Controversy first arose when the French-owned and Montgomery County, Maryland -based Keolis (already operating Virginia Railway Express trains) was the only bidder for the contract. The bidding process was suspended in the fall of 2010 due to lack of competition. Before bidding reopened in 2011, Maryland passed a law (at the request of Leo Bretholz and other Holocaust survivors) requiring Keolis's majority owner, SNCF (currently solely owned by the French government)  to fully disclose its role in transporting Jews to concentration camps during World War II (while SNCF was under control of the Nazi government), to the satisfaction of the Maryland state archivist, before Keolis would be allowed to place a bid for MARC service. Keolis faced similar issues while bidding for VRE operations in 2009, but in the end, they were allowed to run VRE.
Seal Team Commander Casey Ryback has retired from the Navy since the conclusion of the events in the first movie, and is now a chef at the Mile High Cafe in Denver, Colorado. Ryback is taking his niece Sarah Ryback on vacation, to reconnect and commiserate with her after the death of her parents. They board a train traveling westbound through the Rocky Mountains from Denver to LA. With the help of gun-for-hire Marcus Penn a couple dozen of his mercenaries, ex-CIA brain (and mentally unstable) Travis Dane commandeers the train, takes the passengers and crew hostage, and sets up a mobile control center. He hacks into the CIA database and gains control of a Top-Secret defence satellite he designed during his Agency days that has just been deployed. Funded by various foreign interests, he stands to make 1 billion dollars for using the space weapon to blow up the Eastern seaboard by targeting a nuclear reactor housed beneath the Pentagon. Dane taunts the Joint Chiefs in the Pentagon ... Written by Angus Brewer
I have already written a post on what Gurley meant and intended when he wrote this essay on the lifetime value model. In my blog post https:///2016/10/14/a-half-dozen-more-things-ive-learned-from-bill-gurley-about-investing/ I discuss issues like the game on the field problem. A “growth at virtually any cost” mentality can be dangerous and deadly for a startup. There is no hard and fast formula that determines the right level of paid spending on growth. High customer acquisition cost can quickly become uneconomic. The benefits of hyper growth eventually start to reflect an S curve most notably when the benefits of a network effects start to decline. At a point an additional user of a system no longer generates the same benefit it did when the company was smaller and had fewer users. For example, an incremental new user when you have only thousands of customers is worth far more than when you have millions of customers. Growth is still important but hyper growth driven by an outsize paid customer acquisition cost is no longer financially supportable. The goal of a business at that point should be greater organic growth driven by the sticky and viral growth engines.