The Covid-19 pandemic caused an unprecedented financial ripple effect in nearly every industry but hit the small businesses that define America the hardest. Throughout the first six months of the pandemic, more than 60 million Americans filed for unemployment insurance. That’s 23 million more than the 37 million who filed claims during the 18-month Great Recession.

By now, many small-business owners who made the difficult decision to shrink or temporarily pause are rebuilding. As they have already learned, though, rebuilding your business is not as easy as flipping a switch and watching your business rebound to its pre-Covid-19 state. As a small-business owner, your plan to rebuild should focus on rehiring employees who can fulfill your immediate needs while simultaneously paving the groundwork for growth in the new norm.

Finding and keeping the best talent has never been easy. It became the top concern for HR professionals this past year, with more than two-thirds reporting struggles with their recruitment and retention efforts. While the reasons for those struggles run the gamut, they often relate to attracting qualified candidates (49%), retaining star employees (49%) and issues with the talent-culture fit (42%).

For small and midsize businesses (SMBs), any difficulties with finding talented hires end up wasting precious resources. Worse yet, the cost of a bad hire is equal to 30% of the hires first-year salary – without factoring in the potential losses in revenue and time associated with onboarding the wrong person for a job.

Pivoting has become one of those hot topics in mainstream business media. When an economic crisis arises, countless think pieces are written about how to pivot your business to respond to the external environment. But pivoting is a huge gamble, requiring deep resources and the ability to fail with minimal consequences (hence why the term is often associated with venture-backed startups). And, one must ask oneself if there’s even a solid reason to pivot.

As a small business owner, while you might feel pressure to look anywhere and everywhere to increase your top line, resist the urge to pivot. Instead, focus on your mission.  

Define your mission
In the college admissions space, disruption is something we are used to. While high-profile recruiting scandals and a renewed focus on racial inequities have dominated headlines recently, a larger cultural shift was quietly occurring.

A business owner who spent nearly $46 million over the years on Facebook ads said he got booted from the platform without warning.

Jordan Nabigon, the CEO of the Ottawa, Ontario, content-curation site Shared, said Facebook deleted his companys main Facebook page without warning in October, and without providing an explanation. He shared a Medium post detailing his experience, which has received more than 400 claps from readers.

Nabigon spent $45,870,181 on Facebook advertising between 2006 and 2020 for Shared and his other company Freebies, according to expense reports reviewed by Business Insider. Shared employees three people full-time and 12 contract writers, Nabigon said.

Facebook increased its use of artificial intelligence to oversee advertising and other content during the COVID-19 pandemic, and Nabigon is among hundreds of business owners who said they suffered from Facebook's crackdown on ad policies.

The accelerated churn rate of the S&P 500 indicates that at least half of todays top U.S. companies will get replaced by someone new over the next decade. That is a mind-boggling market value of $13.5 trillion up for grabs. And the craziest part is who replaces the old market leaders: It is often companies that, just a few years before, were considered scrappy little startups.

To unseat a champion, a smaller company has to play by a completely different set of rules.

1. Change the basis of competition.
2. Exploit taboos.
3. Optimize for power.
4. Dramatic simplification.

The United States has seen an increase in new businesses formed this year. According to the United State Census Bureau, in week 50, there were over 86,000 new business applications nationwide — representing a 38% increase over filings during the same week in 2019. The challenges small businesses have experienced in 2020 have led to some core lessons that those in the business community need to apply — whether they own an established small business or a newly formed one.

Minimum wage is a complex issue for small businesses, says the Small Business Development Center in Binghamton.

The SBDC adds that, typically, small businesses have a close relationship with their employees and if they could pay them more originally, they would.

They add that they believe some business owners may have to pick up the slack in order to keep costs low.

After the pandemic knocked the wind out of our economy, recovery plans focused mainly on saving existing small businesses rather than breathing life into new ones. Yet entrepreneurship is critical to emerging from the Covid-induced recession. Startups drive almost all net new-job creation. They contribute disproportionately to innovation, breaking new ground while also spurring midsize and large companies to follow suit. And perhaps most important in the current climate, startups are well-positioned to respond to drastic changes in consumer and business behavior, recognizing and acting on opportunities born of adversity.

For aspiring entrepreneurs, student debt reduces the amount of cash avail­able for startups and affects their credit score, making business loans tough to secure. It also renders more daunting the prospect of failure, which increases risk aversion.

The pandemic is accelerating existing trends.

Covid-19 has initiated some trends and altered the direction of others, but its most enduring impact will be as an accelerant. Take any trend--social, business, or personal--and fast-forward 10 years. Even if your company isn't living in the year 2030 yet, the pandemic has spurred changes in consumer behavior and markets. This is clear in the rapid increase in online shopping, in the shift toward remote delivery of health care, and in the spectacular increase in valuation among the biggest tech firms.

The more disruptive the crisis, the greater the opportunities--and the risks.

In a world in which e-commerce has become a necessity for nearly every retailer, it can seem they have only two options: list their goods on marketplaces run by giant companies, or sell to consumers directly, hoping they will make more on each transaction despite fewer sales. In other words, either join a dominant marketplace like eBay , Walmart or Amazon —which by itself represents 38% of U.S. online sales, according to Digital Commerce 360—or hope they can find customers through advertising and word of mouth.

For many small- and medium-size sellers, a third option has emerged, embodied by the rising star of e-commerce, Shopify . This approach gives merchants access to cloud-based third-party services such as payments and fulfillment, but lets them maintain more control of their branding and customer relationships than the biggest marketplaces offer. Shoppers might not even know they’re buying something from a Shopify-powered retailer, and that’s the point.

In addition to making goods available on sellers’ own sites, these software companies—which also include BigCommerce and Magento—can perform the laborious task of listing merchandise on the giants marketplaces. By becoming hubs for managing sales through multiple channels, including social-media platforms, they represent real competition for Amazon and its ilk, potentially giving merchants more leverage when dealing with those entrenched giants.

Specific PPP provisions of the new law include:

Appropriates an additional $7.25 billion to the U.S. Small Business Administration (SBA) for the PPP program

Expands PPP eligibility to include:

~ Additional tax-exempt nonprofits, such as 501(c)(5) labor and agricultural organizations and community locations of larger nonprofits, whose lobbying activities do not comprise more than 15 percent of its activities
~ Internet publishing organizations assigned a North American Industry Classification System (NAICS) Code of 519130 and engaged in the collection and distribution of local or regional and national news and information
~ Adds COBRA premium assistance as an allowable payroll cost under the PPP program.

Invoice financing is a type of business funding wherein the business sells its outstanding invoices or account receivables (A/R) to financing companies to get an immediate cash flow boost. The financing company takes over the invoices, and sometimes be in charge of collecting customer payments (as in invoice factoring).

Invoice financing is a popular financing option for businesses that have to wait 30,60, or 90 days to get their clients payments.

A survey of small businesses conducted by Appalachian State University in coordination with Selective found that cybersecurity and technology issues were growing concerns for 44% of survey respondents due to the COVID-19 pandemic. Yet, only 20% of survey respondents have cyber insurance coverage.

The findings highlight an awareness gap among small businesses about the risks they face from cybercrime. Twenty-eight percent of data breaches impact small businesses, and phishing attacks account for over 30% of breaches, making them the biggest cyber threat for small organizations.1 Cyber coverage from Selective can help small businesses manage and mitigate risks with comprehensive coverage options and cyber threat education.

Here are five things in technology that happened this past week and how they affect your business. Did you miss them?

1 — Google plans to scrap third-party cookies by 2022.

Google announced this past week that it plans to stop the use of tracking cookies on Chrome by next year and— instead— will replace cookies with a profiling system

2 —Recruiting startup SeekOut raised $65M to take on LinkedIn and other talent acquisition companies.

3 —Small business owners adopted new software in 2020 and increased tech budgets in 2021.

The data on business startups and closing show a mixed bag across the United States. Some states have seen an increase in new business applications over the past year (February to February) and some states have shown a decline. The Mid-Atlantic and Northeast are among the weakest regions, with Virginia showing a 3.5% decline in year-over-year applications.

Business closings are harder to track month to month because small business operators do not always file documents when they shutter their doors, and it is hard to distinguish between permanent and temporary closings. Closings do show up eventually in tax filings and articles of incorporation.

This month almost 135,000 businesses are showing strain, as the impact of a year of Covid-19 restrictions reverberates.Businesses in the services and retail sectors accounted for almost three-fifths of those showing distress, said Mazars. Sectors allowed to reopen were faring better, with construction and manufacturing businesses making up 7.9 per cent and 6.7 per cent of those in distress respectively.

For some of the smallest businesses that applied for forgivable loans through the Paycheck Protection Program, waiting just a few days or weeks would’ve gotten them thousands of dollars more.

But they had no way of knowing what was coming.

The Biden administration in late February announced a slew of changes to the loan program, which offered forgivable loans in return for keeping employees on a company’s payroll, after it reopened in January with $284 billion in funding. Those amendments included an adjusted loan formula that would mean larger amounts for sole proprietors as well as expanded eligibility for small business owners with certain criminal records, were delinquent on student loan debt or were non-citizens.

The Small Business Administration has extended deferment periods for all of l its disaster loans made either in 2020 or 2021, the agency announced on Monday.

The extended deferment includes the SBAs Economic Injury Disaster Loan – or EIDL – program, which many businesses that did not qualify for Paycheck Protection Program loans or other funding used to bridge the losses incurred during the COVID-19 pandemic.

All SBA disaster loans made in 2020 will have the first payment due date extended from 12-months to 24-months from the date of the note, the agency said. Disaster loans made in 2021 will have a first payment due date extended from 12-months to 18-months from the date of the note.

Every business was considered small at some point in its history. Some go big, but some stay small and do quite well. The size of a business in common measurements (revenue, employees, locations) is less relevant than the size of your customer base and the corresponding loyalty of customers.

Millions of businesses across the country are struggling, yet many are not taking the latest version of government aid: a second round of Paycheck Protection Program (PPP) loans. This is not happening because businesses are better off than they were last year; it is because the PPP still contains structural blockers that are stopping businesses from obtaining the aid they urgently need.

A recent survey by the Federal Reserve Bank found that 30% of U.S. small businesses — totaling 9 million — fear they will not make it through 2021 without more government assistance. And yet, many are not applying for aid. The Small Business Administration (SBA) reports that seven weeks after round two of PPP began, nearly half the funds remain, and only 31% of 2020 PPP loans have been forgiven to date.

With the tax filing deadline approaching, make sure your company is getting all the assistance available from government programs. For instance, that means checking that you've fully utilized the Employee Retention Credit (ERC), the refundable tax credit designed to make it easier for businesses to keep employees on the payroll.

The credit is getting extended as part of the American Rescue Plan Act, the $1.9 trillion relief package just signed by President Biden. Originally scheduled to end on June 30, ERC will continue through year end, giving business owners access to as much as $33,000 per employee in incentives.

How the credit works, depending on the time frame
First half of 2021:

Eligible employers can claim a refundable credit against the employer share of Social Security tax equal to 70 percent of a full-time employee's qualified wages paid--including certain health plan expenses--from January 1 through June 30, 2021. The maximum ERC amount available is $7,000 per employee per quarter or $14,000 for eligible wages paid in the first half of 2021.

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A lot gets said about evaluating technical skills when building teams, but I find that to be relatively straightforward - what's trickier is understanding how a person prefers to work and so how much effort (i.e. change) will be needed for the team to gel once that person is added. Consequently, I spend a lot more time thinking about this than any specific skill a person might have.

It's as if each of us has a personality blood-type. Just as transfusing blood among individuals without taking account of their body chemistry can result in serious health issues, so too mixing otherwise competent individuals without regard to group chemistry can greatly reduce everyone's effectiveness. This is true, even if these same individuals would be very effective in different groups.

Like one's actual blood type, there are multiple factors involved, but I find three especially important. So, to run with the metaphor let's call them 'A' factor, 'B' factor and 'Rh' factor:

• A Factor: Knowledge Sensitivity: A person has this trait if I expect the effort needed for them to understand the Situational Context of the team will be a significant factor in the gelling process. Considerations include: current knowledge, learning preferences (online research, training, books, etc), learning-speed, learning-skill, open-mindedness and how (and how easily) they'll learn from their teammates.
• B Factor: Environmental Sensitivity [1]. This stuff matters to most everyone, but some are more sensitive to it than others. If it looks like it'll be a prominent part of the gelling process, they have this trait.
• AB: Person has both traits.
• O: Person has neither. I don't expect the person will require radical shifts in team cohesion to gel with the group (though they still may cause such shifts over time).
• Rh Factor (+ or -): Tendency toward taking social initiative[2]. This one's hard to define. To get a sense of what I mean, the next time you're in a casual group discussion (ideally of peers), note the people who tend to pick the topics of conversations, suggest lunch destinations and so on. These people have this trait. When work topics arise, they're the ones proposing new ideas and things that need focusing on in the first place. Incidentally, if you believe you have this trait, you might need to reign it in to get a sense of who else has it (and a good habit for you to develop regardless).

I see these factors as neither strengths nor weaknesses. Nor as (necessarily) fixed traits. A successful team may contain (or require) people exhibiting any combination of these traits. Adding people who learn quickly or who care a lot about how customers are acting toward the group or are passionate about their work environment [3] is just as important as having deeply experienced people who are agnostic to the details of the work environment. Even when people's quirks or lack of knowledge might seem to be burdensome, our work is a creative activity not a mechanical one. Taking the effort to incorporate people who have a particular genius or ability into my teams has paid off more often than it's been a liability.

It is also important to understand this is my thinking process after it becomes clear the person is a plausible fit for the team. That means they've already passed the no assholes rule, otherwise appear to have the skills the group needs and I believe will get along reasonably well with the rest of the team outside the context of the goal at hand.

Of course, I also consider many other non-skill traits to be important - e.g.: risk aversion; time flexibility; tolerance for ambiguity, tool/practice prejudices and social neediness are all relevant - but regardless of which ones dominate a particular gelling process, what I'm always after is a better understanding of how the person will complement the rest of the group. Most importantly, reflecting on why people work well together helps me to do my job better. Hope you find it useful for that too.

[1] More precisely: How sensitive the individual is to forces acting within or upon the group; this important topic will get a separate blog entry hopefully soon

[2] Leadership in the narrow sense of desire to influence direction of a group of people.

[3] Tool and process preferences is an entire - large - subcategory that can even be considered an entire trait all it's own. We do so love our tool and practice religions!

I play in the Chicago Industrial Chess League (CICL) for my employer DRW. I generally play one of the lower boards, but I do pretty well. Two nights ago, I played possibly the best chess game of my life... and lost.

How? By touching the wrong piece. I had a choice of two recaptures - one that would win the game, and one that would lose. If I had simply moved quickly, that would've been bad enough, but I actually noted the problem with the first recapture, and then did some sanity checks for the other move. Content that all was good, I started my move by picking up the bishop to be captured, AND THEN PICKED UP THE WRONG CAPTURING PIECE. I realized it immediately, but by then it was too late. I resigned a few moves later.

The worst bit is I found a strong move on 18. (see below, I'm playing white) - and I saw that position 3 moves earlier. I don't always play this well when I'm rested - let alone after a 12 hour work day... which of course just makes the blunder that much more painful.

Moral of the story? When you're winning, when you're tired (or both!). STOP! Check it again. Check each bit, write it down and check it a third time. Then if your sure, make the move.

This one burned. Hopefully it stung enough that I won't do it again.

Anyway, for your viewing pleasure, here is my wonder-blunder:

Work in clojure for any length of time, and you must get used to the idea that data structures are immutable. For programmers coming from imperative languages this can be jarring, (no loop counters? recursion? wtf?) but after a while, you start to get it, then you start to like it, then you start to rely on it - or at least I have.

To such an extent that it's jarring not to have them. After a recent javascript coding session, I tweeted: "clojure's immutability has forever spoiled me - destructive operations in other langs feel like bugs now."

This prompted Joshua Kerevsky to ask me via email to elaborate, as he has been talking about safety in programming lately. This is a revision of my answer...

Clojure¹ is safer (in this sense) because there are never any side-effects when working with data. Languages with side-effects on data (i.e. pretty much every other language I've used) require the programmer to keep a mental model of application state and/or adopt defensive programming styles to avoid bugs caused by them.

The idea is illustrated by these two examples (I used chrome console and the leiningen repl to run them):

javascript:

clojure:

Javascript arrays are mostly (but not always) manipulated via destructive operations such as sort(), while in clojure, the js array's closest analogue (a vector) is never changed by functions that consume it. It's this "mostly" vs "never" distinction that gives rise to a paranoid feeling that I might be breaking things if I forget something in javascript. I also need to learn more "tricks" to get things to work as I expect. To get the javascript version to behave like the clojure one, we must explicitly copy the array e.g. like this:

(bonus: try leaving the var off in front of the concat expression and see how "safe" this version is)

One could argue that it is simply bad form to write javascript and expect it to behave like clojure, but entire books have been written to explain to programmers how to avoid side-effect pitfalls in javascript - and the language is almost unusable without them.

In clojure, there's much less need² for this kind of "meta language documentation" - and none for protecting data. It's guaranteed not to change. In the example above, the most likely thing to trip up a programmer new to clojure is the need for doall (leave it out and nothing prints since map is lazy - in the repl you'll need to assign the output to see the difference - e.g. (def foo (listFruits fruits)). This is still a bug, but it's one limited to the function in question, not the entire code base.

So my conclusion is that clojure is safer because it has fewer (and much less dangerous) gotchas, the impact of mistakes is limited to the scope of the offending line of code (which will likely be a function or even a let block) and you never³ have to keep a mental model of how state is changing as the instruction pointer advances. It's all right there in front of you.

We all make mistakes, but in clojure, mistakes are limited to the context of the function and never due to implicitly mucking about with application state. This adds confidence when making changes, that is simply not there in languages that cannot make such guarantees.

^[1]Clojure is not the only language that features immutability of course - it just happens to be one I use a lot, and like programming in; nor is js alone in having side-effects; i.e. this isn't about championing clojure (or bashing js) it's about immutability, so feel free to substitute your [least] favorite languages as you see fit.

^[2] So far at least. Clojure is still young yet, but I don't expect it'll gain this kind of cruft, if for no other reason than because it won't share javascript's experience of being in the front-line of the browser wars.

^[3] Wanton use of clojure constructs such as ref, atoms & agents can of course lead to such an environment; however even so, clojure provides well-defined protocols for managing change. If the programmer still creates a state-management hell, that's on the coder - as are most problems in coding; no language can enforce safety, only make it easier or harder.

All requested features delivered. Speculation avoided. Mindful of our tendency toward completeness, necessary code is added, unnecessary code is removed. Refactored.

Implementations incomplete - shadows of the their real-world counterparts, yet precisely the functions and properties required. The desire to add more, tempered by the satisfaction of not doing so.

Technique and knowledge are increased to decrease their application.

Simplicity.

I posted that on the WabiSabi page of the c2 wiki on or about October 28th, 2002.

I typically feel the same about my old writing and my old code ("what was I thinking?"), but I like this (even if it is a bit pretentious); especially the line about Technique and Knowledge. It cover many of the forces that need to balanced to ship software consistently.

Happy Friday.

 It's a beautiful day in mid-Autumn on Skye and I'm not sure where the year went. This house came with an enormous walled meadow, which my neighbours use to keep their sheep in, and an ancient orchard. About seven years ago the orchard was flooded, and we lost all the redcurrants and gooseberries and rhubarb and such, but most of the trees survived, and there are apples and plums and pears still growing on them.

I'm very aware that on Skye, beautiful weather can be replaced by weeks of rain and gale-force winds, so I went down to the orchard and clambered up a ladder, and picked all the pears I could reach, disturbing a tawny owl, who flapped off somewhere it wouldn't bothered by people randomly climbing its trees.

And now I'm sitting and writing this outside. It's too chilly really to write outside, but it's possible, and it won't be possible soon, and that means a lot.

There are two new books out -- one came out last week, one comes out this week.

PIRATE STEW was published first, illustrated by the genius Chris Riddell. Here's me reading the opening and talking about how the book came into existence...

Many, many years ago (it was Hallowe'en 1989, for the curious, the year before Good Omens was published) Terry Pratchett and I were sharing a room at the World Fantasy Convention in Seattle, to keep the costs down, because we were both young authors, and taking ourselves to America and conventions were expensive. It was a wonderful convention. I remember a huge Seattle second-hand bookstore in which I found a dozen or so green-bound Storisende Edition James Branch Cabell books, each signed so neatly by the author that the bookshop people assured me that the signatures were printed, and really ten dollars a book was the correct price. 

I could afford books. Good Omens had just been sold to UK publishers and then to US publishers for more money than Terry or I had ever received for anything. (Terry had been incredibly worried about this, certain that receiving a healthy advance would mean the end of his career. When his career didn't end, Terry suggested to his agent that perhaps he ought to be getting that kind of advance for every book from now on, and his life changed, and he stopped having to share a hotel room to save money. But I digress.) Advance reading copies of Good Omens had not yet gone out, but a few editors had read it (ones who had bid for it but failed to buy it) and they all seemed very excited about it, and thrilled for us.

On the Saturday evening Terry left the bar quite early and headed off to bed. I stayed up talking to people and having a marvelous time, hung in there until the small hours of the morning when they closed the hotel bar and all the people went away, and then headed up to the hotel room room. 

I opened the door as quietly as I could and tiptoed in the dark across the room to where my bed was located.

I'd just reached the bed when, from the far side of the room, a voice said, “What time of the night do you call this then? Your mother and I have been worried sick about you.”

Terry was wide awake. Jet lag had taken its toll.

And I was wide awake too. So we lay in our respective beds and having nothing else to do, we plotted the sequel to Good Omens. It was a good one, too. We fully intended to write it, whenever we next had three or four months free. Only I went to live in America and Terry stayed in the UK, and after Good Omens was published Sandman became SANDMAN and Discworld became DISCWORLD™ and there wasn't ever a good time.

But we never forgot it.

It's been thirty-one years since Good Omens was published, which means it's thirty-two years since Terry Pratchett and I lay in our respective beds in a Seattle hotel room at a World Fantasy Convention, and plotted the sequel. (I got to use bits of the sequel in the TV series version of Good Omens -- that's where our angels came from.)

Terry was clear on what he wanted from Good Omens on the telly. He wanted the story told, and if that worked, he wanted the rest of the story told.

So in September 2017 I sat down in St James' Park, beside the director, Douglas Mackinnon, on a chair with my name on it, as Showrunner of Good Omens. The chair slowly and elegantly lowered itself to the ground underneath me and fell apart, and I thought, that's not really a good omen. Fortunately, under Douglas's leadership, that chair was the only thing that collapsed. 

So, once Good Omens the TV series had been released by Amazon and the BBC, to global acclaim, many awards and joy,  Rob Wilkins (Terry's representative on Earth) and I had the conversation with the BBC and Amazon about doing some more. And they got very excited. We talked to Michael Sheen and David Tennant about doing some more. They also got very excited. We told them a little about the plot. They got even more excited.

I'd been a fan of John Finnemore's for years, and had had the joy of working with him on a radio show called With Great Pleasure, where I picked passages I loved, had amazing readers read them aloud and talked about them.

(Here's a clip from that show of me talking about working with Terry Pratchett, and reading a poem by Terry: https://www.bbc.co.uk/sounds/play/p06x3syv. Here's the whole show from YouTube: https://www.youtube.com/watch?v=j7OsS_JWbzQ with John Finnemore's bits too.)

I asked John if he'd be willing to work with me on writing the next round of Good Omens, and was overjoyed when he said yes. We have some surprise guest collaborators too. And Douglas Mackinnon is returning to oversee the whole thing with me.

So that's the plan. We've been keeping it secret for a long time (mostly because otherwise my mail and Twitter feeds would have turned into gushing torrents of What Can You Tell Us About It? long ago) but we are now at the point where sets are being built in Scotland (which is where we're shooting, and more about filming things in Scotland soon), and we can't really keep it secret any longer.

There are so many questions people have asked about what happened next (and also, what happened before) to our favourite Angel and Demon. Here are, perhaps, some of the answers you've been hoping for. 

As Good Omens continues, we will be back in Soho, and all through time and space, solving a mystery which starts with one of the angels wandering through a Soho street market with no memory of who they might be, on their way to Aziraphale's bookshop. 

(Although our story actually begins about five minutes before anyone had got around to saying “Let there be Light”.)

Your humble web goblin here again, after a brief hiatus of eight and a half years. How time flies.

"Remember when you hosted 13 Nights of Fright and got to lie in a coffin?" I was nonchalantly decorating for spooky season.

Mr. G allowed that he did without looking up from his latest manuscript.

"That was fun." A pause. "Look what I found in a back corner of the basement, between the mummified shedu and Chabon's golem."

Like a cat with a box, so is Mr. G to a red velvet lined coffin; leave one in the middle of a room and he'll be laying in it the next time you turn your back. I was ready with a handful of box nails and a hammer. It won't hold him for long. We don't have long.

Twelve hours from now, something will premiere. Something seasonally fitting. Something fun. Secret for now, but the revelations begin there.

ETA: More here.

I just filmed a little unboxing-and-enthusing video. It's for the 25th Anniversary editions of Little, Big or, The Fairies' Parliament, by John Crowley. Illustrated (or rather, with Art by) Peter Milton. 

 I spent yesterday in Dallas, at the Heritage Auction headquarters -- I had decided to auction off some artwork and memorabilia to benefit two charities (The Authors Literary Fund and the Hero Initiative, which help authors/writers and comics creators who have fallen on hard times or who need help), and, just as importantly, I wanted to give something back to the artists whose art I was entrusting to new custodians. 

It seems to me fundamentally wrong and inequitable that art that artists sold for $50 or a hundred dollars thirty or forty years ago now sells for hundreds or thousands of times that amount, but the artists, most of whom are old, some of whom are no longer working or not working as they were, never see another penny. I decided the best way to change that would be to set an example, and show people another way of doing it.

Here's the New York Times article before the auction: https://www.nytimes.com/2024/02/23/arts/design/neil-gaiman-auction-collectibles.html?unlocked_article_code=1.Xk0.5PkB.9iQtuvn6Bwof&smid=url-share

And here's me in Dallas two nights ago, walking around the exhibition before the auction with Robert Wilonsky from Heritage, with guest appearances by my oldest friend Geoff Notkin, whose fault this all is: 

April 25th. DEAD BOY DETECTIVES. It's really good -- it's funny, it's smart, it's scary, and it even has a few familiar faces...

Web Goblin here.

Two years and five blog posts ago, we were introduced to the 25th Anniversary edition of Little, Big or, The Fairies' Parliament, by John Crowley, with art by Peter Milton.

At the time, there were 300 numbered editions, all of which had been pre-sold some dozen years earlier. Deep Vellum has since managed to produce another 65 copies of which around 40 are available for purchase.

Additionally, around 200 copies of the trade hardcover are still available. This is the "green edition" featuring a dust jacket containing an essay by Mr. G.

Deep Vellum is offering a 10% discount code, "littlebig40", which can be used for the trade edition, numbered edition, and/or for a poster between now and the equinox, September 21.

More details here.

Title: metronidazole antibiotic
Category: Medications
Created: 12/31/1997 12:00:00 AM
Last Editorial Review: 6/23/2022 12:00:00 AM

Die warscheinlich erste Wasserbomben-Simulation.

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