>The missile knows where it is at all times. It knows this because it knows where it isn't. By subtracting where it is from where it isn't, or where it isn't from where it is (whichever is greater), it obtains a difference, or deviation
This is similar to NYC dating scene. People are not willing to commit in case something better comes along. If you can drag your decision for 4 months, another better candidate may come through the door.
That may be true in ZIRP era. Now a days, there's no budget for empire building. The bigger your team the more that you are accountable for delivering and the higher the expectations.
I do like my tech device ecosystems working seamlessly.
What's nice about each of the Apple, Google, and Amazon ecosystems is that the devices all work seamlessly within the ecosystem. This is much harder to do across companies.
Take for example, Beats headphones integrate seamlessly with the iPhone, MacBook Pro, and AppleTV.
Or Nest integrating with Google Home
Or Ring integrating with Amazon Echo.
There are tradeoffs to be made that benefit the consumer.
For those interested, you can setup tcpdump on Asus router pretty easily to monitor traffic going through the router. You don't even need to mess with the firmware on the router.
I had basically hooked up the washer to wifi when we first got it and forgot about it. The thing is, the washer doesn't let you disconnect the wifi after it's configured. It only allows you to switch to a different wifi and only if that wifi has internet.
Convoy effectively got into the factoring business and extended short term (30/60/90 days) loans to the trucking companies. Now, they don't hold these loans on their balance sheet but rather package them and sell them to lenders as asset-backed lending portfolio.
The thing with these is that typically the originator (in this case Convoy) will need to take the first tranche of losses. (This is where the $240M debt facility came in). As the freight market deteriorated, Convoy was effectively margin called by the lenders and could not come up with the money.
Any acquirer would then have to take up this debt. Even though Convoy may have a valuable asset, UPS is not in the business of managing a debt portfolio. Any acquirer would be dissuade by this baggage.
It's complete when you get to sufficient scale and end up directly integrating with Chase PaymenTech.
Then you realize how much overhead it is to do a direct integration and your CFO wonders why it's payment cost is rising with all your support engineers on staff and then revert back to third party processor.
You can now have your agents create virtual credit cards to spend online.