more importantly, to help the first year student improve in whatever areas of life the student so desires. Lives of Consequence (OB 383) -- A small seminar class, this is focused on giving students time to reflect on what sort of life each student wants to lead. The class includes some study of individuals who have been thought to have led a "consequential" life. More importantly, the class asks each student to complete several exercises focused on his / her own life, including writing his / her own obituary and eulogy (though unusual, writing my own and listening to what others wrote about themselves was an amazing experience). Few people find the time for such structured reflection, which is exactly what this class allows.Becoming a Leader (GSBGEN 571) -- Many students coming out of MBA programs will become managers within a few years, and becoming a manager means working not just for those to whom you report, but those who report to you. This is often a difficult transition. This half-quarter class uses the experience of recent GSB graduates (classes 2000 and later, more or less) as a tool to expose us to common challenges faced by first time and young managers. Some of the examples are highlighted in short videos, but there are also two panel sessions.The Paths to Power (OB 377) -- Taught by Jeff Pfeffer (http://jeffreypfeffer.com/), this class is about the power and, as he says in his book, why some people have it and others don't. It is often described as a controversial class, with rationale being that it just teaches tools that allow one to accumulate power. I did not find it to be particularly controversial, but rather thought that it just highlighted a set of very basic but important considerations -- whether others know about the good work you're doing, what your network looks like and how central you are as a node within it, how you say what you say, how much social and professional capital you have, how unique you are in your organization, etc. -- that can lead to gaining and sustaining power within an organization. Throughout the course, case studies are used, and at least once a week, case protagonists and / or professionals related to the topic at hand guest teach.Formation of New Ventures (STRAMGT 353) -- This is a survey course that uses case studies to introduce challenges and considerations across the new venture lifecycle, from idea and team formulation through IPO or M&A (at which point the venture is presumably no longer new). Each class, the protagonists of the case being taught are present to comment on the discussion and what they actually did, why, how it turned out, etc. There are several sections of this class. I took a section with Andy Rachleff (Benchmark, Wealthfront) and Mark Leslie (Veritas) that was focused entirely on information technology companies. Other sections are taught by Jim Ellis (Asurion), Jeff Chambers (TA Associates), John Mortgridge (Cisco), Charles Holloway, and George Foster (Stanford).Building and Managing Professional Sales Organizations (STRAMGT 351) -- Where Formation of New Ventures is a survey course on many topics related to starting a company, this class focuses on precisely what the name implies. You're either building product or you're selling it. I knew shockingly little about the latter step before this class, and found it to be among the most practical during my whole time at the GSB. Similar to above, this class is taught with case studies, and the protagonists join each class to share their experience and learning. Additionally, there are projects and simulations used to apply the class materials. Mark Leslie, an amazing sales CEO for decades in Silicon Valley conceived of the class with James Lattin on the academic side. They are now joined in different sections by Peter Levine (A16Z), Kirk Bowman (Accel), and Mark Stevens (long time Sequoia).Conflict Management and Negotiation (OB 381) -- This is about exactly what the title suggests. Conflict and negotiation can be uncomfortable or even painful, so the course is more than 50% focused on simulations between classmates where you practice effective tools and then reflect on the outcomes. And it does get more natural with practice...Sports Business Management (GSBGEN 360), Sports Business Financing (GSBGEN 561), and Sports Marketing (GSBGEN 562) -- The GSB has a number of courses and course sequences that focus on particular topics of interest for students. I have some interest in sports and took two of the three courses above with George Foster. You do have to be interested in sports for these classes, but if you are, it is a real treat. Aside from the annual Billy Beane visit, Professor Foster manages to get the biggest names in Bay Area, and sometimes national sports, into the room discussing just about every topic related to business and sports. As you will see below, there are many other courses delving into different verticals, such as philanthropy, real estate, and entertainment.Other interesting (and popular) classes that I did not takeAligning Start-Ups with their Market (STRAMGT 359) with, Andy Rachleff, which delves deep into another topic introduced in Formation of New Ventures, product-market fitCreating a Start-Up (STRAMGT 356/366) with Haim Mendelson, whereby teams of students (often across graduate programs) create a company plan and sometimes, take the product to market during and after a two quarter course togetherBiodesign Innovation (OIT 384/385) -- some similarities in process to above, but where product is focused on healthcare technologiesEntrepreneurial Design for Extreme Affordability (OIT 333/334) -- some similarities in process to above, but where product is focused on technologies that benefit people and communities in developing countries (through Stanford SEED program)Corporate Financial Modeling (FINANCE 350) with Peter DeMarzo, who wrote our book on itMergers and Acquisitions (ACCT 332), guest taught by Safra Catz (President of Oracle)Understanding the Recent Financial Crisis (GSBGEN 340), Fiscal Policy (GSBGEN 363), and Contemporary Economic Policy (MGTECON 381) with User-13808067191255951908, former Economic Policy Advisor to President George W. Bush and Director of the US National Economic CouncilDesigning Happiness (MKTG 355) and Social Brands (MKTG 353) with Jennifer Aaker, author of The Dragonfly EffectReal Estate Investment (GSBGEN 306)Leadership in the Entertainment Industry (OB 388)Strategic Philanthropy (GSBGEN 381)
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What kind of skill set should a CA student develop before starting Articleship?
This hunger for more knowledge is good for a CA Student. It is a very good idea to know what others have learnt and re-assess oneself on the basis of same, so that you become equally competent. This is a good way of improving oneself.Part A - About the core Knowledge:(a) What your firm operates in - you can't do much beyond that.Core Knowledge = Practical Knowledge about areas your firm is operating in.See the firm you have chosen or you got into, basically will provide you with the knowledge of some of the fields in which Chartered Accountants works. You cannot gain knowledge about all fields in which Chartered Accountants work, since the scope is very wide and whether it is a Big Four or a sole proprietor Chartered Accountant, nobody can give you work experience in all fields. So basically these core areas where you get to work - you have to be satisfied with the same. All you can do is - learn from experiences of your friends who are in to different core areas. This is a rigid area, and not much can be done in this.(b) Try to get an assignment in all kinds of activities that your firms do -You can't go out of the box in which your firm operates, but atleast you can learn everything that is in your box. Many articles run away from certain things - saying it is a low category assignment or not so fascinating. It is because they all hear it from their friends about the big industry they worked in and blah blah things. But go and ask those friends, if they know, what is the procedure to obtain a PAN card and a duplicate PAN card? What is the procedure to obtain Shop Act? or atleast if they know what is Shop act?My Insights -In our office they didn't used to allow articles to do that, the administrative people like Bcom people used to do that. But I insisted on the same, to allow me to do them once. The task was easy, but it was something very basic that I learnt. Later when you start your practice or job, these are somethings that give you edge over others. If you become an entrepreneur, you can handle those things yourself. So it is beneficial always.(c) Try to get assignments in all kinds of industries that firm works in -Basically most Chartered Accountants work in some fixed industries since when you do good to one client, similar clients get attracted, so automatically, you will see that most clients are of similar category. As an article you should try to do audit of all kinds of organizations -Based on organization type like Sole proprietor, Private limited companies, Partnership firms, trusts, public limited companies etc.Based on different business forms like Retailers, Wholesalers, Chain stores, Manufacturers, Service providers, Traders, Consultants, Support Services, Maintenance services, Export oriented, etc.Based on different industries like IT, E-commerce, FMCG, Finance, Automobiles, Telecom, etc.Based on Tax benefits or special act companies like religious trusts enjoying benefits u/s 11 or 12, regulated companies like insurance, banking, etc. or may be companies in Special Economic Zones, etc.A Piece of Advice -You won't find all of the above in any one firm. Such firms giving such wide opportunities don't exist. But thing is - you need to explore every corner of your own firm, whatever it is.(d) Try to gain overall knowledge of all types of works -Don't think about specialization in Articleship, it is not that much useful, because if later in life that sector goes down, your career will get a full-stop. As a Chartered Accountant you must first learn all the basics of all types of work, when you become aware about basics, i.e. after articleship, then you should try to develop core competence when you find jobs or do practice.My Insights -If you don't get an assignment of different type - go to your principal and say that "Sir, I want to learn about that kind of work, if next time there is any work related to that xyz client, please give me a chance." I did it in my articleship, and I got those opportunities, Sir was happier indeed, that an article was ready to take up some sort of responsibility. I am pretty sure, 80% of Chartered Accountants would do the same. If you say politely, the teacher inside them will awake, and they will allow you to fly!Part B - Other things that you should learn during articleship - More important than above said things!(a) Office Ethics -You should learn about the office culture, how people dress, talk, meet and greet colleagues, seniors and clients. It is very important to observe how people form groups, how they make their juniors to work and seniors to help/guide. It is very important to notice, how others are keeping good relations with administrative staff i.e. HR, Clerks, etc. - something that is very helpful at times of problems. There are many more things - basically you have to learn how people operate in office and especially how your boss stays in office - since someday you too will be a boss.A Piece of advice -Learn good things only. Although I assume most Chartered Accountants are well cultured and natured, but exceptions may exist. But remember, may be your boss was good or bad, you have to become a good boss in future.At many times you feel that your boss did wrong, and he/she should have allowed you to do xyz thing. Remember such incidents or make a note of it. When you become a boss, you do them correctly. If you are able to do, you are a good boss, else you will realize had a wrong idea about your boss.(b) Printing, Scanning, Documenting, Letter typing, Organizing Office, Using appropriate Stationery -Your reaction - "Oh God! Really?"Consider this situation - you are in a corporate office, a high ranked employee. You tell the clerk to scan a document, but your clerk is new. He is not acquainted with the printer. What would you do, if you yourself don't know how to use a printer or scanner? In early days of your job or in many companies, you don't have clerks who do it for you, you have a printer next to you and you have to do it yourself. In case you don't know these, what a shame! A Chartered Accountant, but does know how to use a printer or how to unpin a staple! God! Dummies on earth.My Insights -One of the expert HR was sharing his experiences with interviewing Chartered Accountant, at a conference that I was listening to. He said, we tried an experiment successfully. We told every candidate entering into the interview room to arrange certain documents and properly organize them into a file. Now on the basis of how file was organized, they discovered candidates who had done dummy articleship or articleship of low grade, because those candidates never knew how to arrange a file, since they never did it in their lifetime.So basically the best thing about a good leader, boss, a senior or an entrepreneur is that he/she knows the work of all persons junior to him/her very well. That's why they can handle them well.So basically learn the following things and many more which I can't list out -How to properly document an Audit file?How to properly keep a permanent client record - both electronic & physicalHow printers, scanners, servers of your office, internet network, LAN systems, routers, biometrics, connections etc. work in your office.How to use correct stationery correctly? Like properly unpinning documents, or may be how to create sets for clients, income tax officers, registrars etc.How to draft covering letters, envelopes, request letters, etc.(c) Drafting Email Communications & Email Ethics -The most important part indeed of articleship. The fact is we never get opportunity to learn this anywhere else. This is a good ground to learn. Initially you can see how your boss writes email, how your senior does it. Then you can innovate it yourself. The thing is in business world, everything today goes on Email. Emails don't have a tone, they don't have smileys (means they are not used). Writing a good email, is an art. It is very important to learn how to write such kinds of emails.Emails asking client to provide information, with accurate requirement list.Polite Emails for making client realize the wrong they have done.Emails providing consultancy services. See email consultancy is a big time opportunity and costless service, in future a good means of earning.Writing intra-office emails.Whom to keep in CC, Never to use BCC, how should be the subject line, how should be the signature etc.When email shouldn't be used & telephonic conversations should be preferred, sending reminders, how to use meeting feature, etc.(d) Oral Communications - F2F or telephonic or over internetThis is again a great area to learn. It very necessary to learn how to interact with clients. The interaction can be face to face, or telephonic or over internet services like skype, etc. It very important to learn to learn how to deal with such situations. A conversation over telephone, has to be polite and discussing documents over telephone is also an art. Similarly communication over Skype is also an interesting thing to learn, one should know how to have business conversations over Skype and how to share documents, discuss & present over it.(e) Formatting documents - Something that stupids call stupidity!I have seen documents and emails from fellow Chartered Accountants, so pathetically formatted, that I sometimes wish to hit them with a stone, maybe their sense would come back then. But basically the idea is Chartered Accountants are professionals, and therefore, a professional behaviour is expected from them. The behaviour is expected highest in the documents and reports. Thus, it is very important to learn:Appropriate font sizes, font stylesHow to add tables in emails, how to structure an email, maximum size of emails, minimum size of emailsWhen to use and when not to use - bold, italics, underlines, shades, coloursHow to structure paragraphs, appropriate line spacingHow to convert documents into different formatsHow much margins to keep, how to make document print readyHow to make document secureHow to make documents self-explanatory by adding commentsHow to use various functions like footnotes, document review, freeze panes, grouping - sub-grouping, page numbers, author details etcCover page for report, report size, number of maximum pages, drafting executive summary, adding disclaimers, etc.Conclusion:The Part A makes you an intelligent Chartered Accountant.The Part B makes you an intelligent Human Being.And let me tell you, Part B is more important, because even if you don't become a CA, an intelligent human being can definitely live a good career!Ignoring the part B is very common amongst CA, and that's why MBAs getting an edge over CAs is also very common.Many people say 'Articleship is nothing but labour work', well it is because you think it that way, and that's why you are doing it that way. If you try, you will realize articleship period is life changing!"You will have hundreds of opportunities to learn the bigger things once you become CA, but not these small things. Once you become CA, people don't expect you to know everything, they understand it is quite impossible, but they definitely do expect that you know these basic things rightly."
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Once you have a secure online profile you can pay using PayPal with a credit card of your choice or pay with Bitcoin, Litecoin, etc. Once the payment goes through, we get the payment request and we can immediately start the signature verification process.
Do I need an SSL certificate?
As a general rule, yes. SSL certificates, or SSL certificates are used to encrypt traffic and it's a standard on the Web. The problem is that the certificate is a public key certificate. The certificate is used by browser to make sure no one can intercept any of the data. You should have an SSL certificate to be sure nothing can spy on what your online identity does or is doing.
When you create an email address and start a profile with email, you need to use a SSL certificate or the email could be intercepted. We also require a valid SSL certificate for the secure login form.
I've already got a valid SSL certificate for my domain name. Will I still need one for this website?
No. Our SSL server certificate is only to protect you and no one else can intercept your identity.
Do I have to create an account to start using the service?
To begin scanning and saving your signature we just need to know the email a...
How can i sign out on xfinity e-mail?
You need to be connected to an xfinity or cable TV internet connection. We recommend having an active xfinity subscription when signing out at the app.
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