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We ask this question of most fund managers we interview, so we have a repository of hundreds of answers. I'll highlight just a few:Howard Marks, co-chairman of Oaktree Capital Management: "...people tend to get in trouble in investing when they have unrealistic expectations, especially when they have the expectation that higher returns can be earned without an increase of risk. That is a very dangerous expectation. Which is the thing which is most dangerous to omit? I think it is risk consciousness. I think that the great accomplishment in investing is not making a lot of money, but is making a lot of money with less-than-commensurate risk. So you have to understand risk and be very conscious of it and control it and know it when you see it. The people that I think are great investors are really characterized by exceptionally low levels of loss and infrequency of bad years. That is one of the reasons why we have to think of great investing in terms of a long time span. Short-term performance is an imposter. The investment business is full of people who got famous for being right once in a row. If you read Fooled by Randomness by [Nassim] Taleb, you understand that being right once proves nothing. You can be right once through nothing but luck. The law of large numbers says that if you have more results, you tend to drive out random error. The sample mean tends to converge with the universe mean. In other words, the apparent reality tends to converge with the real underlying reality. The great investors are the people who have made a lot of investments over a long period of time and made a lot of money, and their results show that it wasn’t a fluke — that they did it consistently. The way you do it consistently, in my opinion, is by being mindful of risk and limiting it. [...]"John Lambert, investment manager at GAM: "Compared to most professions, investors suffer a distinct lack of useful information and feedback that would enable them to improve their processes and, ultimately, results. Knowing where and how to make small improvements across the range of skills required to deliver better returns is difficult to do, and consequently it is often put to one side and forgotten. This would be a mistake. A greater effort to understand one’s strengths and weaknesses as an investor, by deconstructing and measuring your process as thoroughly as possible, is something the thoughtful individual should constantly be striving for. Process analytics and improvement should be a core part of any investment process! [...]"Mariko Gordon, chief investment officer of Daruma Capital Management: "It’s very important not to be prejudiced and stubborn. You have to be open-minded but you also have to be very disciplined, and grounded, and firm too. [...]"Jean-Marie Eveillard, senior adviser to First Eagle Funds: "[The single biggest mistake] is not being value investors. Admittedly, it’s difficult not to pay attention to—everybody has a Bloomberg machine or something—not to pay attention to daily changes in stock prices. If you’re an investor in real estate, if you own a few buildings or if you own even one building, you don’t worry about the price of your building on a daily basis because there is no daily transaction. It’s less difficult to be a long-term owner if you own real estate, or in general illiquid assets, than it is with equities that trade daily. It’s not for nothing that Buffett is one of the richest men in the world. It’s because he has a very sound approach to investing. It’s not a recipe, it’s not a formula. Of course, his enormous success is due to a large extent to his own extraordinary skills. But when he wrote that article in 1984 it was in an attempt, which was a very humble attempt in a way, to say that his own success which was already obvious in the mid-1980s was due not just to his own skills, but also due to how sound his investment approach was. Most investors, including professional investors, have an investment approach—and maybe they cannot avoid it, because there is what Jeremy Grantham calls career risk, which is nothing to be ashamed of. The mistake they make is to pay too much attention to the short term. Ben Graham was right, short term, [the market] is a voting machine. You’re in the hands of market psychology if you invest in the short term. If you invest in the long term, it’s a weighing machine that weighs the realities of the business. The Frenchman who told me, hey, if we the French, we don’t buy that small stock, which you own, it will never go up. Well, no. That’s not true. It may go up after a long period of time, but it will go up if it deserves to go up. [...]"Larry Sarbit, chief investment officer of Sarbit Advisory Services: "[Investors] allow emotion take over their investment decisions. That is undoubtedly the biggest problem. They don’t think very much at all. There’s not a lot of thought going on and so therefore don’t be surprised if things don’t work out well. They’re their own worst enemy. Investors do more damage to themselves than anybody else could do to them. If they would just think like they were going to the grocery store, again that’s Ben Graham, if you think about buying stocks, like he said, like groceries instead perfume, you’ll do a lot better. But people don’t and there’s not a heck of a lot you can do for them. The truth is that most people are not going to make money in the stock market. The vast majority of people don’t make money. It’s unfortunate but it’s almost a law that that’s the way it is. The money comes in at the wrong time and it goes out at the wrong time. I can tell you right now we’re seeing the market turn south because of rising interest rates. If the markets keep going down or if they go nowhere for the next three years, I can see exactly what investors are going to do. They’re going to get out, they’re going to stop investing, and they’re going to get out.They keep doing this over and over and over again, generation after generation, decade after decade, century after century. The behavior just repeats over and over and over again. Not much you can do about it. But that’s what creates the incredible opportunities to buy things. It creates it for us – it’s that people don’t think. [...]"Bryan Lawrence, founder of Oakcliff Capital: "[The single biggest mistake is] not having the right temperament or sufficient balance in their lives, to manage through the humbling experience of the markets. The Great Crisis found the cracks in a lot of relationships and the demons in a lot of personalities. Buffett talks about the financial consequences of a receding tide, but we should also think about the psychological consequences. Certainly the brokers don’t have to push too hard to get the clients to change managers after a bad streak. [...]"Mark Cooper, portfolio manager at First Eagle: "...it’s really about investors not being comfortable in their own skin, and they tend to chase things that are maybe the latest fad or whatever is hot today. And you have to have patience and stay the course of your investing philosophy, but you also can’t be afraid that you’re going to miss something. And as investors become more experienced, hopefully they become more comfortable with what they know and what their circle of competence is. Don’t worry so much about what’s outside that but you just want to narrow down the investible universe or what you can possibly follow and what you can know, and focus on that. And if the opportunities present themselves take advantage of it. But if you’re always worried about what somebody else is doing or what might work the next three months or what’s going to work between now and year end, changing your roadmap gets people in trouble. [...]"Brian Boyle, chief investment officer of Boyle Capital: "The biggest [mistake] I see is overconfidence. The markets have a way of taking care of that though. This can be a very humbling business and it is important to remember that. [...]"Lisa Rapuano, portfolio manager of Lane Five Capital Management: "[The single biggest mistake is] being human? Seriously. The most important thing to do is to understand your own temperament and skills, to develop a plan and to stick with it. But human nature is to go with what feels good, to look for social proof and to act out of fear and greed in times of stress. Developing an understanding of how you personally react to things and creating a structure around yourself that helps you optimize your strengths and minimize your tendency toward error is a huge advantage. Unfortunately, everything seems stacked to work against us. Even as professionals, the structure of the industry creates pressures to conform to stupid ways of investing because either they gather assets or they at least don’t get you fired. For individuals it’s even worse. It takes a lot of work to remove yourself from all the noise and the pressure and you still make mistakes. On the other hand, this is what makes our business so wonderful: you can always get better, you can always learn more and it’s never, ever boring. [...]"Barry Pasikov, managing member of Hazelton Capital Partners: "[The single biggest mistake is the absence of] discipline. Investing is easy to understand, but challenging to execute and that challenge comes in the form of remaining disciplined. All investors begin their journey with only the best of intentions, but frustration, and temptation, mixed in with a little self-doubt can lead anyone astray. There are four disciplines that I rely on to guide me down the value investing path: 1) stay true to your strategy; 2) recognize overconfidence; 3) control your emotions; and 4) patience. [...]"Richard Cook and Dowe Bynum, principals of Cook & Bynum Capital Management: "While we would typically list a few (e.g., having a short-term perspective, overestimating the strength and longevity of competitive entrenchment/advantages, investing with inadequate information), the single biggest mistake has to be investing without a margin of safety (i.e. not buying a company at a large discount to a conservative appraisal of its intrinsic value). By the way, full credit for this idea goes to Ben Graham, who once wrote: 'Confronted with a challenge to distill the secret of sound investment into three words, we venture the motto, ‘Margin of Safety.’' There is a great quote that is generally attributable to the physicist Niels Bohr: 'Prediction is very difficult, especially about the future.' At its core, investing is about predicting the future cash flows of a business, which means that investors like us are inevitably going to make mistakes in their evaluation of the quality of a business or the people running it. An appropriate margin of safety serves to prevent permanent capital losses when an investor is wrong and provide outsized returns when he is correct. We only like to play the game when we know the odds are in our favor.[...]"Simon Denison-Smith, co-founder of Metropolis Capital: "...investors who are not undertaking sufficient analysis and due diligence in each position they invest are taking significant risks. A lack of deep understanding of a position leads to two specific challenges: 1. It is much more difficult to have a conviction of what the fundamental value of the stock is without this, which makes it psychologically more difficult to buy when the market delivers a compelling price and to have the discipline to sell when the market is over-exuberant. 2. It makes risk management much more difficult, particularly spotting when something fundamental has changed within the business. In the last 3.5 years, we have exited three positions at a loss, where the share price fall subsequent to our exit was between 70-90%. In all three cases, we were close enough to the businesses, to fully appreciate the impact of news flow that was in the public domain but had not been fully appreciated by the market. [...]"Brian Bares, portfolio manager of Bares Capital Management: "My experience tells me that individual investors run into the most trouble with the simple things: saving habits, proper diversification, and sticking to their investment policies. My peers in institutional investing probably run into the most trouble when they mistake familiarity with excellence. You may know everything there is to know about an idea, but that doesn’t necessarily make it a good idea. Also knowing when you have an edge is very difficult, but in my experience it is the critical factor that allows us to stand out in the ultra competitive world of institutional money management. [...]"Amitabh Singhi, managing director of Surefin: "...most people enjoy the process of creating wealth but not the process of managing it, which leads to reckless behavior in investing. Most people who do not apply the same rules of wealth creation to wealth management don’t take the latter seriously enough. For instance, rarely would one start a business that one doesn’t understand. So why invest in situations that one doesn’t fully understand?"Ori Eyal, founder of Emerging Value Capital Management: "The key to long-term wealth creation is not earning high returns. Rather, it is earning good returns while avoiding (or minimizing) the blow-ups. The biggest mistake that investors make is not investing in a conservative enough manner. The world is a dangerous place for capital. Inflation, expropriation, revolution, currency devaluation, industry declines, wars, natural disasters, depressions, market meltdowns, black swans, theft, fraud, and taxes all pose a constant and lurking threat to growing (or even just maintaining) wealth over time. In any given year, the probability of disaster is small. But over many years and decades anything that can go wrong eventually will. [...]"Alan Zafran, partner of Luminous Capital: "Investors fail to adopt a personal investment philosophy and stick with it, through thick and thin. We’re all human, right? It’s just too easy to succumb to emotion and let 'fear and greed' drive your asset allocation and investment decisions. Of course, nothing could be farther from rational from an investment perspective."Aaron Edelheit, founder of Sabre Value Asset Management: "[The single biggest mistake that keeps investors from reaching their goals is] themselves. For investors, the combination of emotion, fear of loss, greed for gain, how your brain works are all so important and few pay attention to it. I think knowing yourself—what are your weaknesses and your strengths—is critical to being a good investor. I work on it every day. [...]"Zeke Ashton, portfolio manager of Centaur Capital Partners: "There are a probably an infinite number of ways one can screw things up. But I think one can capture a very large percentage of the possible mistakes under one broad roof by saying that a lack of a coherent investment strategy that makes sense and can be followed with discipline and perseverance is the biggest mistake investors make. Without an intelligent framework for making decisions, it’s awfully hard to succeed. [...]"Ken Shubin Stein, founder of Spencer Capital Management: "...all investors can benefit by keeping an investment journal and using checklists in doing their research. These two very simple tools not only will help keep people focused on their goals and sticking with their strategy, but they will also help them avoid mistakes out of impulse. They will also protect investors from some of the cognitive biases to which we are all subject. In the checklist, it’s possible to put not only the steps necessary to do the research as well as lists of mistakes or problems that occurred in the past and should be avoided, but also a list of cognitive biases. This allows the investor to check with him or herself and to think about whether there are forces at play that may be activating some cognitive biases, and if so, to consider those. [...]"Guy Spier, chief executive officer of Aquamarine Capital Management: "The biggest mistake is when we as investors stop thinking like principals. I think that when we think as principals, when we apply Ben Graham’s maxim that we should treat every equity security as part ownership in a business and think like business owners, we have the right perspective. Most of the answers flow from having that perspective. While thinking like that is not easy, and most of the time the answers are not to invest and to do nothing, the kind of decision-making that flows from that perspective tends to be good investment decision-making. [...]"Igor Lotsvin, portfolio manager of Soma Asset Management: "[The single biggest mistake is] reacting to noise in the market and becoming emotional. Markets are often highly irrational over short periods of time – investors need to have their own assessment of a given situation and not be slaves to the market. [...]"Don Yacktman, president of Yacktman Asset Management, on how to deal with investment mistakes: "When one makes a mistake, admit it, learn from it, move on, and try to improve on what the mistake was so that we don’t repeat it over and over again. [...]"Mark Massey, fund manager of AltaRock Partners: "Several things come to mind as I think about it… making emotional decisions… short-term thinking instead of long… a lack of thoroughness in due diligence… These are all issues, but I think the best answer to the question is a little more subtle… and it’s that most investors fail to properly weigh and adequately take into account that they are players in a pari-mutuel betting game. So you probably know what I mean by that, but let me elaborate. So most people know how horse betting works, right? So before the race begins, all the bets are tallied up, and based upon all the bets, the odds are calculated… and so what ends up happening is that the top horses - the ones with the best pedigrees, the best jockeys, and the best track records - end up paying out very little profit when they win, which is most of the time. And while the payoff can be great when the worst horses win, the fact is, they rarely do. Investing is very much the same. Great businesses - the ones that have demonstrated competitive advantages and which have enjoyed long records of success - are almost always priced very expensively, while poor businesses are almost always correctly cheap. Consequently, it is hard to do better than average betting on either. The secret to winning in horses and in securities is the same. You need to study like mad and be really patient. Every now and then you will come across a really great business (or horse) that for one reason or another is mispriced, sometimes severely so, and this is when you invest (make a bet). The rest of the time you just keep working hard and waiting. You only bet when you are convinced that you have a near cinch. [...]"Pat Dorsey, chief investment officer of Dorsey Asset Management, on the mistake of confusing growth for competitive advantage: "...people mistake growth for having a moat. Anyone can grow. Anyone can grow by building new stores, by underpricing a product. That doesn’t mean it’s sustainable and as investors, we’re buying a future and so that’s sustainability that really matters. There’s a competitor to Aggreko, a company that we’ve been doing a lot of work on now called APR Energy, which is UK-listed, but based in Jacksonville, Florida, and they have been winning some deals from Aggreko – we’re pretty sure – by underpricing. [...]"David Steinberg, managing Partner of DLS Capital Management, on mistakes in deep value investing: "You cannot be in denial, you have to be pragmatic. It’s pragmatism and recognizing that we are all human in our judgment, and we do make mistakes. Recognizing mistakes and being able to act on those mistakes to change course, which we would call basically flexibility, flexibility in thinking. As much as we need discipline and be able to maintain, we need to be able to identify when we need to change directions and have the flexibility to recognize that something has changed and be able to appropriately act on it. It’s a function of a different type of discipline. It’s discipline in recognizing a change in the winds. [...]"Martin Conder, director of Novum Capital, on mistakes investing in retailers: "I have most often made mistakes over moats in retail. A retailer with strong physical presence in good locations might seem well defended but, in addition to these moats being eliminated by online competition, the retail market is very fluid with tastes and shop formats always changing and footfall very agile. In the UK for example Jessops and Woolworths seemed to be very well established and much loved brands, but now gone. [...]"Peter Kennan, managing partner of Black Crane Capital, on mistakes investors make in Asia: "The biggest thing about Asia is that this is almost a paradox in that people come here because of growth and because of diversification. New opportunities give the diversification and there is growth, there’s no doubt about that. The problem in China—and I’m bullish on the growth of China. I don’t mean it’s going to go back to ten-plus percent, but will it be six, seven percent and be growing year on year on year on year. However, that doesn’t necessarily translate to shareholder returns and a lot of investors come out here with too short a time horizon. The volatility can just swamp them. If you look at the P/E ratings at the moment in China on average, they’re very low and it’s good value. Then at different times those ratings have been much higher and they own individual stocks that everybody gets conviction and excitement about because they feel it’s safe for whatever reason. A P/E of 30x is quite common amongst more popular stocks in China. The average is 11x, so if you’ve got a stock that’s 30x and it doesn’t work out so well, you’ve got a long way to fall. [...]"

Nothing. Mills just provided, August, 2019, the fourth item that the theory allowed to be developed, and the second item being scrutinized for procurement or lease by the USA Department of Defense."Department of Defense has a Suncell running on its premises as a licensee":by July 21, 2019:according to Navid Sadikali(CEO at The End Of Petroleum) in the first segment at time stamp 0:00 to 17:45 on a talk show at r/BrilliantLightPowerthen scroll down to "End Of Petroleum talks Hydrino Energy - Live on Freedom Talk Live July 21, 2019"UPDATE: I (Frank Acland Moderator at E-Cat World.com) have received the following message from Navid Sadikali:“Request: please modify the article. My interview stated these facts.1) The SunCell is running.2) The DOD is a licensee through ARA.3) The DOD was onsite to see the SunCell.”It is finally happening, the Suncell is being scrutinized towards being leased by a commercial or military client.I communicated with Navid, several months ago. In a radio cast, he mentions something about Brett's book about Mills: "Randell Mills and The Search for Hydrino Energy" at time stamp 2:36 "we wrote about him"..:One of several books about Mills and the Grand Unified Theory-Classical Physics.I have been asked what I am doing to get GUT-CP accepted by the academics in physics. Navid is the one who might be actually doing something about that. By joining forces, that is what will break through the impasse formed by the physics community against GUT-CP and the device on Brilliant Light and Power and on sites such as Evaco LLC as well.GUT-CP is not cold fusion. CF and LENR try to explain their mechanisms using Standard Quantum Mechanics and are all full of various hypotheses that lead nowhere. GUT-CP is purely classical and has three items fully developed1)in 1986 the explanation for the DoD for how their Free Electron Laser works2) in 2007 developed process for manufacturing accordingto the predictions of GUT-CP, diamond thin film for such uses as as a scratch proof cover on cell phones or tablets and as a heat sink substrate on circuit mother board for chip components3) 2012 developed the Millsian® molecular modeller, available for free trail use by download, 100 times more accurate than any similar app made using SQMand at least 3 more items in development, one of which is the Suncell, which is being scrutinized by the USA DoD:4) finished proof of pronciple for the SUncell in 2000, and thefully functional and finely tuned and controlled version in May 2020, the Suncell the second item being considered by the DoD for procurement or lease, which item is being developed based on the predictions of GUT-CP,5) the Hydrino, fully validated in April -May 2020 is patented in many processes and devices since 2000 and is used as the mechanism that drives the Suncell:Randell L. Mills Inventions, Patents and Patent Applications6) the end point device using the Suncell’s ash, Hydrino’s or dark matter, from which indestructible plastics are being developed for us in the structure of that end point item and which end point item is to be powered by the first viable antigravity device, which is being developed by Huub Bakker of Massey University, NZ , in collaboration with Randell L. Mills, which device was patented as :FIFTH-FORCE APPARATUS AND METHOD FOR PROPULSIONWO1995032021A1 - Apparatus and method for providing an antigravitational force - Google Patentswhich antigravity device is mentioned in general terms in a university lecture at time stamp 00:29:08:20161019 Introduction to the Grand Unified Theory of Classical Physics_001What are all those patents validations and experiments and fully developed and commercially used items, if not proof or at least some indication of the accuracy of using GUT-CP and the Hydrino as a subset or prediction made since 1999, under that theory?The case for Millsian physicsNASA Takes a Flyer on Hydrinosfresno state lecture randell millsAs an update, this answer was flagged by someone hostile to the theory of Mills and tried to have this answer collapsed. This answer was eventually allowed to stay un-collapsed, since the one complaining did not provide a specific reason to have the answer censored.This attempt at censoring this answer begs the question, why? If the theory is as bad as some claim, or even a scam, why are not other, equally suspect theories not being attacked so strongly. Yet Mills theory is the only theory so singled out for strong censoring. The reason is that GUT-CP presents a threat to the some that are using SQM to make large incomes or gaining prestige, as in developing such devices and or related experiments, as controlled fusion and quantum computing. Both are dead end projects since the physics used, to develop these, is itself a dead end. In the Sun it is gravity that draws nucleons together, exactly centre on centre, very easily to very successfully attain fusion, while the nucleons in Earth based devices are pushed together, using magnetic confinement, which ends up doing something like trying to push wet noodles together; in quantum qbits, these particles always de-cohere a fraction of a second after the device starts to “compute” actually ending in non-computing anything. This is due to all devices using SQM, as a guide, which guide is based on imagined then assumed and therefore, at based are non-existant mechanism of waves. This was a mechanism that was then just a lucky guess about a seemingly viable mechanism that seemed to explain the 2 slit experiment. Then, using what was basically a wild guess, to be the base on which SQM has laid its foundation on. It seems to explain the 2 slit experiment, in the same way that square wheels might have been considered towards building a car, at at a time when wheels were an unknown. Then, finding the square wheels seemed worked ok if pushed hard enough, was decided on for use in building a car on top of that. Later, when industry was starting to get under way, cars were seen as having the potential of being developed for rapid transportation, but the cars are found to be difficult to move at the required speeds. Instead of looking back through its development, to find where the problem might be, the wheels are considered as off limits for such scrutiny and instead the motor is considered as the most likely place for finding the problem. The motor is looked at to see how to make it more and more powerful to make the car go as fast as the transportation needs require. This is similar to what is being considered currently, to find out why qbit are decohering, then using the qbits in a different, more robust way. This, as if the problem started with the qbits themselves, and not at an earlier development in SQM when waves were an assumed mechanism, that was assumed to exist in trying to explain the 2 slit experiment. The solution, in SQM, is then to attempt to make the qbits ever more robust, with current efforts ending making large complex devices that try to ensure the qbits do not decohere.This has resulted in quantum computing having purported successes in developing all of the peripheral items, such sotware, fudiciary concerns, building being funded and built for research into quantum computing, andall the rest, except for the hardware, circuit try in electronic chips that houses and makes up the q-bits themselves. It might be better to look all the way back to where the problem is known to have a big assumption involved, when waves were accepted as the best explanation for just one particular experiment. That was at the time when qbits and their use was not even dreamed of, but the waves were ok'd for use everywhere and in an inviolable way.I did all of the surveying of the topic completely independent of Mill and his associates. I read copies of all the original papers and people at the institutions where all of the original data and records and peer reviewed papers involved originate then read those papers and communicated with theose weho were closest related to those papers or who had access to the original records relating to such sources, to get at their side of the story in all this.The sources I have used are:L. A. Rozema, A. Darabi, D. H. Mahler, A. Hayat, Y. Soudagar, A. M. Steinberg, “Violation of Heisenberg’s Measurement-Disturbance Relationship by Weak Measurements,” Phys. Rev. Lett. 109, 100404 – Published 6 September 2012; Erratum Phys. Rev. Lett. 109, 189902 (2012)Thomas E. Stolper, mathematician and Political analyst and Author of “America’s Newton, The reception of the work of Randell Mills, in historical and contemporary context”,Herman Haus, Institute profesor of Electronic Engineering,(1986). "On the radiation from point charges". American Journal of Physics. 54 (12): 1126–1129. Bibcode:1986AmJPh..54.1126H which paper was given to Mills by Haus used to develop the same model of the electron as developed by HausThe USA Department of Defense, and physics academia which accepted the FEL explanation provided by Haus,Philip Payne, Principal Scientist, Princeton University, Physicist in charge of using the topological predictions of the Grand Unified Theory-Classical Physics for use in developing the Millsian Molecular Modeller,Brett Holverstott: Science Philosopher, head of the development team of the Millsian Molecular ModellerGerrit Kroesen, Professor of Plasma Physics, Eindhoven Technologicl University, independently tested the Hydrino reaction and found no explanation for the reaction using SQM,NASA independently tested the hydrino reaction by sub contract to:Anthony J. Marchese, a mechanical engineering professor specializing in propulsion at Rowan University, with the conclusion being indeterminate of the cause of the reaction. “ From what I can tell from BlackLight's studies – and they've been pretty good about letting others outside verify their excess energy – there are some things going on that people are having trouble understanding.”Marchese, a PhD engineer from Princeton, says NASA granted him the money to study the feasibility of the BlackLight Rocket for six months. None of the NASA money will go to Mills or BlackLight Power, Marchese says, and his work will be done independently.Marchese's colleague at the Rowan College of Engineering, associate professor of electrical engineering Peter Mark Jansson, researched the BlackLight process while employed by Mills' backer Atlantic Energy, now part of the utility Conectiv.Besides Conectiv, Mills other subsidiaries using the theory are Evaco LLC, and Millsian Corp. The main company Brilliant Light and Power is growing exponentially since then.Scams just die out and disappear after getting a few million dollars and its perpetrators also disappear.Mills is still around and has all the earmarks of someone very successful, and well liked by the New Jersey Chamber of Commerce, who themselves granted him a few million dollars. Chambers of commerce are made up of people who are not known to be taken in by any kind of scams, but are on the other hand always ready to promote any business that has shown great promise in producing successful goods and services to the local community, over a long period of time and which businesses are headed by equally good willed people. In the case of BrLP those people are:DAVID BENNETTMr. Bennett was appointed to the Board of Directors in 2018.Consultant – Strategic management consulting for growth businesses in aerospace, transportation and alternative energy field. Focused on startups through mid-sized firms.Mr. Bennett was CEO of Proterra electric bus startup and led the firm from prototype design through national validation and successful commercial launch. Raised funds from key investors, including Kleiner Perkins Caufield & Byers, GM Ventures, and Mitsui & Co. Global Investment.Mr. Bennett worked with Eaton for ten years in a series of operating and corporate roles. His most recent roles were VP Business Development Industrial Sector and President Eaton’s Vehicle Group in Asia Pacific. The Vehicle Group AP business, headquartered in Shanghai, has operations in five countries providing full design, product development, production, sales and service solutions for a wide range of automotive and commercial vehicle customers.Previously, Mr. Bennett held a variety of general management positions in Europe and North America for the Truck business. He was also a general manager in Eaton Aerospace.Prior to joining Eaton in 2001, Mr. Bennett worked with Honeywell (formerly AlliedSignal) and General Electric in a variety of general management, operational, program management and technical roles for high technology aerospace and industrial businesses.Mr. Bennett holds a bachelor’s degree in mechanical engineering and materials from Duke University and a master’s degree in business administration from Drexel University.Emilio Icaza ChavezMr. Icaza Chavez was appointed to the Board of Directors in 2018.Mr. Icaza Chavez is a co-founder and current Chairman of the Board of Aspel, a Mexico-based company which is the market leader in small business accounting software both in Mexico and in Colombia. Telmex bought an initial stake in Aspel in 2000; since then the relationship has evolved and Grupo Financiero Inbursa now owns a majority stake in Aspel.From 1989 to 1996, Mr. Icaza Chavez worked at GBM, one of the top brokerage houses in Mexico, where he was Co-Executive Director, in charge of Corporate Finance, Research and Investor Relations.In addition to his continued role at Aspel, Mr. Icaza Chavez co-founded Fusion de Ideas in 2008, a Private Equity investment vehicle with current investments in Energy, Software, Real Estate Development, Food, and other industries.Mr. Icaza Chavez is the main shareholder of Enextra Energía, a Mexican corporation which has signed a licensing agreement with Brilliant Light Power, Inc. to serve energy customers in certain industries within the Mexican Territory.Mr. Icaza Chavez was awarded a bachelor’s degree in business administration at Instituto Tecnologico Autonomo de Mexico (ITAM) in Mexico City.JEREMY HUXMr. Hux was appointed to the Board of Directors in 2016.Mr. Hux is President of HCP Advisors, based in San Francisco, California. For nearly 20 years, he has advised Technology and Clean Technology companies on equity, debt, and strategic transactions.Prior to HCP Advisors, Mr. Hux spent nine years with Credit Suisse. He was a Managing Director and Global Head of Credit Suisse’s Clean Technology Investment Banking practice. In addition to running the Clean Technology effort at Credit Suisse, he worked extensively with semiconductor and storage companies. Mr. Hux joined Credit Suisse after approximately eight years with Morgan Stanley. At Morgan Stanley, he was Head of West Coast Clean Technology and also advised companies across the technology spectrum, including storage, networking, hardware, semiconductors, and contract design and manufacturing. Prior to Morgan Stanley, he advised Media and Entertainment companies at SG Cowen.Mr. Hux earned a Bachelor of Arts in Economics and History from Vanderbilt University, where he graduated Magna Cum Laude.DR. RANDELL L. MILLSDr. Mills, Founder and principal stockholder of Brilliant Light Power, Inc., has served as Chairman of the Board and Chief Executive Officer and President since 1991.Dr. Mills has authored nine books, participated in over 50 presentations at professional meetings, and authored and co-authored over 100 papers regarding the field of energy technology that have been published in peer-reviewed journals of international repute. Dr. Mills has received patents or filed patent applications in the following areas: (1) Millsian computational chemical design technology based on a revolutionary approach to solving atomic and molecular structures; (2) magnetic resonance imaging; (3) Mossbauer cancer therapy (Nature, Hyperfine Interactions); (4) Luminide class of drug delivery molecules; (5) genomic sequencing method, and (6) artificial intelligence. A thorough description of the Company’s technology and Dr. Mills’ underlying atomic theory is published in a book entitled The Grand Unified Theory of Classical Physics.Dr. Mills was awarded a Bachelor of Arts Degree in Chemistry, summa cum laude and Phi Beta Kappa, from Franklin & Marshall College in 1982, and a Doctor of Medicine Degree from Harvard Medical School in 1986. Following a year of graduate work in electrical engineering at the Massachusetts Institute of Technology, Dr. Mills began his research in the field of energy technology.Roger S. Ballentine – CEO Green Strategies Inc.William Beck – Managing Director and Global Head of Engineering and Sustainability Services Credit SuisseH. McIntyre Gardner – Chairman of the Board, Spirit Airlines, Inc.Dr. Ray Gogel – President, Avanti EnterprisesJim Hearty – Former Partner of Clough Capital PartnersPhil Johnson – Former SVP – Intellectual Property Policy & Strategy of Johnson & Johnson – Law Department, Former SVP and Chief Intellectual Property Counsel of Johnson & JohnsonMatt Key – Commercial Director Charge.autoBill Maurer – SVP ABM IndustriesJeffrey S. McCormick – Chairman and Managing General Partner of SaturnDavid Meredith – Chief Operations and Product Officer at Rackspace Hosting, Inc., President of Private Cloud & Managed Hosting at Rackspace Hosting, Inc.Bill Palatucci – Special Counsel Gibbons LawAmb R. James Woolsey – Former Director of the CIA under President Bill ClintonColin Bannon – Chief Architect BT Global ServicesMichael Harney – Managing Director, BTIGStan O’Neal – Formerly Chief Executive Officer and Chairman of the Board of Merrill Lynch & Co. Inc., Former Board Member of General Motors, Currently on the Board of ArconicRoger S. BallentineRoger Ballentine is the President of Green Strategies Inc., where he provides management consulting services to corporate and financial sector clients on sustainability strategy; investment and transaction evaluation and project development execution in the clean energy sector; and the integration of energy and environmental policy considerations into business strategy. He is also a Venture Partner with Arborview Capital LLC, a private equity firm making growth capital investments in the clean energy and energy efficiency sectors. Previously, Roger was a senior member of the White House staff, serving President Bill Clinton as Chairman of the White House Climate Change Task Force and Deputy Assistant to the President for Environmental Initiatives. Prior to being named Deputy Assistant, Roger was Special Assistant to the President for Legislative Affairs where he focused on energy and environmental issues. Before joining the White House, Roger was a partner at Patton Boggs LLP.Over the years, Roger has acquired a wealth of experience and knowledge of the energy sector, financial markets, and environmental business practices as well as the politics, players and trends in the energy and environmental space. Using his expertise and deep relationships, Roger has helped clients develop better business strategies, make better investment decisions, negotiate new business partnerships, build critical alliances with stakeholders, and devise impactful government and public affairs strategies.Roger currently serves on the Advisory Boards of the Department of Energy’s National Renewable Energy Laboratory (NREL), Clean Capital LLC, 8 Rivers Capital, and the American Council on Renewable Energy (ACORE), where he was a founding Board member in 2001. He is a member of Ingersoll Rand’s Advisory Council on Sustainability. Roger also serves on the Selection Committee for the United Arab Emirates’ (UAE) Zayed Future Energy Prize and is the Co-Chair of the Aspen Institute’s Clean Energy Forum.In addition to being a frequent speaker, media commentator and writer, he has been a Lecturer on Law at Harvard Law School teaching in the area of energy and climate law and a Senior Fellow at the Progressive Policy Institute in Washington D.C.Roger is a Magna Cum Laude graduate of the University of Connecticut and a Cum Laude graduate of the Harvard Law School. He is a member of the Connecticut, District of Columbia, and the United States Supreme Court bars.William BeckWilliam Beck is a Managing Director within the Group Business Support Services (GBSS) Department of Credit Suisse. William is the Global Head of Critical Engineering & Sustainability, based in New York. He leads a team responsible for developing and implementing strategy and governance for the Bank’s Innovation, Energy management, Mechanical, Electrical, Plumbing & Fire (MEPF) design, Engineering Operations Maintenance, Environmental and Sustainability integration as well as the Data Center Strategy programs. His mandate also includes the bank’s Global Energy Strategy and Procurement integration. Bill has 25+ years of experience including the strategic planning, development, design, construction and operations of mission critical and non-mission critical facilities. William is a licensed Professional Engineer, Master Electrician and Energy procurement specialist. He holds a BSEE degree and a MS degree in Management, both from Fairleigh Dickenson University.H. McIntyre GardnerMr. Gardner was the head of Merrill Lynch’s Private Client business in the Americas and also the Global Bank Group within the firm’s Global Wealth Management Group until early 2008. As head of Private Client Americas, Mac was responsible for the region’s extensive network of more than 600 advisory offices; private banking and investment services to ultra-high net worth clients; the group’s middle markets business; investment and insurance products; distribution and business development; and corporate and diversified financial services.For the Global Bank Group, Mr. Gardner was Chairman of Merrill Lynch Bank USA and responsible for Merrill Lynch’s consumer and commercial banking and cash management products. This included distribution and sales of all bank products and services primarily delivered into the marketplace through Financial Advisors. These activities encompassed retail deposit products and services, credit and debit cards, commercial cash management, residential mortgage lending, securities-based/small business/high-net-worth structured/middle-market lending, and community development lending and investing.Mr. Gardner’s 13-year career at Merrill Lynch also included roles in strategy, Finance Director for the corporation, and as an investment banker specializing in high yield finance, mergers and acquisitions and corporate restructuring.Mr. Gardner has also served as the principal of a financial advisory services firm and as the president of two consumer products companies. He has served on the Board of Directors of Spirit Airlines, Inc. since 2010 and has served as Chairman since August 2013. He also serves on the North American Strategic Advisory Board of Oliver Wyman. Mr. Gardner is a 1983 graduate of Dartmouth College, where he received a Bachelor of Arts degree in religion.Dr. Ray GogelDr. Ray Gogel started his career in academia, where he obtained his PhD with distinction in philosophy from Drew University after studying for four years in Germany with leading Continental philosophers. Ray’s background in philosophy has permeated the rest of his career, driving a strong and abiding interest in forward-thinking leadership and business models, as well as innovation and disruptive technology. Ray moved from academia to a career in the utility and power industry, progressing through a variety of operational, leadership and business development roles at Public Service Electric & Gas Co in New Jersey, before he left to join IBM as a solution architect, where he designed, sold and delivered IBM’s first Business Process Outsourcing transaction (PG&E Energy Services). Gogel progressed within IBM to become VP—Client Services, responsible for IBM’s largest utility customer and P&L, before joining Xcel Energy, headquartered in Minneapolis.At Xcel, Ray reported directly to the CEO as CIO and later in the expanded role of CAO and President of Customer and Enterprise Solutions, where he managed the core areas of IT, Customer Care/Marketing, Human Resources and Utility Innovation. During his tenure, Xcel received recognition as a premier IT organization in InformationWeek’s Top 500 Awards, placing in the Top 20 for 3 years and twice winning their Business Technology Optimization award. Ray was featured in ComputerWorld’s Premier 100 IT Leaders. Xcel’s unique outsourcing model and use of Strategic Advisory Boards has been the subject of various publications and an early driving force for transformational outsourcing in the utility industry. In 2006, Xcel was awarded the prestigious Edison award from the Edison Electric Institute for its ‘Utility of the Future’ initiatives in IT, as well as Utility of the Year in 2009 from EnergyBiz Magazine for its unique and pioneering ‘SmartGridCity™’ efforts.Ray left Xcel Energy to serve as President and COO of Current Group, an innovative US-based start-up Smart Grid company specializing in cutting-edge smart grid operations and analytics with clients in NA, Europe and AP. He also served as Global Head of Smart Grid for Nokia-Siemens Networks as they explored entry into the Smart Grid adjacency. Ray spent two years as a Managing Director in Accenture’s Resources Group, working as a market-maker for strategic pursuits.In 2014, Ray co-founded USGRDCO with Jay Worenklein and David Mohler and served as President and COO. USGRDCO’s objective is to upgrade the distribution systems of America’s utilities and accelerate the benefits of grid modernization through commercial microgrids and distributed energy resources, thereby offering utilities alternative paths to more efficient, reliable, resilient and secure power systems. Ray and his team pioneered a series of microgrid archetypes and designs, suitable for utilities, private communities and smart cities, which USGRDCO believes represents the future of the North American grid. Ray left his COO role at USGRDCO to found his own consulting group, Avanti Enterprises, Inc., where he provides strategic consulting and business planning to companies in the power sector.During his career, Ray has served on IBM’s Strategic Advisory Board, The World Economic Forum, the Colorado Smart Grid Task Force, EEI’s Smart Grid Workshop Group, the Board of MedicAlert International, Denver’s United Way and Goodwill.Jim HeartyGraduate of Williams College and The Advanced Management Program of the Harvard Business School.Jim began as a bond trader at First National Bank of Boston, where he eventually ran the Bond Department, (the largest underwriter of Tax Exempt Debt in New England with a significant business in US Government and Agency Securities and Money Market securities). In the early 1990’s, Jim was the Assistant Secretary of Administration and Finance for Governor Bill Weld and responsible for all Bond Financings for the Commonwealth and Agencies and Authorities where the Governor served on the Board.Over the course of his career he also served as: Board Member of the Public Securities Association and a Board Member and Chairman of the Municipal Securities Rulemaking Board, Board Member of the Mass HFA, The Mass Industrial Finance Agency, The Massachusetts Land Bank and the Pension Reserve Investment Management Board (The State Pension System) among others. Remained on the Board of the Pension System and co-through the terms of Governors Weld, Cellucci, Swift and Romney.Working at Lehman Brothers as a banker in the Tax Exempt Division, Jim was responsible for Business in New England and grew the franchise substantially, lead managed significant issues in all New England State. Became the Head of Public Finance in 1998, and Co-Head of the Tax Exempt Division including all trading and underwriting in 2000, and grew the Business substantially.In 2002, he was the Executive Director of the Massachusetts Pension Reserve, and served for two years as ED and CIO of the $70 Billion Pension Fund. Then in 2005, Jim was a Partner of Relational Investors, one of the original “Activist” Institutional Investors, and grew the business from $1.5 Billion to $5 Billion Dollars in AUM. Significant Engagements included Home Depot, Sovereign Bancorp, Hewlett-Packard and Sprint. In 2008, he became a Partner of Clough Capital Partners and was responsible for fundraising in the Institutional Market, where he grew the AUM in our long/short fund from $500 Million to $2.0 Billion.Jim is married to Doris Blodgett since 1975, 3 sons, Resident of Boston.Phil JohnsonPhil is currently a member of the Board and Executive Committee of the Intellectual Property Owners Association (“IPO”), Co-Chapter Editor of the Sedona Conference WG10 biopharmaceutical patent litigation project, and member of the board of the Monell Chemical Senses Center. Phil recently retired as Senior Vice President – Intellectual Property Policy & Strategy of Johnson & Johnson – Law Department. Prior to April of 2014, he was Senior Vice President and Chief Intellectual Property Counsel of Johnson & Johnson where he managed a worldwide group of about 270 IP professionals, of whom over 100 were patent and trademark attorneys.Before joining Johnson & Johnson in 2000, Phil was a senior partner and co-chair of IP litigation at Woodcock Washburn in Philadelphia. During his 27 years in private practice, Phil counseled independent inventors, startups, universities and businesses of all sizes in all aspects of intellectual property law. His diverse practice pertained to advances in a wide variety of technologies, including pharmaceuticals, diagnostics, medical devices, consumer products, semi-conductor fabrication, automated manufacturing, materials and waste management. During his time in private practice, Phil served as trial counsel in countless IP disputes, including cases resolved by arbitration, bench trials, jury trials and appeals to the Federal Circuit Court of Appeals, many of which resulted in reported decisions.During his tenure at Johnson & Johnson, Phil served terms on the Medical Device & Diagnostics and Pharmaceutical Group Operating Committees responsible for managing J&J’s many businesses in these fields, while also serving on the senior management team responsible for J&J’s legal organization, which has now grown to over 450 attorneys located in 70+ locations in 35+ countries.Phil’s has previously served as the Chair of the Board of American Intellectual Property Law Education Foundation, as President of the Intellectual Property Owners Association, as President of INTERPAT, as President of the Association of Corporate Patent Counsel, as President of the Intellectual Property Owners Education Foundation, as co-founder and member of the Steering Committee of the Coalition for 21st Century Patent Reform, as Chair of PhRMA’s IP Focus Group and as Board Member of the American Intellectual Property Law Association.Phil’s has previously served as the Chair of the Board of American Intellectual Property Law Education Foundation, as President of the Intellectual Property Owners Association, as President of INTERPAT, as President of the Association of Corporate Patent Counsel, as President of the Intellectual Property Owners Education Foundation, as co-founder and member of the Steering Committee of the Coalition for 21st Century Patent Reform, as Chair of PhRMA’s IP Focus Group and as Board Member of the American Intellectual Property Law Association.Phil has frequently testified before both the House and Senate Judiciary Committees about patent law reform and, more recently, abusive patent litigation. Phil served as a member of Chief Judge Michel’s Advisory Council on Patent Reform, and was recognized in the Congressional Record as a member of the Minority Whip Jon Kyle’s “Kitchen Cabinet” for the America Invents Act (“AIA”). Thereafter, Phil served as IPO’s representative on the ABA-AIPLA-IPO committee of six experts (“COSE”) formed at Director Kappos’ request to propose regulations to the USPTO for implementing the PGR-IPR post-grant proceedings created by the AIA.Phil co-authored “Compensatory Damages Issues In Patent Infringement Cases, A Pocket Guide for Federal District Court Judges,” published by the Federal Judicial Center, and has served that Center as a faculty member on its IP-related judicial education programming. Phil was also featured in the Landslide Publication March/April 2013 issue. Most recently, Phil authored “The America Invents Act on Its Fifth Anniversary: A Promise Thus Far Only Partially Fulfilled,” published on 9/15/2016 in IP Watchdog.Phil’s awards include the Woodcock Prize for Legal Excellence (1997); the New Jersey Intellectual Property Law Association’s Jefferson Medal (2013); the Philadelphia Intellectual Property Association’s Distinguished Intellectual Property Practitioner award (May, 2017), induction into the international IP Hall of Fame by the IP Hall of Fame Academy (June, 2017) and the Intellectual Property Owners Association “Carl B. Horton President’s Distinguished Service Award” (September, 2017).Phil received his Bachelor of Science degree, cum laude with distinction in biology from Bucknell University, and his J.D. degree from Harvard Law School.Matt KeyMatt has been changing business through the innovative use of technology throughout his career. He has successfully transformed how businesses approach the market and enabled the creation of repeatable and sophisticated services and solutions whilst bringing in many new clients.Prior to Everynet and now Charge (a new connected electric truck manufacturer) he ran the Global IoT Business for Vodafone and before led the Enterprise division in Cable & Wireless Worldwide. Other experience includes working for Siemens IT Solutions and Services, Capita and Barclays.Bill MaurerBill Maurer is the Senior Vice President of ABM Industries. Mr. Maurer is responsible for managing the Energy portfolio for ABM. ABM Industries is a best-in-class provider of Integrated Facility Services which include – Energy Solutions, Mechanical Service and Construction, Facility Management, Janitorial, Security, and Parking Services for building owners and operators in North America and selected international locations. ABM is one of the nation’s most successful single source providers of high value facilities management and building optimization services.Mr. Maurer has over 20 years of experience in the Energy Industry where he has held various and increasing levels of management and responsibility. Most recently, Mr. Maurer joined ABM in 2006. Under his guidance, the Energy Solutions division has maintained exponential growth year after year. To do this Mr. Maurer had to completely re-organize and re-structure the existing energy division. There were significant changes made in personnel, market focus and overall strategy towards the Energy Business. Through the changes that were made in Energy offerings, ABM is now able to offer to their clients a unique program to provide cost savings that allow them to fund needed improvements to reduce energy consumption, reduce environmental impact and comply with government regulations. Not only has the revenue increased substantially in the Energy division, but the unique solutions delivered by ABM and the markets in which were focused on has also increased dramatically.With a Bachelor’s degree in Electrical Engineering, Maurer’s career path began at the Systems and Services Division of Johnson Controls, an internationally renowned building technology and manufacturing leader. At Johnson Controls, he spent nearly 8 years in sales and management positions where he was a top performer with a track record of consistent top performances in growth, sales achievement, profitability and leadership.Over the past 21 years, Mr. Maurer has been involved with over $900M in Energy Saving Programs to customers. He is a recognized leader in the industry by his co-workers and competition alike. He is involved with leadership positions in multiple industry related organizations – NAESCO (Board Member), BOMA, ASHRAE (Former Treasurer) and Energy Services Coalition. Mr. Maurer has been involved in multiple speaking engagements at industry/ market events and The White House. Mr. Maurer is also involved with and holds leadership positions within 2 Cancer Fund Organizations.On a personal note, Mr. Maurer has a wife of 20 years and two children (16 old boy and 14 old girl). They have lived in Milford, MI area for the past 11 years. He enjoys playing competitive hockey, soccer and golf. He is an avid outdoorsman and enjoys hunting – specifically pheasant and duck. Reading financial, motivational and educational books is a daily practice.Jeffrey S. McCormickJeffrey is the Chairman and Managing General Partner of Saturn. He founded Saturn in 1993 and began financing early stage companies including, the extremely successful business to business e-commerce company, FreeMarkets (FMKT, acquired by ARBA); the largest U.S. biodiesel company, Twin Rivers Technologies (acquired by FELDA); email marketing company, Constant Contact (CTCT); and the extremely popular Boston Duck Tours. Saturn Partners II and III, have invested in cutting-edge technology companies in healthcare, education, energy, IT and environmental businesses.Jeffrey has over 25 years of experience as an investment banker, entrepreneur and venture capitalist. He currently serves on the boards including BioWish, Knopp Biosciences, Third Pole, and XNG Energy.Jeffrey is a graduate of Syracuse University, where he received an MBA in Finance and a BS in Biology. He was a Collegiate Scholar Athlete, first year team All-American lacrosse player, and a captain of Syracuse’s first NCAA championship lacrosse team.Jeffrey is a Vice Chair of the CitiCenter for the Performing Arts. He serves on the Dean’s Advisory Committee of the School of Management at Syracuse University and is Founding Principal Financier of the Sean McDonough Charities for Children. He is actively involved with the Trinity Church in Boston.Jeffrey is married with three children.David MeredithDavid Meredith has been Chief Operations and Product Officer at Rackspace Hosting, Inc. since January 2018. Mr. Meredith’s responsibilities include P&L oversight of the vision, operational and administrative direction of Rackspace’s product lines, operations, technology and service delivery functions. Mr. Meredith has been the President of Private Cloud & Managed Hosting at Rackspace Hosting, Inc. since June 1, 2017. Prior to joining Rackspace, Mr. Meredith served as the President of global data centers at CenturyLink. He has led international managed hosting businesses in roles including senior manager, president, Chief Executive Officer and board director. His experience spans a range of industry verticals from venture-backed firms such as NeuPals in China to business units of large public companies such as Capital One, CGI and VeriSign. He served as Senior Vice President and Global General Manager for Technology Solutions at CenturyLink, Inc. As an industry thought leader, he has provided insights for leading media outlets such as BusinessWeek, USA Today and The Washington Post. CIO Magazine, Wireless Week and The Huffington Post have published his articles. He has spoken on industry topics for NBC’s Carson Daly Show, NPR’s Morning Edition, Seoul Broadcasting System, PBS’ Nightly Business Report and at analyst forums such as Gartner, Bloomberg, Yankee and Cantor Fitzgerald. In December 2016, the respected Uptime Institute recognized his contributions to the Industry by selecting him for their Change Leader Award. He was named “Top 40 under 40 – Best and Brightest Leaders” by Georgia Trend Magazine in 2008. Mr. Meredith graduated with honors from James Madison University with a Bachelor of Business Administration in finance and he earned a Masters in IT management from the University of Virginia, where he serves on the UVA advisory board.Bill PalatucciBill Palatucci is one of the state’s most prominent and widely respected attorneys, with a reputation for strategic planning and advice regarding complex public policy and communications initiatives. He has been named among NJBIZ’s “100 Most Powerful People in New Jersey Business” every year that the issue has been published.Most recently, following the Republican National Convention through Election Day, Mr. Palatucci served as General Counsel to the Presidential Transition Committee of President Donald J. Trump. In this role, he was responsible for all legal matters related to ethics compliance and contracts and agreements between such agencies as the U.S. Department of Justice, General Services Administration, and the White House. Mr. Palatucci coordinated extensively with internal and external members assisting the transition, providing all necessary legal advice and guidance to facilitate the Transition Committee’s interactions with the Trump-Pence campaign, federal departments and agencies, local, state, and federal officials, think tanks, outside experts and consultants, and various other entities and individuals with whom the Transition Committee engaged with during the pre-Election Day time period.Mr. Palatucci also served as General Counsel to Governor Christie’s presidential campaign. In 2013, he served as Chairman of the Governor’s reelection campaign and as Co-Chair for the Governor’s Inaugural Committee.In 2010, Mr. Palatucci was elected the Republican National Committeeman for New Jersey, and, for the past 30 years, he has had a hand in some of the most important state and federal elections in New Jersey. Over this time, he has led the reelection campaigns of President Ronald Reagan, President George H. W. Bush, and Governor Tom Kean, and he served as a senior advisor to Governor George W. Bush’s presidential campaign in 2000. Mr. Palatucci was also the principal consultant for Christine Todd Whitman’s run for the U.S. Senate in 1990.Amb R. James WoolseyAmbassador R. James Woolsey was the Director of Central Intelligence for the United States Central Intelligence Agency (CIA) from 1993 to 1995. He’s been appointed by Presidents to positions of leadership during the administrations of Jimmy Carter, Ronald Reagan, George H.W. Bush, and Bill Clinton. In a town riven by partisan divisions, Ambassador Woolsey is widely respected on both sides of the aisle.A national security and energy specialist, he is the Chancellor of the Institute of World Politics and Chair of the Leadership Council of the Foundation for the Defense of Democracies and Chairs the United States Energy Security Council. He is also a Venture Partner with Lux Capital and chairs the Strategic Advisory Group of the Paladin Capital Group, a multi-stage private equity firm.He is a frequent contributor of articles to major publications, and gives public speeches and media interviews on the subjects of energy, foreign affairs, defense, and intelligence.This just a partial list of the high powered personnel sources I have used. Mills himself is just one of the thousands involved so far.

You do not want to take an easy course. The purpose of a university education is to develop you to have the knowledge and skills to use these after you get out into the real world. At a public university, even at UCLA, at the Ph.D. level you “ beat the system” to get your degree. At a private school such as USC the difference is “ they develop you”. Stay away from the instructors that give true/false, multiple choice exams. I only give take home essay exams when I teach.I was at the Ph.D. level with a 3.8 GPA at UCLA ( 1963)—many of the instructors would exploit you to do their publications. Some would not talk to you but leave immediately to do their publishing. One senior Professor in Business Finance would make his charts on the board and talk into a dictating machine when he lectured and/or answered questions. In 1963 I had enough money for one year as full time student. They then told me to “ go full time or get out”. I was supporting family and left. Eventually I went to USC School of Public Administration. They were not after the money—just take the minimum courses and several required ones. I had about five instructors on a one-to-one basis “ directed readings”. At USC you will develop a strong self-identity and command of subject matter that you will need later in life.. I have been in several critical situations where I had absolutely no peer no access, and no time or library ( before the internet) where all answers had to come from within). Some had leisure time span others were done immediately. I was Co-Author of the NAVFAC Command Management Plan that was done over a long period of time. However, I had no peer. In another situation I developed the Management Plan and work to be done for a 5 year, $ 60 million Energy Program in 1977 ( 2017 = $ 242 million) over a 2 day weekend entirely by myself. Overrode the Technical Director and Program Manager representing the Commanding Officer. I then spent two weeks editing the final presentation. I was co-author & editor and could not have done this by taking easy courses as well as my past experiences. No Commanding or Executive Officer was on the premises. I was a civilian consultant to the Commanding Officer.I occasionally teach but all are essay exams and take home format. However, I teach from the real world and do not need to quote a text for my authority. Always ask your professors for an explanation of their value system of their academic discipline. Some may not even know. If you want full development of your capabilities, go to a private school where they limit the class size to 20 ( at USC). If you want to” beat the system”, get a degree, and washout in your first job, go to UCLA. Class size at UCLA at the PH.D. level was 35. I usually closed off attendance at 25 on non credit Management Development Programs I ran for 9 years for Caltech.; CSULA. and UCLA-Industrial Relations Center. I design courses, approve subject matter and faculty, and taught in these seminars. I valued experience over the degrees. I have taken over a seminar when an instructor had to leave. I teach by matrix, Venn diagrams, and Behavioral Systems and Social Systems format ( interdisciplinary ),I prefer to teach through the students mouth by coaching and guiding him/her through the discussion of the article they are presenting My students opinions are just as good or better than the author of the article. Why—The student learns to defend his concepts and they are eventually fused into hie/her self identity. I design courses at the Construct level ( System of Concepts) and teach at the Operational level. Almost all of your university professors only teach at the mid level called the Concept level or as Grand Theorists trying to expand their buzz words, jargon and “ gobbledegoop “ My students can disagree in the exam up to 90% and still get an “A” as long as their assumptions, hypothesis, and logic have a solid foundations. I also allow a one page “ cheat sheet” they can bring to the exam. I also grade that as well. They learn before they come to the exam. I will also answer the questions prior to the exam. The exam itself is a form of learning. Absolutely no memorization!I define learning as “ changing behavior” not maintenance of existing academic value systems through memorization. You may have a photographic memory-but NO Film?Drop out of a course before you get a failing grade. It is valuable experience to find your interests and boundaries. Some Economic Departments are filled with “ lost mathematicians” who then make mathematical gymnastics a requirement to graduate and believe mathematics are the end all solutions to management. ( The Lone Ranger’s Silver Bullet?” The final criterion for decision at top . management ( (civilian and military) are based primarily on Political, Economic, and Social issues. I diagnosed a bank with 15,000 Employees in Mexico in 2 days), a Consultant to the Commanding Officer of a Naval Research Laboratory; Consultant to the Los Angeles Regional Criminal Justice Planning Board. At the top level you focus on developing the “ criteria for Decision making” and not on the techniques. Mathematicians may make their presentation below this level. The AIG economic meltdown in 2008 was primarily caused by mathematicians not establishing valid assumptions and hypotheses before they embarked on their mathematical model. They built their model on a prefabricated mythical straw man that did not exist.Take the harder courses but drop out before you get a failing grade . You are going to college to learn skills you will use after you leave. The most valuable course you can take is Research Methods in the Behavioral Sciences. I critiqued long range plans in a Naval Research Laboratory involved in Exploratory and Advanced Development. I am not technical. However, I could evaluate the face validity by focusing on the logic , methodology, assumptions, research methods, and the null hypotheses. The forecast was for 15 years ( long term). Short term 10 years.I also taught seminars in Mexico on Regional and Community Economic and Social Change as well as with a major bank with a third of the assets of Mexico. You have to give instant diagnostic and answers. The key is “ Expertise “—which is the product of knowledge and experience. when you obtain a weak education by “ beating the system” you are doing a “self-inflicted” wound to your ability to produce when the “chips are down” and you have no “ rehearsal , colleague, or a library available— “ You are up a creek without a paddle”. You want to be taught by Professors (USC, Etc) and not by exploited teaching assistants with 500 students in the auditorium with video monitors ( UCLA<etc). I am a coach and not a professor. My objective is to transfer my skills to you and not to give you a descriptive textbook answer but a substantive answer. That perspective comes from teaching mature managers who want answers and not degrees. The hardest part for me in university teaching is grading. I try to focus on how much the student has learned that he/she can use after they leave the class. Okay— You owe all of this money on tuition—what did you learn?? If you take easy classes—you commit “ Hari-Kari” and fall on your sward. The new motivation theory of the “ flint stones” was “ work or get fired”.People in formal bureaucracies are protected by seniority, government restrictions, etc.-so, if you want to beat the system—go to work for the government and behave yourself for the first year, then you can retire on the job until a drastic budget cut occurs. Where do you think the “ store front Law school” students go after they pass the bar exams— Public Defender or Prosecutor ??.I have been on the faculties: USC ,UCLA ,UCR , Chapman, SDSU , CSULA ,CSULB ,CSUSB ,CSUDH ; Naval Civil Engineer Officer School, ( CECOS)My fields: Economics; Business and Public Administration; Political Science; Sociology; Education; Program Management in R & D., Judicial Administration. Former member, Roster of Consultants, Executive Development, The United Nations. Ph.D. MPA.; MBA; MS. My experience greatly exceeds my formal education. I am not the usual university professor. I am accountable for my subject matter and recommendations.