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Of course. That’s exactly what “due diligence” is all about. How thorough an investor will be depends to some extent on the professionalism of the investor, the size of the investment, and the stage of the company, but the checking will almost certainly entail requesting and reviewing all of the startup’s financial accounts and projections, customer contracts, cap table, IP filings, etc. (That’s one reason that a platform like Gust Launch can be so useful, because it ensures that everything is appropriately tracked and recorded.)Here is a typical business diligence checklist for an angel or venture investment:Company OverviewArticulate the “equity story” here (i.e. why the company is on to something and why its stock will appreciate greatly). Is it compelling?Does the company engage in thorough business planning?Does management have a clear understanding of the challenges it faces and a realistic plan to address them?Are there any skeletons in the company’s closet from previous activities (e.g. outstanding liabilities, unassigned IP)?Management TeamAre all resumes and personal references available?What key strengths does the management team have collectively and individually?What holes are there in the team and how/when might they be filled?Have there been any disgruntled employees and, if so, why? Do these employees cause any tangible risk going forward?What strengths does the Board bring to the company? How might it be augmented?Is there a Board of Advisors, and, if so, how active is it?MarketingDoes the company have a well-defined sense of what its true market is?·Is this market sufficiently large and fast-growing to be attractive?Is the company’s market generalized or niche?If generalized, does the company stand out from competitors?If niche, will the company dominate sufficiently to either build attractive cash flow or be bought by a larger firm?Is the company the leading firm in its market? Market share?What barriers to entry does the company enjoy? How long lasting are they?Does management understand the key metrics to measure its business and does it track its progress effectively? How do the metrics compare to similar firms?Does the company have a sensible business model?SalesDo customer reference calls bear out claims management make about demand for their products/services?Is the company pipeline attractive? What is the probability that it will hit its targets?Does the sales strategy make sense? What could be done to improve it?Can the company acquire customers profitably?Is the company’s sales cycle better or worse than its competitors and is it attractive?CompetitionDoes the company know who its competitors are, including indirect competitors?Where does the company stack up vs. competitors? Can it win business from them?Has the company focused its business plan narrowly enough to limit its competition?How well-funded is the competition?Product DevelopmentIs the product a need-to-have, a nice-to-have, or a luxury? Does it solve a critical problem or enable growth (if B2B)/provide entertainment (if B2C)?Describe the customer demand in detail?Has the company proven adept at product development? Does it have an adequate technical team?Did product development flow from perceived (or better yet researched) customer demand or from some other impetus? Explain.Intellectual PropertyDoes the company have an appropriate IP strategy? Explain.Are there any issues relating to patents or intellectual property?Production / Operations (HR, Customer Support, Fulfillment, Returns, Distribution Logistics)Do the management team and other employees enjoy appropriate incentives to run the company for the long term?Are the interests of management aligned with ours?Are total labor costs appropriate?Does the company have a realistic plan for managing its back office and customer support? Will it be able to handle customer growth while maintaining customer satisfaction?Financing StrategyIs the valuation attractive? What is the projected times money returned and IRR (if calculable)? Is the risk-adjusted return attractive?Does the company have a thorough plan as to what it will do with our money? Is it sensible?Is the company raising the right amount of money?What financing risk exists in the business plan? How much additional money must they raise and how flexible (in amount and timing) can they be in raising it?FinancialsDoes the company have a realistic set of projections based on reasonable assumptions?Are the projections bottom-up (good) or top-down (not so good)?Does the company have good operating leverage?Are the margins attractive (absolutely and relative to competitors)?Has the company met, exceeded or fallen short of its previous budgets? Analyze variances.Assets and PropertyAre there any issues here?Customer ReferencesWrite up summary of reference calls.Do customer reference calls bear out claims management make about demand for their products/services?Are there any issues flagged by customers? Does management recognize and admit to (without prompting) these issues?Contracts and AgreementsReview all contracts with legal counsel and flag any issues, risks or omissions.Corporate DocumentsReview all corporate documents with legal counsel and flag any issues, risks or omissions.TaxesReview company tax situation and analyze effects on cash flow over next several years.InsuranceAssess adequacy of insurance coverage and analyze risk to investment thesis of any insurance gaps.And here’s the legal/financial due diligence checklist that would accompany it in the case of a full venture or strategic round:“Please furnish for our review copies of the following documents or indicate in writing on a copy of this list that none exist. In addition, please provide a written summary of each oral agreement or arrangement which is responsive to the requests set forth below. Any documents identified as originals will be returned to you promptly.Unless otherwise indicated, (i) all requests are for any matters which are currently existing and in effect or which occurred at any time since the Company’s incorporation but which are not now existing or in effect, and (ii) each request applies to all past and present direct or indirect subsidiaries (if any), and all predecessors, whether corporations, partnerships or joint ventures. For purposes of this request, all such entities are included in the term “Company.” Where there is no information responsive to the request, please so indicate by writing “N/A” or the equivalent in the margin.I. Corporate Records.Chart showing, or a narrative description of, the corporate, partnership, limited liability company structures (parents, all subsidiaries and other financially or legally related entities) and ownership (including the number of shares and/or percentage of ownership) of the Company.Copies of the certificates of incorporation, by-laws, partnership agreements, operating agreements and other similar organizational documents of the Company.Stock record books and copies of all stock certificates, including reverse sides, of the Company and affiliates.List of all subsidiaries and affiliates of the Company, if any.List of jurisdictions in which the Company is qualified or has applied for qualification to do business and evidence of such qualification or application.List of jurisdictions where the Company has substantial contacts (e.g., real or personal property owned or leased, employees, sales representatives, etc.).List of the Company’s current shareholders, the numbers of shares owned and the consideration paid for such shares.Warrants, stock options, agreements relating to any warrants or options to purchase securities, any convertible security and other rights to subscribe for or purchase securities.Schedule of all outstanding stock options and warrants, including name of individual, grant date, expiration date and exercise price, of the Company.Voting agreements, voting trusts, shareholder agreements or other similar arrangements with or among shareholders or equity owners of the Company.Stock purchase and repurchase agreements.Stock restriction agreements.Registration rights agreements.Minutes or other records of meetings of the Board of Directors, committees of the Board of Directors or shareholders of the Company.All materials distributed to members of the Board of Directors, committees of the Board of Directors or shareholders of the Company since incorporation or organization (or written consents in lieu of meetings).II. Employee Benefit Plans and Other Employment Matters.Employment, consulting, compensation or other agreements or arrangements to which any director, officer or employee of the Company is a party.Copies of any provisions of any contract or arrangement, pursuant to which any director or officer (or other applicable principals, partners or members) of the Company is insured or indemnified in any manner against liability.All documents relating to pension, deferred compensation, stock option (including SARs), profit sharing and any other similar plans of the Company, all IRS determination letters relating to the foregoing and the most recent actuarial report for any defined benefit pension plan for the Company.All other employee compensation, bonus, incentive, benefit (e.g., life or health insurance) or similar plans of the Company, including plan evaluation and actuarial evaluation reports.Any standard form employment agreements used by the Company as well as any agreements that deviate in any material respect from such standard forms, and all severance or special termination agreements with senior management of the Company.Information with respect to any pension benefit plan subject to Title IV of ERISA maintained by an entity other than the Company which is, or was within the past five years, in a single controlled group with the Company.All collective bargaining agreements to which the Company is a party or by which it is bound, including any side letters.Any policy manuals or materials with respect to trade or employment practices of the Company.Confidentiality, proprietary rights, and non-competition agreements (i) between the Company and any officer, director, employee, consultant, representative, supplier or customer or (ii) which the Company’s employees or consultants have entered into with a prior employer.Information as to employment arrangements and/or compensation plans where any benefits or rights are triggered by a change in control of the Company, including any so called “golden parachute” or similar arrangements.Information as to employment arrangements and/or severance plans where any benefits or rights are granted upon severance or termination of an employee, whether or not in connection with a change in control of the Company.Any contracts for consulting or management services.III. Regulatory MattersAll applications, filings, findings, reports, registration statements, correspondence, complaints, consent decrees, determinations, orders, etc., relating to federal regulatory agencies and all foreign, state and local agencies performing similar functions. Include all exhibits for all filings, unless duplicative of material requested elsewhere.IV. Properties, Assets, and Leases.List of all real property owned, leased (as lessee or lessor) or used by the Company including all documentation of ownership, leasehold interest, any encumbrances or restrictions against transfer on such property, and any title insurance policies or title searches.List of all intangible or intellectual property e.g., patents, trademarks, copyrights, trade names, trade secrets and customer lists owned, leased, licensed or used by the Company and any patent or trademark registrations or similar documents in any domestic or foreign jurisdiction. Please include any required permits, licenses, approvals, related regulatory reports, or agreements and any actual or threatened claims of infringement or misappropriation.List of all fixed assets, personal property and equipment owned, leased or used by the Company including all documentation of ownership, leasehold interest or any encumbrances or restrictions against transfer of such property.With respect to all of the properties and leases described in this Item IV, please identify any officers, Directors, shareholders or employees of the Company holding an interest in such properties or leases.V. Material Agreements and Financing Documents.Loan agreements, lines of credit, indentures, revolving credit agreements, note purchase agreements, notes, other evidence of indebtedness and all related documents concerning any debt financing.Venture capital financing documentsAny agreements in principle or otherwise with respect to mergers, acquisitions, divestitures or sales of material assets of the Company, whether or not consummated.Mortgages, security agreements, pledges and other evidence of liens or letters of credit securing any obligations of the Company.Corporate and personal guarantees of any obligations and powers of attorney executed in the Company’s name.Schedule and copies of all contracts, agreements, arrangements or understandings under which the Company (i) has any surviving representations or warranties or any ongoing obligation to indemnify, defend or hold harmless any party, (ii) is subject to any other material commitment, contingency or liability or (iii) which restrict in any manner the right of the Company to conduct its business or to compete with any partyList of bank accounts belonging to the Company and its affiliates.Correspondence and internal memoranda relating to any documents requested in this Item V.VI. Marketing, Sales and Operations.Licensing agreements (including inter-company).Patents, patent applications, trademarks, trademark applications and copyrights (domestic and foreign), service marks (domestic and foreign) and documents relating to know-how, trade secrets, and other proprietary information used by the Company.Promotional material, sales literature and other advertising documents distributed to potential customers.Agreements with any educational institutions or relating to the Company’s provision of private student loans.Joint venture, partnership and limited partnership agreements.Agency, commission, distribution, franchise or sales representative agreements.Governmental contracts, agreements or purchase orders.Agreements under the which the company is obligated to provide or purchase a material amount of goods or servicesAll other contracts (including executory contracts) material to the Company.VII. Accounting, Financial and Insurance Matters.2004 annual and 2005 year to date monthly financial statements (including balance sheet and income statement).All documentation relating to any transaction between the Company and any director and officer including any loans or similar arrangement.Budgets, fiscal projections and strategic plans, together with a review of or comparison with actual results, if available.Summary of federal, state, local and foreign income tax status, including consents and agreements with any tax authority or any pending or threatened disputes concerning tax matters and all audit papers and communications between the Company and the Internal Revenue Service.Any documents relating to liabilities and obligations, including material contingent liabilities, write-downs or write-offs of notes or accounts receivable, incurred otherwise than in the ordinary course of business since formation.Copies of all insurance policies and a history of insurance claims, with details of any pending claims or incidents which may arise in claims.VIII. Legal Proceedings.List and description of all material litigation, administrative proceedings, arbitration proceedings, investigations, claims or disputes (including pending or threatened litigation or claims) involving the Company or any principal shareholder, officer, director, principal, partner or member of the Company as a plaintiff or defendant.All consent decrees, judgments, other decrees or orders, settlement agreements, injunctions or similar matters (continuing or contingent) to which the Company is a party or involving any person in his capacity as a shareholder, officer, director principal, partner, member or employee of the Company.Documentation with respect to any pending or threatened disputes with any governmental agency to which the Company is or may become a party.All correspondence dealing with actual or alleged infringement of patents, trademarks and copyrights.Any waivers or agreements canceling claims or rights of substantial value other than in ordinary course of business.IX. All other materials and documents involving the Company, not otherwise covered by the foregoing items, which, in your judgment, may be material to the business of the Company or which should be reviewed in making disclosures regarding the business and financial condition of the Company.”

Thank you for the A2AI’m not sure if you are asking about “entering” the corporate jungle or maintaining a management position and try to “go higher.” So, this is sort of a bunch of (somewhat related) information on both.If you are applying for a position, make sure you specific under “Do you require accommodations” if the form has such an option. Most applications that ask, will have an “explanation” in which you can write your diagnosis and give a “brief” account of your limitations. You can also write (refer to cover letter).If there is something you ‘need’ to make life easier, such as requiring someone to read printed material to you, so you can address it in a timely fashion, feel free to state that IN YOUR COVER LETTER. Don’t let it become part of the pile of resumes they are receiving. Even if it gets separated from the resume, you will have documentation of letting them know (sorry, I’m OCD about documentation).I’m somewhat familiar with dyslexia, but even with all of my child’s learning disabilities, he wasn’t dyslexic. So, only you know what you need. If, as a I said, you’d like memos related to you by others, or if you require an assistant (if possible), or if you are fluent in languages or can’t read English (or another language), if you skill set is good, most won’t hold a disability against you.The only time it would be an issue, that I can think of, would be asking for “accommodations,” AFTER you applied for the job, they might go back and argue that you never stated that an your application.If you are already in a Management position (or getting ready to apply) and you have previous (good) history as an employee of the company, you can mention to your “interviewer” (or, if the new position requests an updated resume), you could include something such as “I have been able to ___________ despite my dyslexia, which is clearly evident in my ability to overcome my challenges.” (that’s just a made up sentence — I wouldn’t use that).When I applied for jobs (when I was working), I would have to “dumb down” my resume to get *into* a company. Once I was in, I had no trouble advancing, and I had issues of my own, but they never needed to be stated.I would often call the HR Department of the company I was interested in working for, and explain that I had sent a resume which wouldn’t necessarily impress anyone reading it, but if they took the opportunity to give me an Interview, that would understand why I was a potential asset to their company — it usually worked.Luckily, as a writer, I was always assigned an “artist,” to accompany my work. I was very happy that my friend (who referred me to the position) was the artist. The problem was, I did all the (last check) proofreading of all the material in the company. She never proofread anything she (the artist) did.When we got to a trade show we were participating in, I noticed (right away) that our name was spelled wrong — on the banner, the literature, our name tags, etc. Apparently, she didn’t “remember” to have me proofread.If dyslexia makes it difficult to read or write, and you are moving up to management, it’s not unusual to explain that someone else needs to proofread your work. There is nothing wrong with having a disability (I hate that word), because there are always people like me to help fix it up.When I was working, I worked really well. Now it’s obvious I can’t even catch my own mistakes. When a professional proofreader can’t proofread, we don’t stop writing, we just stop getting paid.

"Camel Train"Civilization is once again at a crossroad. In 2007, Amazon introduced the world to the Kindle- the first tablet dedicated to replacing physical books with virtual ones.[1] Overnight, libraries saw a decrease in the number of requests for circulating and new materials. With the push of a button and a touchscreen, people could download books from anywhere they could find and maintain a signal. Every year newer, faster, larger versions were issued, eventually with access to the internet and the App store. While the Kindle did maintain it's pledge to expand the wonderful world of reading to new audiences, it also hastened the development of a new.generation of readers, who would forego thethe smell, feel, sight and weight of book as they immersed themselves into a new world.But this is not an isolated occurrence. After almost 6000 years, scribes and copiests traded in their clay and stylus for papyrus, parchment and vellum. Scrolls became codexes, which eventually transformed into the modern conception of bound books, pages full of meticulously written text accompanied by magnificent illustrations. The introduction of paper from China[2], later coupled with moveable type[3] and Gutenberg’s printing press[4], made owning and reading a book an achievable opportunity for many. Knowledge would no longer be composed, complied and translated by an exclusive community of scholars and monks.During the Middle Ages, an Arab expansion into Iran resulted in sweeping changes to Persian life and culture. But some Iranian groups resisted Arabic influence and eventually regained their independence, launching a revival of Iranian national identity and culture that peaked during the 9th and 10th centuries.[5]Following the cultural shock and the crisis of identity that occurred in the first century after the fall of the Sasanids, the urban literati of Persian origin began to reconstruct the cultural idea of Iran within Islamic society.[6] A modified version of the pre-modern, Sasanid ethno-national identity, this new cultural identity does not bear much resemblance to the modern notions of political and “civic-national identity”.[7] The emergence of a new form of Persian as the literary language of Iran, as well as a gradual revival of Iranian traditional history, helped buttress the new Iranian cultural identity. The Persian cultural revival, beginning in the early Abbasid Caliphate, accelerated during the reign of Iranian regional dynasties and laid the foundation of Iranian cultural identity for centuries to come.[8]Sahib ibn Abbad - WikipediaDuring this Persian rennaissance, Abdul Kassem Ismael, whose actual name was Abu'l-Qasim Ismail ibn 'Abbad al-ʿAbbās (A.D. 938 to 995) rose to the position of Grand Vizier of Persia.[9] Born 25 miles south of Isfahan 938, Ismael began his illustrious carrier as a secretary. Tenth-century Persia was a turbulent place. It was the height of the Iranian Intermezzo, a time when the Arab caliphs' power waned as Persians—now Muslim and not Zoroastrian, but still Persian nonetheless—regained control over their ancient lands.[10]The Buyid empire for a relatively brief moment in time became the most powerful kingdom in the Middle East, with Rayy as it's epicenter.[11] As a sophisticated confederation that assumed the mantle of the ancient Persian empire, its courts naturally attracted many scholars and bureaucrats.Buyid dynasty - WikipediaOne such man was Ibn Abbad. Just like the Buyid kings, Ismael was himself a Persian of illustrious bloodline. His own father had been the vizier of Rukh al-Dawla, the first Buyid ruler[12]. It was natural that when his father died while Ismael was only seven or eight, his father's acquaintance, the famous Grand Vizier Ibn.al-'Amus would become his guardian and mentor.[13]Ibn al-'Amid trained Ismael to be a competent bureaucrat and secretary. When the young man was twenty, he was sent to serve as the secretary of Mu'ayya al-Dawla, the third son of Rukn.[14] The prince and the secretary soon became close friends; the latter's nickname, Sahib, means "companion"[15] and was given to him by Mu'ayyad to show how much he valued their mutual relationship. Nobody had the title before him, so he is the first vizier who had the title.[16] After that, all viziers were given the title of "Sahib." In 970, Ibn Abbad became Mu'ayyad's Grand Vizier.Upon his succession in 976, Mu'ayyad was obliged to keep the current Vizier, Abu'l-Fath (the son of Ibn al-'Amid). Abu'l-Fath distrusted Ibn Abbad's close relationship to Mu'ayyad and tried to get rid of him, but ironically he himself was executed soon after.[17] Ismael returned to being Vizier for his old friend and remained the second most powerful man in the Buyid courts for eighteen years until his death in 995.During his service as Mu'ayyid al-Dawla's vizier, Ismael accompanied him in Baghdad and then in Isfahan. When Adud al-Dawla died in Baghdad in March 983, because of epilepsy, Mu'ayyid al-Dawla took over and wisely administered the whole Iraq al-'Ajam, Gorgan, and Tabaristan.[18] One year into his reign, Mu'ayyid al-Dawla died in January 984 in Gorgan at the age of forty three because of diphtheria.[19]At the time of his death. Mu'ayyid al-Dawla had not appointed a successor, At the suggestion of Ismael, high-ranking figures of the government invited Fakhr al-Dawla[20] who was in Neyshabur at the time to rule the country. When Fakhr al-Dawla took over the government, he kept Ismael as a vizier, despite Sahib's desire for resignation.[21] Ismael remained his vizier until his own death eighteen years later.al-Sahib ibn Abbad - History of East AfricaDuring these two decades, Ismael became the prime example of a successful Vizier (even today in the Muslim world)—as a writer and patron of literature, eventually supporting a client-patron network of some 500 poets, theologians, and other writers.[22] Part of this might have been attributable to his own vanity; a substantial number of these 500 dedicated themselves to singing the praises of the Vizier. Still, these literati were not simple sycophants. Bound to the Vizier by ties of gratitude, they helped make Ismael's court one of the premier centers of Shi'a and rationalist thinking in Persia.[23] As one theologian wrote (undoubtedly with some exaggeration),If it had not been for his [ibn Abbad's] care, [my] intention would not have been firm; if it had not been for his guidance, my] astuteness would not have been penetrating; if it had not been for his assistance, [my] state of affairs would not have been good.[24]He was a bilingual poet composeing poems both in Arabic and Persian. Buyid Sultans supported Arabic literature and poetry, but with the efforts and support of Sahib b. Abbad, Persian poets also emerged in that period, such as Mansur b. Ali al-Razi (with the penname, Mantiqi), Bindar, and Muhammad b. 'Ali al-Sarakhsi (with the penname, Khusrawi).[25]Ismael's patronage network transcended religious ties. Although originally Persian, his religion and literature were Arabic.[26] Thus, his tendency to Islam, his knowledge of religious sciences, and his competence in Arabic literature outweighed his national biases.[27] Ismael's pride in his sectarian associations, was frequently addressed in one of his many poems:She asked, "What religion have you chosen for your success?" I replied, "I am a Shi'ite and a Mu'tazilite!"[28]Both the Shi'a and the rationalist Mu'tazilites were often decried as heretics, yet Ismael had little trouble seeing talent from other schools of Islam.[29] Consider his relationship with Abu Bakr ibn al-Muqri, follower of the austere Hanbali school of Islam[30] that harshly opposed Shi'ism and Mu'tazilism:It was said to al-Ṣāḥib ibn ʿAbbād: "You are a Muʿtazilī man and Ibn al-Muqri is a traditionist, [but] you like him."He replied, "He was a friend of my father, and it was said 'those whom fathers like are relations for their sons'; it is also because I was once asleep and saw the Prophet in my dream saying to me: 'You are asleep while a friend of God is at your door.' I woke up, called the doorkeeper, and said: 'Who is at the door?' He answered: 'Abū Bakr ibn al-Muqri.'"[31]There's also an amusing story about a debate Ismael had with the leader of the Jews, in which the Jew mocked the Vizier's vanity by asking how exactly the Qur'an could be a perfect work of literature when Ismael's poems were even better.[32]Most scholars agree the incident is false, intended to highlight Ismael's scholarship and ethics.Abdul Kassem Ismael archivos - Me paso el día leyendoNaturally, Ismael accumulated an enormous amount of literature. Contemporary gossip speculated that he was so enthralled with literature and learning that he never left home without his personal library. When the Samanid emperor invited Ismael to serve as his Vizier, he replied that he couldn't go because of his library; it would take 400 camels to take all his books, including sixty just for his dictionaries.[33] The catalogue alone of his library consisted of ten volumes.[34] Allowing for the average weight of medieval Persian books (2 pounds) and the average load that camels can carry (each camel is assumed to have carried 2 packs containing 50 Persian books[35] ) camels are capable of carrying close to 600 pounds), it seems that if Ismael wasn't exaggerating, he must have owned some 206,000 books.[36]The 400-camel caravan carried 117,000 books and must have been more than a mile long. Nevertheless, Ismael’s camel-drivers were also librarians, each responsible for the books on his camel, and could locate any book almost immediately because the animals were trained to walk in alphabetical order.[37] It is believed that his private collection was made available to scholars and readers who received 100–500 dirhams and one garment for their services.[38] It is entirely feasible that Ismael, did relocate himself and his library at the instigation of Fakhr al-Dawla. Or, just an apocryphal incident meant to remind Fakhr al-Dawla of the enormous cost of transporting his library across the desert sand.[39]Abdul Kassem Ismail.: Passionné de lectureAbdul Kassem Ismael, himself was a great poet and writer, although probably not as great as he thought himself to be. He was a genuine polymath, credited with upwards of 30 publications, including the following;Memorandum of the Five Principles: An introductory work on the Five Principles of Mu'tazilism;An Epitome of Knowledge and Account of the Caliphs, a short manual on the history of the caliphal title during its first three centuries;The Epistles, his most important work that provides a fantastic look at the administration of the tenth-century Middle East's most powerful empire. Here, Ibn Abbad discusses everything—from "news of victories and conquests" to "the Pilgrimage.[40]Shortly before his death, Ismael, shared his passion for poetry and literature claiming:Prose is scatteres and thither like flying sparks, but poetry will last as long as gralven stone.[41]Abdul Kassem Ismael, died while he was Fakhr al-Dawla's vizier on March 30, 995., leaving behind his precious library and poetry. His corpse was moved to Isfahan and was buried in a building in Bab Dariyya neighborhood there.[42] After his death and at the command of Fakhr al-Dawla, Sahib's house and property were transferred to him.Idhā mā naʿā l-nāʿūna ahla mawaddatīBakaytu ʿalayhim bal bakaytu ʿalā nafsīWhen the announcers come announce the death of those I love,I cry over them. No, I cry over myself.[43])In 1029, when Mahmoud of Ghazna invaded Rayy, his Ghaznavid troops dismantled Ismael’s library, burning some labelled as “heretical”in a massive bonfire[44] and transporting others to his palace in Ghazna. [45] It is unknow if or how many of Ismael’s treasured tomes survived.BBC NEWS | Photo journal | Kenyan camel librarySometimes the old ways can remain part of the solution today. The Kenya National Library was seeking an efficient and inexpensive way of delivering books from the main library to outlying villages and nomadic settlements.[46] The roads are so bad even four wheel drive vehicles get stuck in the sand – camels were the solution. The camel library is on the road five days a week and the service is so popular it cannot always meet the demand.[47]Footnotes[1] The original Kindle was crazy[2] The History of Paper[3] https://www.google.com/url?sa=t&source=web&rct=j&url=https://medium.com/%40RossAlTejada/movable-type-the-very-first-printer-and-a-brief-look-at-its-history-4228bde57e9a&ved=2ahUKEwiVyeyW4YbmAhVTjp4KHSiWBJUQjjgwNnoECA0QAQ&usg=AOvVaw3KxXOtxTuZjXO6Sj7X-CPI[4] The Invention and History of the Printing Press [5] IRANIAN IDENTITY iii. MEDIEVAL ISLAMIC PERIOD[6] The development and spread of Islamic cultures[7] IRANIAN IDENTITY iii. MEDIEVAL ISLAMIC PERIOD[8] The Abbasid Caliphate - Islamic History[9] Was "Abdul Kassem Ismael" a real historical figure?[10] Iran - The “Iranian intermezzo” (821–1055)[11] The Rise of the Buyid Brothers[12] Lambert M. Surhone, Mariam T. Tennoe, Susan F. Henssonow: Amazon.com.au: Books[13] Humanism in the Renaissance of Islam[14] Mu'ayyad al-Dawla - Wikipedia[15] Sahib - Wikipedia[16] Sahib b. 'Abbad[17] ABU’L-FATḤ YŪSOF[18] 'Adud al-Dawla al-Daylami[19] http://Mu'ayyid al-Dawla [20] Fak̲h̲r al-Dawla - Brill[21] A Political Biography of al-Ṣāḥib Ismāʿīl b. ʿAbbād (d. 385/995)[22] The Beginning of Wisdom[23] Untangling the Web[24] It’s a Book-It Has No Joystick: Books and Libraries[25] A Two-Colored Brocade[26] http://Literature and the Islamic Court: Cultural Life Under Al-Sahib Ibn 'Abbad[27] List of Works by Al-Sayyid Muhsin al-Amin[28] The Life and Death of Words[29] http://Ess, J. V. (2006). The Flowering of Muslim Theology. USA: Harvard University Press[30] http://Hisham M. Ramadan (2006), Understanding Islamic Law: From Classical to Contemporary, Rowman Altamira,[31] The Life of Ibn Hanbal[32] https://www.google.com/url?sa=t&source=web&rct=j&url=https://pdfs.semanticscholar.org/a5e5/3b3763db008581d328bfb16fb371de1e31c0.pdf&ved=2ahUKEwjDofmZ94bmAhU0On0KHQpFBfoQFjAFegQIAxAB&usg=AOvVaw0WRqINGy1DpMjSRCoZI_yn[33] http://Thomas D (December 2006). "East-West Orientation of Historical Empires". Journal of World-systems Research. 12 (2): 222[34] http://Al-Hamawi, Yagut (1381). Ayati, Abdol-Mohammad (ed.). Mu'jam al-Udabā (1 ed.). 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