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[Image “Venture+Catastrophists+header.png”] Read on Medium In 1907, amidst rising interest rates and a declining stock market, two New York bankers attempted to corner the stock of a copper company. Their scheme collapsed, and depositors at the banks that backed them pulled their money. One bank, Knickerbocker Trust, lacked the capital to withstand the bank run and, four days later, shut down. The rout was on. [Image “Venture+Catastrophists+2.png”] J.P. Morgan, the nation’s preeminent banker and business leader, saw obligation and opportunity. He gathered the heads of New York’s banks at his Madison Avenue mansion and, the story goes, locked the doors and pocketed the key. “This is the place,” Morgan proclaimed, “to stop the trouble.” First he addressed his obligation: to save the system in which he’d built his wealth. He pledged an $8 million loan ($255 million in today’s dollars) to the next domino after Knickerbocker, the Trust Company of America. Then he convinced a dozen other banks and the U.S. Treasury to deposit $70 million into other vulnerable banks. The “Panic of 1907” subsided. Morgan saved the financial system. Fourteen years earlier, he’d done the same thing. Trust What J.P. Morgan understood was that banking, and by extension the economy, is not built on gold, labor, machinery, or spreadsheets, but on trust. Trust that deposits will be there when needed. That trust ruptured when the Knickerbocker Trust Company said, “We can’t.” Trust was restored when J.P. Morgan said, “We’ll ensure they can.” Once people trusted the banks again, the monetary crisis was solved. Fast forward to today: Can you imagine any part-time libertarian billionaire in the Valley pledging 5%, much less 50%, of their wealth to cauterize an emerging banking crisis? Banks need your trust because they don’t actually have your money. When you deposit cash at the bank, it loans it to someone else. In fact, banks loan out more than they take in. It is a miracle and the cornerstone of our economy — turning short-term deposits into long-term loans. This is a good thing: Money sitting dormant does not fund startups, expand existing companies, or encourage consumers to…consume. It’s not useful. Every bank is vulnerable to a run if enough people ask for their money on the same day. If Bank of America’s 67 million customers simultaneously withdrew their funds, in the same day/week/month, it would fail. Together But Bank of America doesn’t stand alone. It’s backed by a safety net of federal agencies — the Treasury, the Fed, the FDIC. Regulators, risk managers, and bank management are supposed to calibrate a sufficient level of liquidity to prevent insolvency — to “stress test” the bank. The Fed serves as a lender of last resort to troubled banks. Regulation moderates risk but can’t eliminate it. This federal backstop exists, in substantial part, because J.P. Morgan didn’t see just obligation back in 1907. He saw opportunity. In the aftermath of the panic, Morgan called in the loans he’d made and went shopping for distressed assets: He acquired six banks, including the Trust Company of America, a steamship line, and the second-largest steel company in America (he already owned the largest). By 1913 officers of J.P. Morgan & Co. sat on the board of 112 public companies, representing 80% of the public market capitalization in the country. We learned two lessons from 1907. The first was that the banking system needs a backstop. The second was that we shouldn’t rely on billionaires to be that backstop. In 1913, Congress passed the Federal Reserve Act, which created the central bank as we know it today. (The FDIC came along in 1933.) It’s no coincidence that the generations that followed 1907 made historic investments in the collective strength of America, from Social Security to the G.I. Bill to the Interstate Highway System. They understood their obligation to be part of a broader solution and rest it on the shoulders of democracy. However, prosperity has a poor memory. By the 1980s, Morgan’s obligation was forgotten, and his opportunism became our model. Reagan and Thatcher branded the new (old) era: “There is no such thing as society,” said the Iron Lady. “There are individual men and women, and there are families.” Reagan added: “Government is not the solution to our problem; government is the problem.” Libertarianism, the political philosophy of a 19-year-old who’s just discovered Ayn Rand, became the governing ethos. Regulators were no longer backstops but impediments to be defunded or ignored. By the 2010s, trust itself was seen as an inefficiency. Crypto rose to prominence with the core promise of “trustless transactions.” There’s no such thing… Unlock the full story — plus millions more — for less than $1/week when you become a Medium member. Join Medium
[Image “Venture+Catastrophists+header.png”] Read on Medium In 1907, amidst rising interest rates and a declining stock market, two New York bankers attempted to corner the stock of a copper company. Their scheme collapsed, and depositors at the banks that backed them pulled their money. One bank, Knickerbocker Trust, lacked the capital to withstand the bank run and, four days later, shut down. The rout was on. [Image “Venture+Catastrophists+2.png”] J.P. Morgan, the nation’s preeminent banker and business leader, saw obligation and opportunity. He gathered the heads of New York’s banks at his Madison Avenue mansion and, the story goes, locked the doors and pocketed the key. “This is the place,” Morgan proclaimed, “to stop the trouble.” First he addressed his obligation: to save the system in which he’d built his wealth. He pledged an $8 million loan ($255 million in today’s dollars) to the next domino after Knickerbocker, the Trust Company of America. Then he convinced a dozen other banks and the U.S. Treasury to deposit $70 million into other vulnerable banks. The “Panic of 1907” subsided. Morgan saved the financial system. Fourteen years earlier, he’d done the same thing. Trust What J.P. Morgan understood was that banking, and by extension the economy, is not built on gold, labor, machinery, or spreadsheets, but on trust. Trust that deposits will be there when needed. That trust ruptured when the Knickerbocker Trust Company said, “We can’t.” Trust was restored when J.P. Morgan said, “We’ll ensure they can.” Once people trusted the banks again, the monetary crisis was solved. Fast forward to today: Can you imagine any part-time libertarian billionaire in the Valley pledging 5%, much less 50%, of their wealth to cauterize an emerging banking crisis? Banks need your trust because they don’t actually have your money. When you deposit cash at the bank, it loans it to someone else. In fact, banks loan out more than they take in. It is a miracle and the cornerstone of our economy — turning short-term deposits into long-term loans. This is a good thing: Money sitting dormant does not fund startups, expand existing companies, or encourage consumers to…consume. It’s not useful. Every bank is vulnerable to a run if enough people ask for their money on the same day. If Bank of America’s 67 million customers simultaneously withdrew their funds, in the same day/week/month, it would fail. Together But Bank of America doesn’t stand alone. It’s backed by a safety net of federal agencies — the Treasury, the Fed, the FDIC. Regulators, risk managers, and bank management are supposed to calibrate a sufficient level of liquidity to prevent insolvency — to “stress test” the bank. The Fed serves as a lender of last resort to troubled banks. Regulation moderates risk but can’t eliminate it. This federal backstop exists, in substantial part, because J.P. Morgan didn’t see just obligation back in 1907. He saw opportunity. In the aftermath of the panic, Morgan called in the loans he’d made and went shopping for distressed assets: He acquired six banks, including the Trust Company of America, a steamship line, and the second-largest steel company in America (he already owned the largest). By 1913 officers of J.P. Morgan & Co. sat on the board of 112 public companies, representing 80% of the public market capitalization in the country. We learned two lessons from 1907. The first was that the banking system needs a backstop. The second was that we shouldn’t rely on billionaires to be that backstop. In 1913, Congress passed the Federal Reserve Act, which created the central bank as we know it today. (The FDIC came along in 1933.) It’s no coincidence that the generations that followed 1907 made historic investments in the collective strength of America, from Social Security to the G.I. Bill to the Interstate Highway System. They understood their obligation to be part of a broader solution and rest it on the shoulders of democracy. However, prosperity has a poor memory. By the 1980s, Morgan’s obligation was forgotten, and his opportunism became our model. Reagan and Thatcher branded the new (old) era: “There is no such thing as society,” said the Iron Lady. “There are individual men and women, and there are families.” Reagan added: “Government is not the solution to our problem; government is the problem.” Libertarianism, the political philosophy of a 19-year-old who’s just discovered Ayn Rand, became the governing ethos. Regulators were no longer backstops but impediments to be defunded or ignored. By the 2010s, trust itself was seen as an inefficiency. Crypto rose to prominence with the core promise of “trustless transactions.” There’s no such thing… Unlock the full story — plus millions more — for less than $1/week when you become a Medium member. Join Medium
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[Image “Dot-com+Bubble.png”] Hi furkan, The dot-com bubble was a period of foolish optimism and speculation in the nascent tech industry, with countless startups achieving sky-high valuations based on little more than a catchy name and a promise. But when the bubble burst in March of 2000 — exactly 23 years ago — many of those companies were revealed to have little to no real value, leaving investors and markets reeling for years. Today, we see echoes of that same speculative fervor and its disastrous consequences all around us: the implosion of FTX and crypto markets, empty hype surrounding the metaverse, enormous layoffs at bloated tech companies, the ominous rise of AI, and, most recently, the shocking implosions of several once-trusted banks. Can we learn from history? Or are we doomed to repeat it? In this special collection, revisit the fascinating stories that defined the dot-com era and — with the wisdom of hindsight — learn to apply their most urgent lessons as we enter a new age of business and technology. If you value timely stories like these, consider joining Medium as a member. Read without limits or ads and directly support the writers you read most for less than $1/week. Join Medium Reflections on the Dot-Com Crash [Image “1.png”] The Original Apocalypse: 5 Lessons From the Dot-Com Crash By Jeff Fluhr, Co-Founder @ StubHub “We incorporated StubHub in March of 2000, just weeks before the dot-com bubble burst. On the surface, the timing couldn’t have been worse. And it did pose some tremendous challenges…That experience taught me five important lessons that seem newly relevant for today’s founders.” [Image “2.png”] The Day the Dot-Com Bust Began By Douglas Rushkoff “AOL founder Steve Case was cashing in his chips…Moreover, if he was choosing to do it now, it meant he believed that his AOL stock had hit its peak. To me, AOL’s purchase of TimeWarner suggested that the irrational exuberance surrounding technology stocks had climaxed: the dot-com boom was ending.” [Image “3.jpg”] Did This Teenage Entrepreneur Cause the 2000s Dot-Com Bubble? By Aaron Dinin PhD, Lecturing Fellow in Entrepreneurship @ Duke University “To give you an idea of just how crazy things were, in 1998, when Dave originally invested in RagingBull.com, CMGI’s market cap was $500 million. By March of 2000, CMGI’s market cap was $60 billion. That’s an unheard of 120x increase in less than 24 months. I’m not sure there’s a way to describe that kind of valuation increase without using the word ‘insane.’” [Image “4.jpg”] The Rise and Fall of the Dot-Com Foosball Table By Clive Thompson “Foosball tables were so common in dot-com firms that they became the Jungian symbol of the age. Those tables meant a lot — certainly to the company’s founders, who frequently plopped them down right in the office lobby…What, precisely, was the intended message of all those foosball tables?” [Image “5.png”] I Graduated Into the 2000 Dot-Com Crash, and It Was the Best Thing to Ever Happen to My Career By Hunter Walk, Partner @ Homebrew VC “By my graduation in June of 2000, the party had ended. As became clear quickly: the Stanford Business School Class of 1998 had founded the good Internet 1.0 companies; the Class of 1999 had founded the bad Internet 1.0 companies; and the Class of 2000 was just plain unemployed. And so I left the campus with student debt and limited prospects. But it turned out to be exactly what I needed.” [Image “6.png”] Economic Downturns Mark a Return to Sanity (and Returns) for Venture Capital By Tal Elyashiv, Founder @ SPiCE VC “Then, just like that, the bubble burst (as they all eventually do), and one company after another imploded — fueling an internet sector freefall that lasted for the following two and a half years. In the end, the Nasdaq lost 78% of its value.” [Image “7.png”] Will ChatGPT Spark the Next Financial Bubble? By Michael F. Buckley “Revolutionary technology will always be synonymous with a new way to get rich. With the current growth of Artificial Intelligence (AI), it is fair to say we are looking at another technology gold rush on par with the dot-com boom. And if history and human nature have taught us anything, it is that with every boom comes a crash.” [Image “8.png”] Making Sense of Generative AI in 2023 By Eon Mattis, MBA Candidate @ Harvard Business School “History suggests that most AI startup investments may fail, similar to the dot-com boom. However, if AI proves to be the next major technology trend similar to mobile and cloud computing, the power law could rescue select VC firms. This means that the next generation of major tech companies such as Google and Facebook could emerge in the near future, producing significant returns and a long-lasting impact.” [Image “9.png”] The AI Hype Bubble Is the New Crypto Hype Bubble By Cory Doctorow “Of course, the carnival barkers of the AI pump-and-dump insist that this is all a feature, not a bug. If autocomplete says stupid, wrong things with total confidence, that’s because “AI” is becoming more human, because humans also say stupid, wrong things with total confidence.” [Image “10.png”] Tech Layoffs: A Forgotten Deja Vu By Amit Phansalkar “For someone who entered this industry right in the middle of its earlier turbulent times (the dot-com burst), it’s hard not to be cynical when I hear terms like ‘radically transparent company cultures’ and ‘empowered employees.’ Or worse: ‘seamless integration of work and life.’” Join Medium
[Image “Dot-com+Bubble.png”] Hi furkan, The dot-com bubble was a period of foolish optimism and speculation in the nascent tech industry, with countless startups achieving sky-high valuations based on little more than a catchy name and a promise. But when the bubble burst in March of 2000 — exactly 23 years ago — many of those companies were revealed to have little to no real value, leaving investors and markets reeling for years. Today, we see echoes of that same speculative fervor and its disastrous consequences all around us: the implosion of FTX and crypto markets, empty hype surrounding the metaverse, enormous layoffs at bloated tech companies, the ominous rise of AI, and, most recently, the shocking implosions of several once-trusted banks. Can we learn from history? Or are we doomed to repeat it? In this special collection, revisit the fascinating stories that defined the dot-com era and — with the wisdom of hindsight — learn to apply their most urgent lessons as we enter a new age of business and technology. If you value timely stories like these, consider joining Medium as a member. Read without limits or ads and directly support the writers you read most for less than $1/week. Join Medium Reflections on the Dot-Com Crash [Image “1.png”] The Original Apocalypse: 5 Lessons From the Dot-Com Crash By Jeff Fluhr, Co-Founder @ StubHub “We incorporated StubHub in March of 2000, just weeks before the dot-com bubble burst. On the surface, the timing couldn’t have been worse. And it did pose some tremendous challenges…That experience taught me five important lessons that seem newly relevant for today’s founders.” [Image “2.png”] The Day the Dot-Com Bust Began By Douglas Rushkoff “AOL founder Steve Case was cashing in his chips…Moreover, if he was choosing to do it now, it meant he believed that his AOL stock had hit its peak. To me, AOL’s purchase of TimeWarner suggested that the irrational exuberance surrounding technology stocks had climaxed: the dot-com boom was ending.” [Image “3.jpg”] Did This Teenage Entrepreneur Cause the 2000s Dot-Com Bubble? By Aaron Dinin PhD, Lecturing Fellow in Entrepreneurship @ Duke University “To give you an idea of just how crazy things were, in 1998, when Dave originally invested in RagingBull.com, CMGI’s market cap was $500 million. By March of 2000, CMGI’s market cap was $60 billion. That’s an unheard of 120x increase in less than 24 months. I’m not sure there’s a way to describe that kind of valuation increase without using the word ‘insane.’” [Image “4.jpg”] The Rise and Fall of the Dot-Com Foosball Table By Clive Thompson “Foosball tables were so common in dot-com firms that they became the Jungian symbol of the age. Those tables meant a lot — certainly to the company’s founders, who frequently plopped them down right in the office lobby…What, precisely, was the intended message of all those foosball tables?” [Image “5.png”] I Graduated Into the 2000 Dot-Com Crash, and It Was the Best Thing to Ever Happen to My Career By Hunter Walk, Partner @ Homebrew VC “By my graduation in June of 2000, the party had ended. As became clear quickly: the Stanford Business School Class of 1998 had founded the good Internet 1.0 companies; the Class of 1999 had founded the bad Internet 1.0 companies; and the Class of 2000 was just plain unemployed. And so I left the campus with student debt and limited prospects. But it turned out to be exactly what I needed.” [Image “6.png”] Economic Downturns Mark a Return to Sanity (and Returns) for Venture Capital By Tal Elyashiv, Founder @ SPiCE VC “Then, just like that, the bubble burst (as they all eventually do), and one company after another imploded — fueling an internet sector freefall that lasted for the following two and a half years. In the end, the Nasdaq lost 78% of its value.” [Image “7.png”] Will ChatGPT Spark the Next Financial Bubble? By Michael F. Buckley “Revolutionary technology will always be synonymous with a new way to get rich. With the current growth of Artificial Intelligence (AI), it is fair to say we are looking at another technology gold rush on par with the dot-com boom. And if history and human nature have taught us anything, it is that with every boom comes a crash.” [Image “8.png”] Making Sense of Generative AI in 2023 By Eon Mattis, MBA Candidate @ Harvard Business School “History suggests that most AI startup investments may fail, similar to the dot-com boom. However, if AI proves to be the next major technology trend similar to mobile and cloud computing, the power law could rescue select VC firms. This means that the next generation of major tech companies such as Google and Facebook could emerge in the near future, producing significant returns and a long-lasting impact.” [Image “9.png”] The AI Hype Bubble Is the New Crypto Hype Bubble By Cory Doctorow “Of course, the carnival barkers of the AI pump-and-dump insist that this is all a feature, not a bug. If autocomplete says stupid, wrong things with total confidence, that’s because “AI” is becoming more human, because humans also say stupid, wrong things with total confidence.” [Image “10.png”] Tech Layoffs: A Forgotten Deja Vu By Amit Phansalkar “For someone who entered this industry right in the middle of its earlier turbulent times (the dot-com burst), it’s hard not to be cynical when I hear terms like ‘radically transparent company cultures’ and ‘empowered employees.’ Or worse: ‘seamless integration of work and life.’” Join Medium
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/* Fonts */ .title { font: Bold 28px Arial; color: #212121 } .subtitle { font: Normal 16px Arial; color: #444444 } .note{ font: Bold 16px Arial; color: #444444 } .header-1 { font: Bold 20px Arial; color: #444444 } .header-2 { font: Bold 14px Arial; color: #212121 } .normal { font: Normal 14px Arial; color: #666666 } .normal-2 { font: Normal 14px Arial; color: #444444 } .error { font: Bold 14px Arial; color: #f86567 } .hyperlink { font: Bold 14px Arial; color: #2E6EDF; text-decoration: none } /* Frames */ .outer-frame { margin: 0 auto; width:100%; max-width:600px; background-color:#ffffff; border:1px solid #eeeeee; border-radius:4px } .inner-frame { padding:40px 40px } /* Form */ .card-body { border: 1px solid #cccccc; border-radius:4px } .card-container { cursor: pointer; display: table; margin: 13px } .card-radio-wrapper{ display: table-cell; vertical-align: middle; width: 52px } .card-content-wrapper { display: table-cell; vertical-align: middle } .option-container { cursor: pointer; display: table } .option-radio-wrapper { display: table-cell; vertical-align: middle; width: 36px } .option-content-wrapper { display: table-cell; vertical-align: middle } .checkmark { height: 20px; width: 20px; border-radius: 50% } .submit-wrapper { height: 48px; position: relative; } .submit-button { padding:14px 28px; height: 48px; border-radius:4px; border: 0px; background-color:#333333; font: Bold 18px Arial; color:#ffffff; cursor: pointer; position: absolute; z-index: 1 } .success-msg { background: #f9fdfa; width: 100%; border-radius: 4px; position: absolute; border-left: 4px solid #66cc80; z-index: 2 } .success-msg-container { display: table; margin: 10px 15px 10px 15px; } .success-msg-check { display: table-cell; vertical-align: middle; width: 36px } .success-msg-text { display: table-cell; vertical-align: middle } .error-msg { background: #fff9f9; width: 100%; border-radius: 4px; border-left: 4px solid #f86567; z-index: 2; padding: 1px; } .error-msg-container { display: table; margin: 8px 15px 8px 15px; } .error-msg-check { display: table-cell; vertical-align: middle; width: 36px } .error-msg-text { display: table-cell; vertical-align: middle; } /* Footer */ .footer { border-top: 1px solid #EEEEEE; padding: 32px 0px; max-width:500px; margin: 0 auto; box-sizing: border-box; margin-top: 40px; } .footer-item { width: 33%; text-align:center } .footer-item > a { white-space:nowrap; font:Normal 12px/14px Arial; color: #AAAAAA; letter-spacing: 0; text-decoration: none } .footer-bottom { text-align: center; margin-top: 24px; color: #AAAAAA; font: Normal 12px/20px Arial; } Hi Furkan, I hope you’re keeping well. I’m AIME, the AI Matching Engine at Turing. I noticed that you updated your availability 20 days ago, just wanted to give you a heads up that this refreshes every 30 days (just 10 days to go until your current update expires). But don’t worry, just answer the questions below and I’ll update your Turing profile in my system the moment you click submit! Please note: This status update helps us know if you’re currently seeking remote job opportunities with leading U.S. companies or not. We have been getting a lot of requirements of late, and I tend to give slight preference to candidates who update their profiles regularly. Are you actively looking for a remote job? Ready to interview I am actively looking for a new remote software job. Mark me available to interview for the next 30 days. Open to Offers I am not actively looking for a new remote software job, but I am available to hear about new job opportunities for the next 30 days. Unavailable for Jobs I am not looking for a new remote software job at the moment. Are you interested in full-time work (8hrs/day, 40hrs/week)? Yes No, only part-time I can start part-time immediately and then switch to full-time within a month If you get an offer, how soon can you start working with Turing? Immediately In 1 week In 2 weeks In 3 weeks In 1 month In more than 1 month Once your Availability Status is updated, it will stay valid for the next 30 days and keep you a step closer to high-paying remote U.S. jobs. P.S. This will reset in 30 days and you’ll be required to update it again. But don’t worry, I’ll drop you a reminder for this. All the best, Aime AI Matching Engine at Turing Having trouble viewing or submitting this form?
/* Fonts */ .title { font: Bold 28px Arial; color: #212121 } .subtitle { font: Normal 16px Arial; color: #444444 } .note{ font: Bold 16px Arial; color: #444444 } .header-1 { font: Bold 20px Arial; color: #444444 } .header-2 { font: Bold 14px Arial; color: #212121 } .normal { font: Normal 14px Arial; color: #666666 } .normal-2 { font: Normal 14px Arial; color: #444444 } .error { font: Bold 14px Arial; color: #f86567 } .hyperlink { font: Bold 14px Arial; color: #2E6EDF; text-decoration: none } /* Frames */ .outer-frame { margin: 0 auto; width:100%; max-width:600px; background-color:#ffffff; border:1px solid #eeeeee; border-radius:4px } .inner-frame { padding:40px 40px } /* Form */ .card-body { border: 1px solid #cccccc; border-radius:4px } .card-container { cursor: pointer; display: table; margin: 13px } .card-radio-wrapper{ display: table-cell; vertical-align: middle; width: 52px } .card-content-wrapper { display: table-cell; vertical-align: middle } .option-container { cursor: pointer; display: table } .option-radio-wrapper { display: table-cell; vertical-align: middle; width: 36px } .option-content-wrapper { display: table-cell; vertical-align: middle } .checkmark { height: 20px; width: 20px; border-radius: 50% } .submit-wrapper { height: 48px; position: relative; } .submit-button { padding:14px 28px; height: 48px; border-radius:4px; border: 0px; background-color:#333333; font: Bold 18px Arial; color:#ffffff; cursor: pointer; position: absolute; z-index: 1 } .success-msg { background: #f9fdfa; width: 100%; border-radius: 4px; position: absolute; border-left: 4px solid #66cc80; z-index: 2 } .success-msg-container { display: table; margin: 10px 15px 10px 15px; } .success-msg-check { display: table-cell; vertical-align: middle; width: 36px } .success-msg-text { display: table-cell; vertical-align: middle } .error-msg { background: #fff9f9; width: 100%; border-radius: 4px; border-left: 4px solid #f86567; z-index: 2; padding: 1px; } .error-msg-container { display: table; margin: 8px 15px 8px 15px; } .error-msg-check { display: table-cell; vertical-align: middle; width: 36px } .error-msg-text { display: table-cell; vertical-align: middle; } /* Footer */ .footer { border-top: 1px solid #EEEEEE; padding: 32px 0px; max-width:500px; margin: 0 auto; box-sizing: border-box; margin-top: 40px; } .footer-item { width: 33%; text-align:center } .footer-item > a { white-space:nowrap; font:Normal 12px/14px Arial; color: #AAAAAA; letter-spacing: 0; text-decoration: none } .footer-bottom { text-align: center; margin-top: 24px; color: #AAAAAA; font: Normal 12px/20px Arial; } Hi Furkan, I hope you’re keeping well. I’m AIME, the AI Matching Engine at Turing. I noticed that you updated your availability 20 days ago, just wanted to give you a heads up that this refreshes every 30 days (just 10 days to go until your current update expires). But don’t worry, just answer the questions below and I’ll update your Turing profile in my system the moment you click submit! Please note: This status update helps us know if you’re currently seeking remote job opportunities with leading U.S. companies or not. We have been getting a lot of requirements of late, and I tend to give slight preference to candidates who update their profiles regularly. Are you actively looking for a remote job? Ready to interview I am actively looking for a new remote software job. Mark me available to interview for the next 30 days. Open to Offers I am not actively looking for a new remote software job, but I am available to hear about new job opportunities for the next 30 days. Unavailable for Jobs I am not looking for a new remote software job at the moment. Are you interested in full-time work (8hrs/day, 40hrs/week)? Yes No, only part-time I can start part-time immediately and then switch to full-time within a month If you get an offer, how soon can you start working with Turing? Immediately In 1 week In 2 weeks In 3 weeks In 1 month In more than 1 month Once your Availability Status is updated, it will stay valid for the next 30 days and keep you a step closer to high-paying remote U.S. jobs. P.S. This will reset in 30 days and you’ll be required to update it again. But don’t worry, I’ll drop you a reminder for this. All the best, Aime AI Matching Engine at Turing Having trouble viewing or submitting this form?
One of the toughest things to shake in a remote work environment is that feeling of, well, remoteness. Making space for structured downtime [https://www.figma.com/file/DLGdX2hqckrhPPjI1wB8IQ/Team-Cooldown/duplicate?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_make_space_inline] lets people connect beyond the work, which makes the hard parts about work feel less personal. Try hosting a fun cooldown session [https://www.figma.com/file/DLGdX2hqckrhPPjI1wB8IQ/Team-Cooldown/duplicate?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_try_hosting_inline] with your team in FigJam to help build camaraderie in a way that feels authentic for a remote team. Try the template [https://www.figma.com/file/DLGdX2hqckrhPPjI1wB8IQ/Team-Cooldown/duplicate?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_button] For more tips for people managers, check out our new series: How to make work, work: A manager’s guide to redesigning your job [https://www.figma.com/blog/redesign-your-job-figjam/?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_inline_series]. People really like to feel connected to their colleagues in a meaningful way. [But] it’s very taxing emotionally and physically to have 100% of your communications with your team be about making your work better. – Sebastian Speier, Senior UX Manager at Shopify [https://static.figma.com/uploads/0780b7ef9fd4b2da804dd5d69e3bbb952c2f8cbf] [https://www.figma.com/blog/redesign-your-job-figjam/?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_postit] Try FigJam [https://static.figma.com/uploads/eab15f86559b64bf558e933acf6bc582a4258c6f] Try FigJam [https://static.figma.com/uploads/10beca2c2f9c03fcc96bf4626f9782354e48bb8d] [https://www.figma.com/file/DLGdX2hqckrhPPjI1wB8IQ/Team-Cooldown/duplicate?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_toolbar] Figma is a design platform for teams who build products together. Born on the Web, Figma helps the entire product team create, test, and ship better designs, faster. figma [https://static.figma.com/uploads/362dad2073b1e974b85e78019adb0badc946df74] [https://figma.com/@figma] twitter [https://static.figma.com/uploads/216212e7916d3148bdb7ed6dd87240106d782065] [https://twitter.com/figma] instagram [https://static.figma.com/uploads/af11eaaadaa6376b958648d273b63d7126441af9] [https://www.instagram.com/figma/] facebook [https://static.figma.com/uploads/b75a7245bc497aaf501164d4cf61303096a261a5] [https://www.facebook.com/figmadesign] linkedin [https://static.figma.com/uploads/3b79f70df0d97bdb6560e64b2a05d97f8af4b29a] [https://www.linkedin.com/company/figma] dribble [https://static.figma.com/uploads/8e1a4619a94fa5e42914cfcd974e4a3bd5e6d39c] [https://dribbble.com/figma] 760 Market Street, Floor 10 San Francisco, CA, 94102 Unsubscribe from Figma marketing emails: http://info.figma.com/figma-unsubscribe.html?mkt_unsubscribe=1&mkt_tok=Nzc4LU1FVS0yODEAAAGKpAhiU0mnFlU_8bgSoWOMrBDDLW4MSH5_pXkgS1l4HPC21SSrINE2hiWtHG0kbmcW9-xpno0eAjWbDFPHyTaRh9YQeDKcmWVJKazoAZsLN2I
One of the toughest things to shake in a remote work environment is that feeling of, well, remoteness. Making space for structured downtime [https://www.figma.com/file/DLGdX2hqckrhPPjI1wB8IQ/Team-Cooldown/duplicate?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_make_space_inline] lets people connect beyond the work, which makes the hard parts about work feel less personal. Try hosting a fun cooldown session [https://www.figma.com/file/DLGdX2hqckrhPPjI1wB8IQ/Team-Cooldown/duplicate?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_try_hosting_inline] with your team in FigJam to help build camaraderie in a way that feels authentic for a remote team. Try the template [https://www.figma.com/file/DLGdX2hqckrhPPjI1wB8IQ/Team-Cooldown/duplicate?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_button] For more tips for people managers, check out our new series: How to make work, work: A manager’s guide to redesigning your job [https://www.figma.com/blog/redesign-your-job-figjam/?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_inline_series]. People really like to feel connected to their colleagues in a meaningful way. [But] it’s very taxing emotionally and physically to have 100% of your communications with your team be about making your work better. – Sebastian Speier, Senior UX Manager at Shopify [https://static.figma.com/uploads/0780b7ef9fd4b2da804dd5d69e3bbb952c2f8cbf] [https://www.figma.com/blog/redesign-your-job-figjam/?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_postit] Try FigJam [https://static.figma.com/uploads/eab15f86559b64bf558e933acf6bc582a4258c6f] Try FigJam [https://static.figma.com/uploads/10beca2c2f9c03fcc96bf4626f9782354e48bb8d] [https://www.figma.com/file/DLGdX2hqckrhPPjI1wB8IQ/Team-Cooldown/duplicate?utm_source=figma&utm_medium=email&utm_campaign¾st_teams&utm_content=two_downtime_toolbar] Figma is a design platform for teams who build products together. Born on the Web, Figma helps the entire product team create, test, and ship better designs, faster. figma [https://static.figma.com/uploads/362dad2073b1e974b85e78019adb0badc946df74] [https://figma.com/@figma] twitter [https://static.figma.com/uploads/216212e7916d3148bdb7ed6dd87240106d782065] [https://twitter.com/figma] instagram [https://static.figma.com/uploads/af11eaaadaa6376b958648d273b63d7126441af9] [https://www.instagram.com/figma/] facebook [https://static.figma.com/uploads/b75a7245bc497aaf501164d4cf61303096a261a5] [https://www.facebook.com/figmadesign] linkedin [https://static.figma.com/uploads/3b79f70df0d97bdb6560e64b2a05d97f8af4b29a] [https://www.linkedin.com/company/figma] dribble [https://static.figma.com/uploads/8e1a4619a94fa5e42914cfcd974e4a3bd5e6d39c] [https://dribbble.com/figma] 760 Market Street, Floor 10 San Francisco, CA, 94102 Unsubscribe from Figma marketing emails: http://info.figma.com/figma-unsubscribe.html?mkt_unsubscribe=1&mkt_tok=Nzc4LU1FVS0yODEAAAGKpAhiU0mnFlU_8bgSoWOMrBDDLW4MSH5_pXkgS1l4HPC21SSrINE2hiWtHG0kbmcW9-xpno0eAjWbDFPHyTaRh9YQeDKcmWVJKazoAZsLN2I

Kemalpaşa’da Akıl Almaz İşler: Mühür Mehmet Oldu Zorba Mehmet

Kemalpaşa’da Akıl Almaz İşler: Mühür Mehmet Oldu Zorba Mehmet
  • 13 Ocak 2025 13:17
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Kemalpaşa Belediye Başkanı Mehmet Türkmen’in belediye adına şirket alarak yolcu taşıma işine girmesi akıl almaz iddialara yol açtı.

Ulucak Belediye Başkanı olduğu 2003- 2004 yılları arasında Kemalpaşa Organize Sanayi Bölgesi’nden izin alınarak beldelerinde kurulan fabrikaları kaçak oldukları gerekçesiyle mühürlemesiyle tanınan ve o dönem “Mühür Mehmet” diye haberlere konu olan mehmet türkmen 2024 yılında Kemalpaşa Belediye Başkanı olmasının ardından yeniden fabrikaları radarına aldı.

Belediye Başkan Yardımcılığı döneminde ailesine ait kaçak yapı nedeniyle soruşturma geçiren ve ‘görevi kötüye kullanarak yakınlarına çıkar sağladığı’ müfettişlerce tespit edilen Türkmen’in göreve gelir gelmez iş insanlarına ve fabrikalara yaptığı uygulamalar ile ilgili haber merkezimize gelen ihbarlar ‘Neden?’ sorusunu akıllara getirdi.

Kemalpaşa'da Akıl Almaz İşler: Mühür Mehmet Oldu Zorba Mehmet

İddialara göre kemalpaşa belediyesi bünyesindeki Ulu-Bel ve Kem-Bel firmasını yeniden faal duruma geçiren Mehmet Türkmen, nifensis Taşımacılık firmasını Kem- Bel şirketi adına satın alarak, fabrikaların yolcu taşıma işine talip oldu. Ardından Nifensis firmasının sahibi olan Ünsal Atmaca’yı Ulu-Bel Tur şirketine müdür olarak atadı ve belediye bürokratı yaptı.

Taşıma işini belediye şirketi adına alan Türkmen, kendisine yakın isimlere de taşıma işini vererek, kamu gücüyle iş almaya başladı. İzmir Kent Haber’e ulaşan İş insanları, ilçedeki işletmeleri kamu gücüyle ikna ederek kendisine yakın firmalara iş aldığını iddia ettikleri Mehmet Türkmen’e  “Mühür Mehmet geri döndü” sözleriyle tepki gösterdi.

Belediyenin bizzat yapmadığı bir iş için şirket satın alarak, adeta Kemalpaşa Belediyesi’ne komisyonculuk yaptırdığını belirttikleri Türkmen’in davranışının siyasi ve ahlaki olmadığını beyan eden iş insanları, Türkmen’nin belediye gücünü kullanarak bu işleri yaptığını taşıma işine sıcak bakmayanlara da aba altından sopa gösterdiğini iddia ettiler.

İŞ İNSANLARI SORDU?

Görüşüne başvurduğumuz birçok iş insanı ve sanayici, kamu vicdanı adına cevaplaması gereken soruları gazetemiz aracılığıyla Mehmet Türkmen’e yönelttiler.

Daha evvel Ulucak’ta denediğiniz ve bugün bile ödeyemediğiniz bir borç yüküne girdiğiniz bir maceraya atılma gerekçeniz ne?
Satın aldığınız firmanın sahibini, borçları dolayısıyla faaliyet dahi yürütemeyecek olan Ulu-Bel tur belediye şirketine müdür olarak atamanız etik midir?
Fabrikalarla bizzat taşıma işini almak için görüştüğünüz doğru mudur?
Belediye şirketi Nifensis adına aldığınız taşımacılık işini kendinize çok yakın kişilere verdiğiniz doğru mudur?
Bu işler ihalesiz olarak yapılabiliyor mu?
Yaptığınız bu iş Belediyeler Kanunu ve hukuka uygun mudur?
İlçe halkının ve iş insanlarının “yarın kim bilir hangi işe soyunup, belediye gücüyle kimin ekmeğiyle oynayacak?” sorusu sizi rahatsız etmiyor mu?”Kemalpaşa'da Akıl Almaz İşler: Mühür Mehmet Oldu Zorba Mehmet

Bu haber ilgini çekebilir ->  IlNJRklSREFOIFBZVEhPTiB8IDMuIERlcnMgfCBTdHJpbmcgdmUgxLBudGVnZXIgaWxlIMSwbGdp bGkgQmlya2HDpyBGb25rc2l5b24uICANCihQYXJ0MSkiIGnDp2luIHllbmkgeW9ydW0gdmFyDQpm eXQgZ2FtZXMgZGIgdmlkZW9udXphIHlvcnVtIHlhcHTEsQ0KWW9ydW06IEfDvHplbCBpw6dlcmlr IGVtZcSfaW5pemUgc2HEn2zEsWvwn5iHDQpWaWRlbzogaHR0cDovL3d3dy55b3V0dWJlLmNvbS93 YXRjaD92PXA5SDBBLUZDQU5FJmZlYXR1cmU9ZW0tY29tbWVudHMNCllhbsSxdGxhOiAgDQpodHRw Oi8vd3d3LnlvdXR1YmUuY29tL3dhdGNoP3Y9cDlIMEEtRkNBTkUmbGM9VWd6Xy1pdnJqREZmcDNO N2s2OTRBYUFCQWcmZmVhdHVyZT1lbS1jb21tZW50cw0KVMO8bSB5b3J1bWxhcsSxIHnDtm5ldDog aHR0cDovL3N0dWRpby55b3V0dWJlLmNvbS9jaGFubmVsL1VDL2NvbW1lbnRzDQpBYm9uZWxpxJ9p IGlwdGFsIGV0OiAgDQpodHRwOi8vd3d3LnlvdXR1YmUuY29tL2VtYWlsX3Vuc3Vic2NyaWJlP3Vp ZD1RcUpzcTNkMDY1WlZJZVQ4eTdkdGVnJmFjdGlvbl91bnN1YnNjcmliZT1CMEVEbkgtQWxOUW5Q Ulh3c2E4UHdzaDJiTlo4TVRZM01ESXdOVEEzTlVBeE5qY3dNakExTURjMSZmZWF0dXJlPWVtLWNv bW1lbnRzDQo

Kemalpaşa'da Akıl Almaz İşler: Mühür Mehmet Oldu Zorba Mehmet

Kemalpaşa'da Akıl Almaz İşler: Mühür Mehmet Oldu Zorba Mehmet

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