Consistent growers: There are only 105 companies that have seen revenue growth in each of the last 10 years
40 large caps
21 mid caps
21 small caps
23 micro caps

Here is the full list along with 10 year revenue CAGR. Source: @MultipieSocial

AHOBILAM NARASIMHA SWAMY KSHETRAM: KURNOOL (AP)
#andhratemples

Ahobilam is the place where Prabhu appears in his fierce form, called Ugra Narasimha, who is Svayambhu (self-manifest).
Ahobilam is one of the 108 Divya Desams. It has 9 shrines for different forms of Narsimha.

Ahobilam was the exact place where Sri Narasimha appeared and tore apart Hiranyakashipu to save Prahlad. At that moment, all the Devas appeared and praised him as Ahobala (Aho is mighty and bala is strength). So the place came to be called Ahobilam.

Out of the 9 shrines, most famous is the Ahobila Narasimha Swamy where Prabhu is seen as Ugra Narasimha.
In another shrine, Prabhu appears as Malola Narasimha Swamy. Malola means beloved of Lakshmi. Here Prabhu is in peaceful mudra with his consort Ma ChenchuLakshmi.

Jwala Narasimha Swamy shrine is the actual spot where the fierce anger of Prabhu reached its culmination when he tore Hiranyakasipu.

Ugra Stambham is the pillar from which Narasimha appeared with such force that the entire hill split into two.

A thread on HN about bad code in legacy projects both makes me think how little we've learned as a discipline over the years and, honestly, how little credit we give ourselves for some pretty major

Fun going down this list and thinking: "Hmm, plausible at a well-run modern software shop", "Hmm, possible, but requires implausible tradeoffs", "Literally disallowed by languages", and "If you were to attempt doing that our test suite wouldn't let you merge."

I think we as an industry celebrate (not quite the right word) failure too much and don't celebrate success nearly enough. There is no DailyWTF for competent execution, word of which generally stays pretty local to the source while incompetence passes into legend.

Alrighty let me try to thread the needle on being the change I want to see in the world while not giving away anything that will get me in trouble:

Ruby has wonderful developer ergonomics. Typed languages are easier for machines to guarantee the correctness of. We built a type checker for Ruby (and I believe it is slated for OSS release sometime).

c.f.

One thing that goes unremarked about Wikipedia: the vast majority of the content was written over 12 years ago—which means (given turnover) that the editors dominant today were not directly involved in that creation.

Put another way, the editors who built the dominant nodes in this network...

...have little overlap with the ones who made this much more recent managerial flowchart.

Internet time runs at hundred-fold speed—the difference between the people who painted what's in the Uffizi, and the people in charge of keeping those paintings from deteriorating. Very different tasks, and (one presumes) very personalities as well. @PaulSkallas?

In 1937, a trucker got frustrated waiting for his cargo to be unloaded. He later sold his company for $1.1 billion.

Here’s the story of how Malcom McLean made a billion dollars and which startup could be following in his footsteps. (Inspired by our episode with @laurabehrenswu)

In the early 1950s, the shipping industry was a dying business.

New York’s docks were handling half as much domestic cargo in the early 1950s as they had been in the depressed 1930s.

In thirty years, no one had invested significant money in coastal shipping.

Why?

As McLean found out, loading ships was difficult and slow.

A truck or train would deliver items to the port. Each item was unloaded separately, recorded, and carried to storage.

When a ship was ready, each item was taken from storage, counted again, and hauled on-board.

The cost of this labor was significant. As one expert at the time explained:

“A four-thousand-mile voyage for a shipment might consume 50 percent of its costs in covering just the two ten-mile movements through two ports.”

Yet, despite the industry’s issues, it felt little pressure to change.

Foreigners were barred from operating domestically. Cartels ran international routes. And gov. subsidies eased the pain of labor costs.

Reshaping the industry needed an outsider.

Enter Malcolm McLean.