Literally every major defense contractor/prime has these off the books projects that are funded through the intelligence community or clandestinely in order to manage threats that they don’t want broadcasted through traditional channels that have congressional oversight. SAP type programs that aren’t being overseen by but a few folks that are heavily engrained in the industry as well as probably connected directly to the military.

Take this from someone who works side-by-side with Product Introduction and Manufacturing Engineers in a global manufacturing company with around 20 factories worldwide. Those people are hardcore problem-solvers, project leaders, and generally my go-to experts whenever I have a "Can this actually be done?" question related to production on the technical side0 We also regularly hire engineers straight out of university. They are often given responsibility for improvement projects, operational challenges, and process optimization initiatives. Typical assignments range from: *"We want to automate this production line. How would we do it, and what would it cost?"* to *"We need to reduce changeover times on this line. What's the best approach?"* More senior engineers are trusted with projects such as: *"We're setting up a completely new production line. Make it happen."* In those cases, they effectively take the technical lead on everything from supplier selection and vendor management to installation, commissioning, and ramp-up of the production line, usually with support from Global Indirect Procurement, and with people like me as logistics lead on where do we get the raw components, what should the flow rate be, how do we set this up in SAP, maning needed and so on and so on. They also spend a surprising amount of time creating specification documents. Lots and lots of specification documents. On top of that, they work closely with maintenance teams, providing support when problems become too complex for routine troubleshooting. From what I've seen, the most successful Industrial and Manufacturing Engineers tend to have three things in common: * Strong financial and business-case skills. The better you are at demonstrating value, the easier it becomes to secure funding for new toys. * Excellent people skills. A huge part of the job is change management and getting people on board with new ways of working, and getting input from blue collar workers (who almost always know more about the machinary than you do, as they work with it \*aaaaaaaall\* the time.) * A willingness to bend the rules occasionally. Not recklessly, but enough to navigate bureaucracy and get things done when common sense says the process is getting in the way. * Are humble and curious. The biggest frustration I hear about over coffee is being forced to implement the cheapest solution instead of the best one. Sometimes you know exactly how to solve a problem properly, but budget constraints force you into a partial fix. Then, before you can come back and finish the job, you're already being pulled onto the next issue. All things considered, they're a great group of people to work with, and they have my deepest respect. Best of luck from a Manufacturing Logistics guy.

I may be misunderstanding your comment, and if so I apologize: The entire PWHL organization (including the latest expansion teams) are wholly owned by the [Mark Walter Group](https://en.wikipedia.org/wiki/Mark_Walter) (with recent equity stakes purchased by [Ilitch Holdings](https://en.wikipedia.org/wiki/Ilitch_Holdings) and [Kilmer Sports Ventures](https://en.wikipedia.org/wiki/Kilmer_Sports_Ventures)) . The San Jose Sharks are owned by [San Jose Sports & Entertainment Enterprises](https://en.wikipedia.org/wiki/San_Jose_Sports_%26_Entertainment_Enterprises) (Governed/Owned by [Hasso Plattner](https://en.wikipedia.org/wiki/Hasso_Plattner)) The SAP Center is owned by the City of San Jose but managed and operated by [San Jose Sports & Entertainment Enterprises](https://en.wikipedia.org/wiki/San_Jose_Sports_%26_Entertainment_Enterprises) I believe you are referring to the last point? Where the venue at which they play is managed and operated by the same group?

I can’t speak specifically on B1, but I guess same applies: 1. Yes you do, because SAP DRC CE is responsible for actually sending your einvoice/report to the authorities or receivers, it’s also responsible for the incoming responses. You also will need to activate your process in this application on BTP. 2. You still need some basic form of license for the core DRC product I would expect. 3. Bundled I would imagine as SAP seems to be leaning towards one uniform licensing model , but honestly not sure. 4. How you’ll be charged for DRC core is volume based 5. This does not change. I am away from office but can check with my in house SAP consultant on what SKU we bought . Also incase you have not seen this: https://help.sap.com/docs/cloud-edition/sap-document-and-reporting-compliance-cloud-edition/integrating-cloud-edition-with-sap-business-one?locale=en-US I also suggest you create an incident in DRC Peppol’s component, they are usually responsive to our inquiries related to France implementation. Sorry if I was not able to help .

TL;DR 87 out of 144 students in the Class of 2027 (by role/function): - 29 are in consulting - 10 are in finance - 6 are in investment banking - 5 are in leadership development programs - 10 are in marketing - 7 are in operations - 13 are in product management - 7 are in other/uncategorized For the remaining 57 students: - 5 are JD/MBA students - 9 are sponsored - 43 are unknown/did not report Top employers - McKinsey & Company (5) - Microsoft (4): 3 marketing, 1 product management - PwC (4) - Amazon (3): 1 finance, 2 operations - Deloitte (3) - Bain & Company (2) - Boston Consulting Group (2) - BlinkRx (2) - Philips (2) - SAP (2) - TD Bank (2): 1 leadership development program, 1 marketing Top locations - Pittsburgh, PA (11) - New York City (10) - Bay Area (6) - Seattle Metro (6) - Chicago, IL (4) - Atlanta, GA (2) - Charlotte, NC (2) - Minneapolis, MN (2) - Washington, D.C. (2) - Remote (2) The full breakdown is shown below. Consulting (29/144 Students) - AlixPartners — MBA Summer Consultant — New York, NY - American Airlines — Commercial Strategy MBA Intern — TBD - Ankura — Strategy & Performance Summer Associate — Nashville, TN - Bain & Company — Summer Associate — Denver, CO - Bain & Company — Summer Associate — Seattle, WA - Boston Consulting Group (BCG) — Summer Consultant — Minneapolis, MN - Boston Consulting Group (BCG) — Summer Consultant — Pittsburgh, PA - Chartis — Consulting Intern — Chicago, IL - Deloitte — Summer Associate — Atlanta, GA - Deloitte — Summer Associate — New York, NY - Deloitte — Summer Associate, Strategy & Transactions (M&A) — McLean, VA - Dick's Sporting Goods — MBA Strategy Intern — Pittsburgh, PA - Electronic Arts — MBA Intern, Platform Strategy — Redwood City, CA - L.E.K. Consulting — Summer Consultant — Chicago, IL - McKinsey & Company — Associate Intern — Minneapolis, MN - McKinsey & Company — Associate Intern — Pittsburgh, PA - McKinsey & Company — Summer Associate — Miami, FL - McKinsey & Company — Summer Associate — Washington, DC - McKinsey & Company — Summer Associate Intern — Pittsburgh, PA - PwC — Senior Associate Intern, Asset & Wealth Management — New York, NY - PwC — Senior Associate Intern, Deals Private Equity — New York, NY - PwC — Senior Associate Intern, Operations & Supply Chain Solutions — Atlanta, GA - PwC — Senior Associate Intern, Risk & Regulations (Technology & Analytics) — Chicago, IL - RedWind Renewables — Strategic Initiatives Summer Associate — Remote - SAP — Supply Chain Management Go-to-Market Strategy Intern — Pittsburgh, PA - SAP — Supply Chain Management Go-to-Market Strategy Intern — Pittsburgh, PA - Strategy& — Senior Associate Intern, Digital & AI — Washington, DC - Voyager Technologies — Strategy & Market Intelligence Intern — Remote - ZS Associates — Strategic Alliance Consultant (Summer Intern) — Chicago, IL Finance (10/144 Students) - Amazon — Finance Manager Intern (Finance Leadership Development Program) — Seattle, WA - Bristol Myers Squibb — Finance Associate — Princeton, NJ - Ford Motor Company — Treasury Leadership Program Intern — TBD IBM — Financial Leadership Development Program Intern — Armonk, NY - J.P. Morgan Private Bank — Summer Associate, Global Private Bank Advisor Program — Pittsburgh, PA - Mackenzie Investments — MBA Summer Intern — Toronto, ON, Canada - Merck — Finance Intern — Rahway, NJ - NVIDIA — Finance Intern, Data Center Compute FP&A — Santa Clara, CA - Walmart — Finance Intern, Finance Leadership Development Program — Bentonville, AR - World Bank Group — Private Equity & Venture Capital Intern — TBD Investment Banking (6/144 Students) - BDA Partners — Investment Banking Intern — Mumbai, India - Harris Williams — Investment Banking Summer Associate — TBD - Jahani & Associates — Investment Banking Summer Associate — New York, NY - Jefferies — Summer Associate, Investment Banking Division — New York, NY - RBC Capital Markets — Investment Banking Summer Associate — New York, NY - Wells Fargo — Summer Associate — TBD Leadership Development Programs (5/144 Students) - Corning — MBA Leadership Development Program Intern — Tewksbury, MA - DarGlobal — Lead Management Intern, Digital Assets & AI Team — TBD - Republic Services — General Manager MBA Intern — Las Vegas, NV - TD Bank — Graduate Leadership Development Program Intern — New York, NY - Thermo Fisher Scientific — General Management Summer Associate — Waltham, MA Marketing (10/144 Students) - General Mills — Associate Brand Management Intern — TBD - Haleon — Marketing Intern — Warren, NJ - Intuit Credit Karma — Growth Marketing Intern — Charlotte, NC - Johnson & Johnson MedTech — Marketing Intern — Cincinnati, OH - Microsoft — Product Marketing Manager Intern — Redmond, WA - Microsoft — Product Marketing Manager Intern — Redmond, WA - Microsoft — Product Marketing Manager Intern — TBD - Mighty — Marketing Intern — New York, NY - TD Bank — Digital Marketing Intern — Mount Laurel, NJ - Techstra Solutions — Marketing Intern — Pittsburgh, PA Operations (7/144 Students) - Airbnb — Sourcing Operations & Innovation Intern — San Francisco, CA - Amazon — Pathways Operations Leadership Development Program Intern — Pittsburgh, PA - Amazon — Pathways Operations Leadership Development Program Intern — Salt Lake City, UT - PepsiCo — MBA Intern, Global Procurement — TBD - Philips — Operations Leadership Development Program — Murrysville, PA - Philips — Operations Leadership Development Program — TBD - PJ Dick–Trumbull–Lindy — Operations Intern — Pittsburgh, PA Product Management (13/144 Students) - BlinkRx — Product Management Intern — Pittsburgh, PA - BlinkRx — Product Management Intern — TBD - Capital One — Product Manager — New York, NY - Cloudflare — Product Manager Intern — Austin, TX - Dell Technologies — Product Management Intern — Round Rock, TX - General Motors — Product Manager — Detroit, MI - Hewlett Packard Enterprise — Product Management Intern — San Jose, CA - Microsoft — Product Management Intern — Redmond, WA - Nike — Product Management Intern — TBD - Radus Software — Product Management Intern — TBD - Tencent — Product Management Intern — Palo Alto, CA - TikTok — Product Manager Intern — San Jose, CA - Xpansiv — Product Manager Intern — New York, NY Other / Uncategorized (7/144 Students) - Duke Energy Corporation — MBA Intern, Natural Gas — Charlotte, NC - ExxonMobil — Upstream Commercial, Power Development MBA Intern — Spring, TX - Honeywell Aerospace Technologies — Business Development Intern — Phoenix, AZ - Mattel — Digital Games Licensing MBA Intern — TBD - Medtronic — MBA Summer Associate — Lafayette, CO - Mercer — Summer Associate — TBD - UnitedHealth Group — Leadership Experience Intern — TBD JD/MBA (5/144 Students) Sponsored (9/144 Students) No Reported Internship Outcome Yet (43/144 Students)

Hi everyone, Long-time lurker, first-time poster here. I’m currently doing some deep problem validation for an entrepreneurship I'm working on, and I really need your help with the most brutal, honest perspective of enterprise CIOs and IT directors who are actually in the trenches deploying agentic AI. Here is the friction point I’m seeing, and I want to know if I'm hallucinating or if this is a real blocker on your 2026 roadmaps: **The Scenario:** Your engineering/R&D teams are building sophisticated multi-agent workflows (using LangGraph, AWS Bedrock, etc.). These agents are designed to move from just "giving advice" to executing autonomous tasks. To fully automate, they eventually need to interact with what’s called the “machine economy” e.g. buying external APIs, dynamically sourcing cloud compute/GPUs on the fly, or handling ad-hoc procurement checkout screens. **The Bottleneck:** The moment you try to connect these autonomous agents to real-time financial rails (like Stripe MPP, Amex ACE, virtual wallets or temporary virtual cards), the CFO, Finance Directors, or Compliance Teams pull the emergency brake. **Why?** Because traditional procurement (Coupa/SAP) is built for slow, document-based workflow routing (Net-60 invoices), and credit card issuers are blind to the semantic logic of an AI. Finance is terrified that an agent will hit an infinite code loop and spend $50k overnight, or suffer a prompt-injection attack that manipulates its purchasing logic right before the checkout. **My Questions to You:** 1. Are your teams actively building autonomous pipelines that are currently stuck in "advisor mode" because compliance won't let you connect them to live bank/spending rails? 2. If an agent needs to transact, how are you currently bounding that risk? Are you forced to hardcode rigid, brittle API limits, or force a human-in-the-loop for every micro-transaction (which completely kills the latency/scale of the automation)? 3. If there was a deterministic, network-level proxy gateway that intercepts an agent's intent telemetry and validates it out-of-band against your Okta/Workday/Procurement directories and specific policies your enterprise defines in under 5ms before releasing the funds, would that actually unblock your production roadmap with your CFO? I am genuinely trying to validate if this is a niche problem or a systemic hurdle for the next wave of enterprise AI adoption. You can get the general concept of what l am brainstorming over at [https://www.get-forcecage.com](https://www.get-forcecage.com/) (it's just a raw concept landing page right now, absolutely nothing to sell). Would love to hear your thoughts, experiences, or if you think this is a non-issue. Thank you!

I completely agree, and I'd even take it one step further. I'm not saying this to brag, but to explain where my perspective comes from. I started as a developer, after about five years moved to focus on integrations between systems, and after roughly ten years I transitioned into consulting. Today I lead technical or consulting teams on large ERP projects, mostly SAP, but I've also worked on plenty of custom solutions. I deliberately stayed away from management because I enjoy being close to both the technical and business side, mainly around supply chain, procurement, and integrations. Having both technical knowledge and business understanding has shown me that most projects don't start failing during delivery. They start failing much earlier. They fail during the RFP phase, when proposals are written by people who don't fully understand what they're selling. Companies overpromise to win the deal, commit to unrealistic timelines, and agree to requirements without involving the people who will actually have to build the solution. Then the project lands on the desk of a project manager whose entire career has been "Junior PM" to "Senior PM," but who has never actually designed, built, implemented, or operated the kind of solution they're managing. I know this won't be popular, but I don't believe you can effectively manage complex technical projects if you have no real understanding of the technology or the business behind them. A PM doesn't need to be the best technical person in the room, but they do need enough knowledge to challenge assumptions, recognize risks, and know when something doesn't make sense. The technical teams aren't innocent either. Many have huge egos when it comes to pointing out what everyone else did wrong, but they don't want the responsibility that comes with speaking up early. It's easier to say, "The PM promised this," or "Sales sold something impossible," than to challenge the plan and provide valuable alternatives. 80/20 rules applies everywhere, the problem is that everyone thinks they are in the 20.

Hi everyone, I recently cleared the Accenture assessment for the **Custom Software Engineer** role. In my assessment, almost all the technical questions were related to **SAP ABAP for HANA**, and now I've received an invitation for the **Skill Interview**. I'm trying to understand what to expect in this interview. For anyone who has recently gone through this process: * Was your Skill Interview mainly focused on **SAP ABAP for HANA**? * Or was it a general technical interview covering topics like OOP, DBMS, SQL, OS, Networking, DSA, projects, etc.? * Approximately what percentage of the interview was SAP-related? * What kinds of technical questions were asked? * Any tips on what I should prioritize while preparing? Please mention if your experience was from 2025 or 2026, as the process may have changed.

Hello everyone, I have successfully cleared the assessment for the Custom Software Engineer profile in Accenture. In my case, almost all the technical questions were related to AP ABAP for HANA, and now I have got an interview invite for the Skill Interview. I am trying to figure out how to prepare for this interview. For those who have recently appeared for the same: Was your Skill Interview mostly based on SAP ABAP for HANA? Or did you get a general technical interview which involved questions on OOP, DBMS, SQL, OS, Networking, DSA, projects, etc.? What percent of the interview was SAP-related? What kind of technical questions were asked there? Is there anything that I must prepare specifically? Do share your experience from either 2025 or 2026 as there might be a change in the process.

How are you monitoring your BTP landscape? We have 100+ sub accounts, and it’s been hard to keep on top of what’s been provisioned, then what is being done in each service. We had Integration Suite tenants with no artifacts in them, but it took an SAP via MaxAttention service to find that out. Part of our issue has been setting up guardrails and governance, we are working on that. As we are building up that governance, we’d like to ensure we have effective visibility into BTP. Happy to hear how you’ve governed your BTP offerings as well. Thanks!

Ein leichtes Gamble wäre SAP. Software hat ordentlich einen mitbekommen. Aber wer sich ein wenig mit SAP auskennt, der weiß wie tief sich das in die jeweilige Firmenstruktur reinfrisst. Wer glaubt, das würde durch KI ersetzt...ne. Glaube ich niemals. Bin aber auch ETF´ler und Einzelaktien nur mit Spielgeld. Immerhin hab ich Aktien von einer Firma so gekauft XD. Für dieses Jahr aber genug Spielgeld investiert.

most of the tools you listed are solving the same problem slightly differently. ETL/ELT where the source has an API and you're moving structured data between modern systems. Airbyte, Fivetran, Matillion are all excellent at that. Zapier and Make handle lighter workflow automation across connected SaaS. UiPath and Automation Anywhere are the right call for high-volume deterministic flows on stable UIs. the gap nobody talks about is the enterprise portals and legacy systems that were never built to be integrated, SAP GUI, aging government portals, NetSuite screens, internal tools from 15 years ago where the vendor never exposed an API and never will. you can't ETL something that has no API. RPA works until the UI changes and then you're back maintaining scripts. we built Deck around that problem specifically our agents that authenticate as a real user and navigate the actual UI, structured JSON on the other end regardless of what the source looks like. worth knowing what category your actual problem is in before you pick a tool. most people don't realize these are different categories until they've tried the wrong one.

I work in SAP Integration (SAP CPI / Integration Suite) and have been thinking about the long-term future of this domain. With SAP moving toward the Autonomous Enterprise vision and the recent shift from SAP BTP to SAP Business AI Platform (BAIP), I’m wondering how this will impact integration consultants over the next 5–10 years. Will SAP Integration continue to be a high-demand specialization, or will AI significantly reduce the need for integration consultants?

If anything, Azuma could use a buff/nerf (I forget if the shells are overpeircing or ricocheting )on its piercing for AP so it can do good damage easily/more easier (so you don’t have to have an almost completely perfect angle, I swear to god I can’t do any damage)  Otherwise, azuma is good for HP and other things. Both Dutch cruisers have their own perks and drawbacks. De 7 has great amount of air strikes but it’s main guns suffer with piercing on its AP, so its basically stuck on HE (from my experience). Haarlem for me seems OK but its main guns also have underwhelming piercing for its type as a cruiser. Nottingham is decent, with its HE shells plus a smokescreen being my main playstyle, it’s torpedos, well, it’s quite hard to use them because of the ships low HP and realistically will only be used for a sudden engagement from both you and the enemy ship moving out of cover. In a cruiser VS cruiser fight, you will very likely lose because of your low HP (if I remember it’s around mid 30,000s). Mirage is the one that I would say needs a buff on its torpedo reload speed, sure the reload booster helps but otherwise its uses are overshadowed by its higher than average (for cruisers) secondary battery armament and SAP shells. If its torpedo reload time was reduced a bit it could make it stand out more as a Amalfi with superior torpedo armament than an Amalfi that is similar to a Japanese destroyer at its tier in the way of its torpedos, where it does have a reload boost, but after you do the initial salvo and the reload salvo, there’s much to do with the torpedos except wait over a minute, which Mirage can do but also participate with its main guns but otherwise the torpedos are a one and done, which is disappointing to me. (If there are any major typos/spelling/words missing in my part for Mirage, that’s because my phone started to hold the delete button on its own for a bit and I started tapping to other places, which made it so it didn’t just delete the bottom but also some middle parts of the paragraph)

Copper, uranium, and critical minerals all sit in the same macro conversation - but the companies underneath move on completely different timelines. I like building a junior mining watchlist around what stage a company is in, not just the metal it’s chasing. Copper, uranium, and critical minerals all sit in the same macro conversation, but the companies underneath move on very different timelines depending on where they are in development. Right now I’m watching three names that each sit in a different lane. First is NovaRed Mining NovaRed Mining ($NRED / $NREDF). This is still in the target-building phase, which is where a lot of early exploration stories either start to take shape or lose momentum. The Wilmac project covers roughly 39,730 acres near Princeton in British Columbia, about 6 miles west of Hudbay’s Copper Mountain operation. That proximity gives district context, but the focus now is on execution: soil sampling, IP and AMT geophysics, target refinement, and a potential drill program in fall 2026 if permits come through. The MetalCore AI platform adds a data layer to target selection, but the field results are what will decide how the story develops. Second is Mogotes Metals Mogotes Metals ($MOG / $MOGMF). This one sits in the Vicuña district across Argentina and Chile, an area already known for large copper-gold-silver systems. Its Filo Sur project is next to the broader Filo del Sol trend, which has already drawn significant attention in the region. The Albor discovery is the main reason I’m watching it, with early mineralization that includes copper, gold, silver, and molybdenum. The key question going forward is whether drilling expands that into a connected system or stays limited to isolated hits. Third is District Metals District Metals ($DMX / $DMXCF). This is a different type of exposure. The Viken project in Sweden includes uranium along with vanadium, molybdenum, nickel, copper, and zinc. It sits closer to a policy-driven story than a pure exploration setup, since uranium development is tied heavily to regulatory direction and broader energy-security priorities. The upside case depends on both geology and whether Sweden continues moving toward a more supportive framework for uranium development. I keep these three together in one watchlist because they connect to the same macro direction but behave differently in practice. NovaRed is early-stage copper-gold target building in BC. Mogotes is a discovery-follow-up story in the Vicuña district. District is exposure to uranium and broader critical minerals with a policy and scale component. Different metals, different jurisdictions, different timelines. The common thread is the upstream side of energy and industrial demand, where supply still has to catch up with long-term consumption trends. Target-building, discovery follow-up, and policy-driven scale - three different lanes, one upstream supply theme. Which stage fits your approach? SHOP OML MEI CNTN WDC PFE GIPR SRI PBHC SCRI PMTR GGRP FEED DOL GMIN INTU AIIR PRV.UN DTOL CM DELX CSU AMS FTT TIH ARX CNC GFP ELD ARGO CCDS APTX OTEX V MCI FNV SOFI MRK CEU FIH.U NVMI HOH IVN RCT TRI MU KCC FDX ONCO SNX EML IMO GWW KEY TRP NBIS HBP SCII GFL INTC LABT BDL STX NHHH CCAQ GPUS PG UNH CRM NXLV GV BRAI FCUV X MKR RMBS BZ MDA JPM NPAC SAP SMCI CRWV ASYS PMI VMAR MLTX AMKR HIVE MX MER CAT

Hi everyone, I'm actively exploring new opportunities in Workforce Program Management, Vendor Management, Supplier Governance, Procurement Operations, and Strategic Sourcing. I bring 8+ years of experience supporting global contingent workforce programs, with expertise in SAP Fieldglass, workforce governance, compliance, vendor management, audit support, process improvement, workforce operations, and stakeholder management. Most recently, I've been supporting Cisco's contingent workforce program across EMEAR and APJC regions. After several years in contingent workforce operations, I'm looking to take the next step into Workforce Program Management, Vendor Management, Supplier Governance, or Strategic Sourcing-focused roles. If anyone knows of relevant openings, hiring companies, or can offer referrals or advice, I would truly appreciate the support. Thank you in advance!

Hi everyone, I'm actively exploring new opportunities in Workforce Program Management, Vendor Management, Supplier Governance, Procurement Operations, and Strategic Sourcing. I bring 8+ years of experience supporting global contingent workforce programs, with expertise in SAP Fieldglass, workforce governance, compliance, vendor management, audit support, process improvement, workforce operations, and stakeholder management. Most recently, I've been supporting Cisco's contingent workforce program across EMEAR and APJC regions. After several years in contingent workforce operations, I'm looking to take the next step into Workforce Program Management, Vendor Management, Supplier Governance, or Strategic Sourcing-focused roles. If anyone knows of relevant openings, hiring companies, or can offer referrals or advice, I would truly appreciate the support. Thank you in advance!

Hi everyone, I'm actively exploring new opportunities in Workforce Program Management, Vendor Management, Supplier Governance, Procurement Operations, and Strategic Sourcing. I bring 8+ years of experience supporting global contingent workforce programs, with expertise in SAP Fieldglass, workforce governance, compliance, vendor management, audit support, process improvement, workforce operations, and stakeholder management. Most recently, I've been supporting Cisco's contingent workforce program across EMEAR and APJC regions. After several years in contingent workforce operations, I'm looking to take the next step into Workforce Program Management, Vendor Management, Supplier Governance, or Strategic Sourcing-focused roles. If anyone knows of relevant openings, hiring companies, or can offer referrals or advice, I would truly appreciate the support. Thank you in advance!

Hi everyone, I'm actively exploring new opportunities in Workforce Program Management, Vendor Management, Supplier Governance, Procurement Operations, and Strategic Sourcing. I bring 8+ years of experience supporting global contingent workforce programs, with expertise in SAP Fieldglass, workforce governance, compliance, vendor management, audit support, process improvement, workforce operations, and stakeholder management. Most recently, I've been supporting Cisco's contingent workforce program across EMEAR and APJC regions. After several years in contingent workforce operations, I'm looking to take the next step into Workforce Program Management, Vendor Management, Supplier Governance, or Strategic Sourcing-focused roles. If anyone knows of relevant openings, hiring companies, or can offer referrals or advice, I would truly appreciate the support. Thank you in advance!

Hi everyone, I'm actively exploring new opportunities in Workforce Program Management, Vendor Management, Supplier Governance, Procurement Operations, and Strategic Sourcing. I bring 8+ years of experience supporting global contingent workforce programs, with expertise in SAP Fieldglass, workforce governance, compliance, vendor management, audit support, process improvement, workforce operations, and stakeholder management. Most recently, I've been supporting Cisco's contingent workforce program across EMEAR and APJC regions. After several years in contingent workforce operations, I'm looking to take the next step into Workforce Program Management, Vendor Management, Supplier Governance, or Strategic Sourcing-focused roles. If anyone knows of relevant openings, hiring companies, or can offer referrals or advice, I would truly appreciate the support. Thank you in advance!

Hi everyone, My organization has used SuccessFactors Recruitment Management now for about 10 years - fully embedded into EC, Onboarding etc. However, Recruitment Marketing has never been turned on. We are turning it on now. And we want to get some advice from existing users. According to our SAP Success Manager - not many customers are actually using the full capability of the system and I would like to know the reasons behind this.... no one has been willing to have a reference call with us. My questions: 1. What have been the challenges with adopting the solutions? 2. What pitfalls do we need to watch out for when adopting? 3. Has Advanced Analytics provided the necessary conversion and tracking information to enable ROI analysis on recruitment channels? 4. Do you use it for cold pipelining, if so how? Or lead generation and "silver medalist" management? Really appreciate any and all insight anyone can provide on this. Some context: * We don't have the option to look at any other 3rd party solution - and we are implementing a minimal viable product. * It sounds like we won't move to SmartRecruiters any time soon. * This solution will enable our Talent Attraction and Sourcing team - which has only been in place for 2.5 years.

Hello, I hope you are doing well. I am reaching out to ask if you could kindly advise me on where I can find SAP job opportunities in Germany, I am no EU and I just received the chancenkarte visa, my german level is B2-C1. I have over 14 years of experience in Business Consulting and have worked extensively on ERP/SAP projects, including data migration and system implementation. I am currently looking for new SAP-related opportunities and would greatly appreciate any guidance, groups, platforms, or communities where I could connect with relevant projects or clients. Thank you in advance for your support and time.

Hi everyone, for the past two years I have been working in a german consulting firm and was mainly doing Form development for SAP Public Cloud projects, using FormCalc and Javascript. By now I would say I can cover up to 85-90% of form requirements as long as they are "clean core" adjustments. I am considering to give freelancing a shot. So my Question is: Is this a looked after skill? What a rate could I ask for? And do you think I could take it along with my current job? Thanks everyone for the advice. P.S. I am Public Cloud native with strong skills in SD, on the technical side. Thanks!

**Qiddiya Investment Company** — Riyadh, Saudi Arabia, 🇸🇦 **Work Model:** On-site **Experience:** Mid-level · 10–15 years **Type:** Full-time **Category:** Construction & Engineering **Skills:** Power BI, PRISM, SAP, Quantity Surveying, Commercial Management --- **What you'll do** Oversee budget, cost control, and reporting for major transport projects using Power BI, PRISM/SAP, with 10-15 years of experience. **Key requirements** - Bachelor's degree in Quantity Surveying, Commercial Management, Cost Engineering, Legal, or related field. - 10-15 years Commercial construction delivery experience (Contractor, Consultancy, Program-wide). - Major program experience managing multiple projects, priorities, and stakeholders. - Experience leading Commercial Management of Major Projects in complex, regulated environments. --- [Check out this role on MenaJobs.me](https://menajobs.me/jobs/senior-manager-commercial-transport-dmo-20004746-da3-qiddiya-investment-company-riyadh?utm_source=reddit&utm_medium=social&utm_campaign=r_menajobs) [Never miss a GCC job — join our Telegram](https://t.me/MenaJobsBot) Know someone who'd be a good fit? Tag them or share this post! --- *Shared via [MenaJobs.me](https://menajobs.me) — your GCC job search starts here*

Hallo zusammen, ich komme aus Österreich und ziehe in den nächsten Tagen nach Basel. Mein Ziel ist es, so schnell wie möglich einen Job zu finden und etwa zwei Jahre in der Schweiz zu bleiben. Ich schließe nicht aus, länger zu bleiben, aber langfristig tendiere ich eher Richtung USA oder Australien. Eine Unterkunft habe ich bereits gefunden und die Wohnungsbestätigung habe ich ebenfalls schon. Daran wird es also nicht scheitern. Ich habe mich schon vor meinem Umzug online auf viele Stellen beworben, aber bisher nur Absagen erhalten. Das war auch bei meinem ersten Versuch vor ein paar Jahren so. Damals hatte ich wenigstens zwei bis drei Gespräche, die Angebote waren aber ziemlich schlecht. Mittlerweile würde ich auch solche Angebote annehmen. Damals bin ich sogar für ein paar Tage nach Zürich gefahren, um mich persönlich bei Personalvermittlern und Unternehmen vorzustellen. Leider hat auch das nichts gebracht. Deshalb versuche ich es diesmal anders. Ich werde direkt nach Basel ziehen und dort bis zu drei Monate bleiben, weil ich denke, dass es damals ein Grund für die Absagen gewesen sein könnte, dass ich noch nicht vor Ort war. Ich bin nicht hochspezialisiert und verstehe, dass Firmen vermutlich eher jemanden nehmen, der bereits in der Schweiz ist, als jemanden extra aus dem Ausland zu holen. In dieser Zeit möchte ich mich persönlich vorstellen, Bewerbungen abgeben und wirklich alles versuchen, um eine Chance zu bekommen. Wenn ich selbst dann keinen Job finde, werde ich das als Zeichen sehen, dass die Schweizer mich einfach nicht haben möchten. Das wäre für mich in Ordnung. Ich verstehe, dass viele Länder Ausländern mit einer gewissen Skepsis begegnen. Bei meinem letzten Versuch, in Zürich einen Job zu finden, hatte ich sehr stark das Gefühl, ein Mensch zweiter Klasse zu sein. Ich verstehe aber auch, dass viele Länder Ausländer kritisch sehen. Dazu kommt, dass ich etwas dunkler bin und man mir ansieht, dass meine Vorfahren aus dem Süden kommen, obwohl ich einen deutsch/englischen Namen habe. Deshalb weiß ich nicht immer, wie ich von außen wahrgenommen werde. Ich nehme das niemandem übel. Ich bin bereit, mich durch Leistung zu beweisen und mir meinen Platz ehrlich zu verdienen. Für mich geht es nicht nur um einen Job. Es ist mir persönlich sehr wichtig, Österreich zu verlassen. Das hat private Gründe, auf die ich hier nicht näher eingehen möchte. Ich brauche psychisch einfach einen Neuanfang in einem anderen Land. Mir ist wichtig zu erwähnen, dass es dabei nicht um rechtliche, finanzielle Probleme oder dergleichen geht. Ich habe keine Vorstrafen und keine Schulden etc. Kurz zu mir: \- 39 Jahre alt. \- Gelernter Koch. \- Handelsakademie (Matura/Hochschulreife). \- Kurz vor dem Bachelorabschluss in Computer Science im Fernstudium. \- SAP-Anwenderspezialist-Diplom in Rechnungs- und Personalwesen, unter anderem mit FI/CO. \- Rund fünfzehn Jahre Erfahrung im selbstständigen Handel und E-Commerce. \- Erfahrung in SAP-Sachbearbeitung, Datenerfassung und Backoffice. \- Erfahrung im technischen Support und First-Level-IT-Support. \- Erfahrung als Weight & Balance Coordinator (Erstellung von Beladungsplänen, Gewichts- und Schwerpunktberechnung sowie Sicherstellung der Flugsicherheit). \- Produktionserfahrung. \- Gastronomieerfahrung als Koch, Kellner, Buffetkraft, Schankkraft und Abwäscher. \- Erfahrung im Sicherheitsdienst. \- Deutsch als Muttersprache, Englisch (C1–C2). \- Sicherer Umgang mit SAP und fortgeschrittene MS-Office-Kenntnisse. \- Grundkenntnisse in HTML, CSS, JavaScript, Python, Java und SQL. Diese Kenntnisse stammen hauptsächlich aus meinem Studium und aus eigenen Programmierprojekten. Aktuell vertiefe ich besonders Python, vor allem GUI-Programmierung und praktische Anwendungen. Ich möchte aber ehrlich sein: Meine aktuelle Referenz ist leider nur meine letzte Stelle als Buffetkraft. Außerdem habe ich in meinem Lebenslauf öfter Firma und Branche gewechselt. Mir ist bewusst, dass das bei Arbeitgebern nicht ideal wirkt. Genau deshalb suche ich eine Chance, bei der ich mich einfach praktisch beweisen kann. Ich bin bereit, praktisch jede ehrliche Arbeit anzunehmen – Produktion, Lager, Gastronomie, Zustellung, Reinigung, IT-Support oder etwas anderes. Schichtarbeit, Wochenenden und Überstunden sind für mich selbstverständlich. Falls sich jemand fragt, warum ich unbedingt in die Schweiz möchte: Mittelfristig möchte ich wieder selbstständig werden, ungefähr innerhalb der nächsten fünf Jahre. Ich habe bereits einige Programme entwickelt bzw. arbeite an weiteren Projekten, die ich später auf den Markt bringen möchte. Bis dahin suche ich einfach einen Job, der meine laufenden Kosten deckt und mich psychisch nicht zu sehr vereinnahmt, damit ich meine Freizeit in die Weiterentwicklung meiner Programme investieren kann. Natürlich spielt auch eine Rolle, dass die Löhne in der Schweiz im Vergleich zu vielen anderen Ländern gut sind. Hat jemand von euch praktische Erfahrungen oder vielleicht sogar konkrete Kontakte zu Firmen oder Personalvermittlern, die jemanden wie mich möglichst schnell einstellen würden? Ich bin wirklich bereit, jede ehrliche Arbeit anzunehmen. Mich interessieren vor allem Tipps von Leuten, die selbst ähnliche Erfahrungen gemacht haben oder jemanden kennen, der in Basel schnell einen Job gefunden hat. Ich würde mich außerdem sehr über ehrliches Feedback freuen – auch wenn es kritisch ist. Falls ihr denkt, dass ich etwas anders machen sollte oder einen Fehler in meiner Vorgehensweise seht, sagt es bitte offen. Vielen Dank an alle, die sich die Zeit nehmen zu antworten.

I am 25 years single that want to get friends as roommates in Ixelles in September. I was not able to land a job in Brussels but got a really good position in Wavre. Is it a normal move to decide to live in Bruxelles to be closer to activities/social life as a young worker or is it some kind of needy move ? My position includes a company car and maybe some clients in Brussels (its a SAP consulting job)

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Hi Team, I am encountering some issues. There is an API that I need to call, and in that API it calls out to an SAP API. The process is a success and it takes about 38s, which mostly is due to the SAP API slow response, but in postman I get status 502 after only 30s. I have made another test API to call another API that will wait for 60s before returning a response, and after testing that API on postman I get status 200. This 2 API is hosted on the same gateway and in the same environment, the time out in the gateway and atom is set to 120s. There is also no load balancer before the gateway. Please advice on the cause of this issue. [the test api](https://preview.redd.it/5n8d7i85de9h1.png?width=1222&format=png&auto=webp&s=55c11c81b2603c05870a4f6b1ee4ced97f03b0a1) [the actual api](https://preview.redd.it/c90kwom7de9h1.png?width=1222&format=png&auto=webp&s=87653c80d8aa70db9651707e609d402c651412e6) [the timings from Boomi reporting](https://preview.redd.it/0ddyc2edde9h1.png?width=1461&format=png&auto=webp&s=07a57dd77fcdd8fc082b718ca2ccb909628435a0)

I am a BCOM Accounting graduate since 2024, not really a fresher at this point. I have some experience working at a family business since 2022 till recently because I moved to Germany. The business is a small one, i was a "junior accountant" where i did the usual upkeep of the accounts and tax filing but I did payroll and visa related works for the employees as well. I also have a small amount of experience in real estate as a broker because my family wanted to try that, did not close any deals though. I did CIMA and completed the SCS exam as well, so it would be considered as partially qualified till I submit my PER details. Now I am in Germany, applying for a master's, which I hope I get into any of them. I applied for some courses related to business data analytics, entrepreneurship and business administration. While that is happening, I started thinking to myself it would be good to do a certification or a course in the meantime, even if I do get into anywhere, the semester starts in the winter. So now I feel like maybe I should try doing SAP FICO on S/4HANA because I heard it's a valuable certification. Do any of these actions make any sense at all? Am I wasting time doing random bs? Will any of these actions help me get a job in Germany?

Hi everyone, I'm a final-year [B.Tech](http://B.Tech) AIML student and recently got placed at Accenture. I received my project/domain allocation, and I've been assigned SAP Transportation Management (SAP TM) with BN4L. To be honest, I'm disappointed because I was hoping to get into Data Engineering, Data Analytics, or an AI/ML-related role. My interests and projects are mostly in Python, SQL, data analysis, and machine learning, and I was expecting a role closer to that. My onboarding is expected to be around **mid-August**, so I wanted to ask: * Is it possible to find a different job before onboarding if I’m not satisfied with this role? * Has anyone successfully switched from SAP to a Data Engineering or Analytics role within Accenture? * Since domain changes aren’t happening, what should I focus on before onboarding to prepare for a future switch? * If a domain change isn't possible, what would be the best strategy to move internally after joining? * Would you even recommend starting in SAP TM if my goal is Data Engineering, or should I keep applying elsewhere? I'm worried that spending a year or two in SAP might make it harder to transition into Data Engineering or AI/ML later. I'd really appreciate hearing from anyone who's been in a similar situation or works at Accenture. Thanks!

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I’ve been exploring different accounting platforms and Zoho Books keeps coming up as a strong option for startups and small businesses. * How well does it handle **GST, TDS, and e‑invoicing** compared to Tally or QuickBooks? * Are the **automation features** (bank feeds, invoice reminders, mobile app) reliable in day‑to‑day use? * For businesses planning to scale, is Zoho Books enough, or do you eventually need to move to ERP systems like **SAP or Oracle**? * From a career perspective, is learning Zoho Books a valuable skill for accounting students and professionals in 2026?

In 2001, u/therealgariac made an interesting post on his website. On a chance encounter, he spotted a military UV-20A/PC-6, a military CN-235, a private Cessna Caravan 208, and a private Cessna Caravan 208B at "Base Camp." According to the Special Nevada Report, September 23, 1991, "Base Camp is used as a staging and support area for field personnel and as a recreation area for military and contractor personnel," in the vicinity of the Tonopah Test Range and the Nellis North Range. Both military planes were registered to the "427th Special Operations Squadron." After researcher Andreas Parsch filed a Freedom of Information Act request, the Air Force said the unit exists to "provide Short Take Off/Landing (STOL) aircraft and tactically qualified crews to support training requirements for the U.S. Army Special Operations Forces community, providing SOF personnel opportunities to train on various types of aircraft for infiltration and exfiltration that they may encounter in lesser-developed countries in which they train or provide training." The two Cessna Caravans were registered to a firm known as One Leasing Inc. One Leasing had an interesting past. On February 13, 2003, a Cessna 208 (registration N1116G) leased by One Leasing crashed in Colombia. After the crash, one American and a Colombian aboard were killed by FARC rebels, and three Americans, among them Marc Gonsalves, a former Air Force intelligence officer, were taken hostage and held by FARC for more than five years before being freed in a 2008 Colombian military rescue. When ABC News and others dug into One Leasing, the incorporation papers listed AAS Inc. of Hampton, GA, also known as Atlanta Air Salvage, as the incorporator, with Ronald B. Powers as its president. The men aboard were eventually established as contractors for California Microwave Systems, a Northrop Grumman subsidiary, conducting aerial drug and guerrilla surveillance under a program called the "Southcom Reconnaissance System." Shortly after these events, N403VP, one of the Caravans seen at Base Camp, passed to Worldwide Aviation Service LLC (33 S Last Chance Gulch, Helena, MT, a lawyer's address used by a number of aircraft linked to CIA "rendition" flights) and flew to Pope AFB on several occasions in 2003, the same base where the 427th Special Operations Squadron is a tenant unit. After this, Ronald B. Powers lived in relative anonymity until his arrest on August 8, 2013. In a Department of Justice press release titled "Former Air Force Employee and Two Contractors Charged with Bribery, Theft of Government Funds, Fraud, and Making False Statements Relating to Air Force Contracts," the U.S. Attorney's Office for the Northern District of Florida announced that a federal grand jury had returned a 34-count indictment charging three men with conspiracy, bribery, theft of government funds, disclosing or obtaining contractor bid and proposal information, honest services mail fraud, money laundering conspiracy, and making false statements. According to the indictment, the three defendants engaged in the following scheme. John N. Sims, a retired USAF officer working as a contractor and later a civilian Air Force employee, accepted bribes from George G. Cannady and Ronald B. Powers. In exchange, Sims steered USAF contracts to companies controlled by Cannady and Powers, using insider information he supplied, including Air Force operations, acquisition, and pricing data, to help them win work in support of a "USAF activity." Powers used his expertise and ability to locate, lease, and provide the equipment and items the activity required, while Cannady used his to obtain the contracts. Separately, Sims unlawfully retained classified national-defense information. Ultimately, Sims would lose his military pension for retaining these classified materials, under the Hiss Act, the federal statute (5 U.S.C. § 8312) that strips federal annuities from employees convicted of certain national-security and disloyalty offenses. Many of the court documents related to this trial were sealed. This case was so secretive that a SCIF had to be constructed in the Pensacola courthouse. According to the prosecutors, the defendants believed that the USAF would face "a Hobson's choice of either prosecuting the defendants and risking the disclosure of significant classified activities that could jeopardize the National Defense, or not doing anything about the fraud." However, the USAF chose to prosecute anyway, stating that "the USAF, through this prosecution, has agreed to place this extremely sensitive, classified program at risk" to send a message. Now, what on earth is this "USAF activity"? What were these contracts? What was the classified information Sims retained? The press release doesn't say. So I had to dig deep. I pulled the entire docket on PACER and read through hundreds of pages of court documents. First, let's discuss Sims's background and a little of his history in the USAF, as I believe it offers some of the most detail into this program. According to LinkedIn, after around 12 years in the Air Force, Sims attended the School of Advanced Airpower Studies (SAAS) from January 1997 to January 1999. (The school was later renamed the School of Advanced Air and Space Studies, hence the modern "SAASS" acronym in the quote below.) https://preview.redd.it/j1xoazxx8d9h1.png?width=532&format=png&auto=webp&s=d14fd26fd41e34efb03d12b70055e9cc6df89637 According to their website, "SAASS creates warrior-scholars with a superior ability to develop, evaluate, and employ airpower within the complex environment of modern war. Upon completion of all requirements and with faculty recommendation, graduates receive a master of philosophy degree in military strategy." Sims's thesis, in attainment of his master's degree, was titled "Shackled by Perceptions: America's Desire for Bloodless Intervention." Sims's essay begins with the line "Conventional wisdom holds that Americans eschew casualties," and this is the basis for his core argument. The conventional wisdom that the American public cannot tolerate losses is wrong, and it is dangerous to base military doctrine and policy on that premise. If we advertise this doctrine to adversaries, we teach them that it is possible to inflict a handful of losses on troops and paralyze American action, putting adversaries at an asymmetric advantage. If this timeline is accurate, Sims was assigned as Chief of Air Force Strategy Development shortly after finishing SAAS. In a 1999 SAAS thesis by Maj Thomas Deale, the author cites "Maj John N. Sims, HQ USAF/XOCI, Bullet Background Paper on the Halt Phase, September 1998." This would indicate that Sims was assigned to USAF/XOCI from 1997 to 1999. What is USAF/XOCI? Results on Google are sparse. However, a DTIC search reveals the following citation: "Background Paper, HQ USAF/XOCI, C2ISR Integration Division, subject: Effects Based Operations \[EBO\]," listed in yet another academic paper, Constraints, Restraints, and the Role of Aerospace Power in the 21st Century. There are a few references to USAF/XOCI in the public domain, mainly academic citations to internal DOD memoranda, and many of these relate to the development of strategy in relation to EBO. Let's touch on EBO, because it may help shed light on Sims's later classified work. According to Air Force Magazine, EBO posits that the purpose of a military operation is to achieve a desired strategic, operational, or tactical effect, such as neutralizing the enemy or holding him in check, but does not in every instance require the destruction of the enemy force, especially at the expense of high casualties. The article explains that EBO originated in the Air Force in the 1990s and was a hot topic for war colleges and military journals until the term was disavowed by order of the commander of U.S. Joint Forces Command in 2008. According to "Transforming Warfare with Effects-Based Joint Operations," C2ISR enhances capabilities by "dramatically reducing, and in some scenarios, even eliminating the need for US land forces to engage powerful enemy army units in close combat." C2ISR lets EBO work, and Sims was posted to the division building it. Sims's 1997 thesis warned that American casualty-aversion was a weakness. An adversary who understood it could inflict a handful of losses and paralyze American action. EBO offered a way out. If you can win by effect instead of attrition, you never take those casualties in the first place. Sims would spend the next two years at XOCI helping to build the doctrine designed to close the gap his thesis had identified. In 1999, Sims left USAF/XOCI. As far as I can tell, there are no publicly available references to Sims, or to what he did, between 2000 and 2013, which is the first date that appears in court documents pertaining to his activities at the Air Force. In AFOSI photographs of Sims's personal belongings, we can see several farewell messages penned to him. One reads, "Good luck in your next assignment and try not to forget us little people." Another appears to say, "Seriously, have fun being back in the cockpit and command." https://preview.redd.it/hk6mzjag9d9h1.png?width=428&format=png&auto=webp&s=3b403bd15498fdd98045c7cf9a6eea1f1b68e0ba https://preview.redd.it/ushljk5p9d9h1.png?width=692&format=png&auto=webp&s=5610fdbfab7f79a929d8c346e790fcc332e919f3 In 2004, personnel documents describe Sims's role as a "Supervisory Intelligence Operations Specialist," with a GS-0132-14 pay grade. The position-classification standard maintained by the USAF Civilian Personnel Office states that this occupation includes intelligence research and analysis, along with the organization of activities for the collection of raw intelligence and the dissemination of finished intelligence. As the title indicates, Sims's position was supervisory in nature. The documents explain that Sims was "Chief of Special Projects," heading the Special Projects Flight. This program executed tasks directed by the Secretary of Defense. Sims served as a senior advisor to the unit commander and was required to communicate with the Department of State, DCA, DoD, AFOSI, DIA, NSA, and the FAA for the planning, coordination, and execution of exercises and mission tasking. Sims was required to possess a TS/SCI clearance. The personnel document states that the employee must be able to integrate aircraft movements to achieve a tasked objective, including the development of aircrew mission set-up packages and \[redacted\] training and \[redacted\] communications plans approved by NSA. It states that they must have knowledge of \[redacted\] operations doctrine and DIA \[redacted\] policies, to include domestic and overseas command relationships. It also states that Sims was responsible for deception planning to protect the integrity of missions. It proceeds to state that failure to meet aspects of the mission could place U.S. lives in danger and sacrifice multi-million-dollar resources. It states that the employee is the primary expert in \[redacted\] plans and one of the leading authorities on \[redacted\] planning. According to a memorandum submitted by the unit commander, from a component of USAF HQ that is redacted in the memo header, out of the 29 applicants on the Air Force Candidate Referral Certificate only Sims had the experience critical to fulfilling the position. In a separate memorandum for the approval of "uncontrollable" overtime, it states that Sims was selected as a Supervisory Intelligence Specialist for \[redacted\] Command's most classified organization. I believe the redacted text is "Air Force Special Operations Command," and I'll explain why shortly. This memorandum also goes over some of Sims's duties, activities, and initiatives from March 2007 to June 2007. These include a three-day meeting at the Department of Transportation, a nine-day course taught in Portland, OR, and a two-day \[redacted\] meeting in DC on a classified topic. He also wrote classified air plans, audited Presidential (POTUS) policies for protecting \[three-letter redaction\] against \[redacted\], formulated CONOPS, and reviewed upcoming classified GWOT (Global War on Terrorism) plans. [I believe the redacted portion reads Air Force Special Operations Command. I have edited this document to show how it might fit.](https://preview.redd.it/nu3k4rk9ad9h1.png?width=671&format=png&auto=webp&s=7ba9f5a2abc214f28bb40fe9ab6341fbd20ded61) The personnel document also states that the organizational location of this position was the Office of the Secretary of the Air Force, SAF/AAZS. I have not been able to find any information on SAF/AAZS. According to the Air Force Historical Research Agency, SAF/AAZ was formed in March 2014 for security, special program oversight, and information protection. According to a document released by Steven Aftergood, SAF/AAZ is responsible for overseeing and implementing SAP (Special Access Program) policy within the Air Force. Given the nature of Sims's work, I suspect SAF/AAZS had similar duties to SAF/AAZ, or is possibly a predecessor. The court documents themselves go no further than describing a "classified Air Force program" and never use the term "special access program." I would be very interested to hear if anyone has more information on this office. https://preview.redd.it/k1kiiqwajd9h1.png?width=742&format=png&auto=webp&s=66a6ff73088f4247a67b59ceacb90ee2e4aa1953 This personnel document, as well as separate court documents, states that Sims was first hired as a contractor. The documents present a work order similar to the one he was hired under, a "SETA IV" work order. We'll come back to this detail shortly, because it supports the claim that Sims was part of a classified organization under AFSOC. During Sims's sentencing, his defense attorney went into more detail about his role. He stated that pictures were shown to the court of Sims returning from Iraq and various other countries in service of his country. He also stated that Sims had been "detained" in the service of his country, but did not go into further detail because the facts were classified. The defense also submitted two letters from Lieutenant General Hester attesting to Sims's work for the Air Force. Sims himself described spending two and a half hours with General Hester during his 2010 resignation from the program. Sims's own description of the mission was that he was "hired as a contractor to implement a vision that was very difficult, had never been done before... hired to try to take a program into the future and to replace legacy tactics, techniques, procedures, capabilities, operational support, \[and\] infrastructure with very little guidance on how to do that." This formed one of Sims's justifications for his actions, a claim during sentencing that Powers and Cannady provided a unique set of abilities, expertise, and equipment to support the USAF, and that Sims acted altruistically in setting up these contracts. It does not, however, excuse the fact that he took bribes and concealed his involvement from the USAF. I believe I have now covered most, if not all, of the details relating to the organization to which Sims was assigned that are contained in the unsealed court documents. We will now turn to the actual contracts awarded in support of this classified activity, the companies set up to obtain them, and a little more about Powers. Unfortunately, I do not believe I have enough information to determine what this classified activity actually pertained to, but I will provide enough evidence to make an educated guess. According to the Statement of Facts that Sims signed when he pled guilty, the scheme moved roughly $5.5 million in USAF contract money in total, of which about $4.2 million flowed through Company A between 2005 and 2009. For his help, Sims received 35 payments from Cannady between December 2005 and April 2009, totaling exactly $193,601.96, the figure his own attorney would later round to "$193,000 over five years" The court documents identify three companies, Company A, Company B, and Company C. The documents do not disclose their identities, but I will explain what we know about each, so we can hopefully use the power of deduction to uncover them. ***Company A*** * Created by Powers in the early 2000s. Sat dormant. * In November 2004, all three signed a share-purchase agreement for equal shares. (Private document, not filed publicly.) * In January 2005, Sims drafted the USAF contract requirements that built in the use of Company A. * First contract awarded in September 2005, a month after Company B was secretly formed. * In February 2005, Powers gave Company A to Cannady, who became the sole owner. * Won a series of contracts worth about $4.2 million (2005 to 2009), including a 2007 aircraft lease-service contract worth approximately $420,000. * Cannady also used Company A to renovate and lease an aircraft hangar to the activity. The USAF paid for the renovation up front via a $50,000-per-year rebate over eight year ***Company C*** * Created on September 27, 2007, by Powers and Cannady. * Used to obtain a further contract worth approximately $900,000 in USAF work, with insider information provided by Sims. * Powers obtained the contract in or about September 2007. ***Company B*** * Incorporated in a state outside Florida (Nevada), founded in August 2005 as a 50/50 partnership between Sims and Cannady. * Became the sole owner of Company A via an operating agreement signed in the spring of 2006. (Private document, not filed publicly.) * Existed to conceal the arrangement. First, I signed up for OpenCorporates and searched for all three individuals, coming across the following companies. I performed an exhaustive search for companies owned by John Norman Sims and found no responsive results. I believe it is possible that if Sims created a company, possibly Company B, it may be impossible to discover, since he may have used a registered agent. Since we know the companies were established in the early 2000s, August 2005, and 2007, we should be able to whittle down the list. Assuming Powers and Cannady established these firms under their real names, we are left with the following. Companies established between the early 2000s and 2007 by Powers include AIR QUEST, INC.; ATLANTA AIR LEASING INC.; and ATLANTA AIR RECOVERY & STORAGE, INC. For Cannady, these include CENTURION AVIATION CORPORATION (Nevada), INTERNATIONAL FLIGHT SUPPORT (Nevada), GLOBAL OPERATIONS GROUP, and ATLANTA AIR SERVICE. I will not include the rest of these companies, as one was founded in 2013 and the others in the early 1990s or late 1980s. https://preview.redd.it/vlezl0dhbd9h1.png?width=505&format=png&auto=webp&s=451be09c082f9e0c416d25e385bc3875ab1d0f67 https://preview.redd.it/k5v1qi1nbd9h1.png?width=500&format=png&auto=webp&s=3bed9806b967123a953c059bc1cc3d39db19b41c Let's start with Company A. Immediately, we notice ATLANTA AIR SERVICE, owned by Cannady. This naming scheme also appears to be popular with Powers. Recall that Company A was established in the early 2000s, was created by Powers, sat dormant, and Cannady became the sole owner in 2005. It also obtained a lease for a hangar, and the cost was paid up front by the USAF. Let's bring up the Georgia business entity database and view the articles of incorporation. First, we see that Atlanta Air Services, Inc. was established in 2002 (the early 2000s), and that George G. Cannady is the CEO, CFO, and Secretary. Let's dig deeper, pull up the filing history, and pull the 2003 Annual Registration. https://preview.redd.it/a5sryzstbd9h1.png?width=582&format=png&auto=webp&s=c0809ddcc87015bebbe35a0633c53d73e2f28499 https://preview.redd.it/4kpcrp38cd9h1.png?width=577&format=png&auto=webp&s=0943c071bcf65f1534ba46e793028fc6cd568778 Bingo. The CEO in 2003 was Ronald B. Powers. A closer look at the Annual Registration reveals that Powers last appears as CEO in 2004, and Cannady appears as CEO in March 2005. According to the court documents, Cannady became CEO in February 2005. This is a strong candidate for Company A. Next, I performed a comprehensive search for Atlanta Air Services, Inc., hoping to find information related to the hangar lease arrangement. It was not hard to find. In the Horry County Council regular meeting minutes, I found the following text: ***"Second reading public review of Ordinance 198-05 authorizing the administrator to execute a lease agreement with Atlanta Air Services, Inc., for Hangar 359 on Myrtle Beach International Airport premises. Mr. Hardee moved to approve, seconded by Mr. Worley. There was no public review. Sheryl Schelin spoke on the revised ordinance stating that Atlanta Air Services had requested the removal of a guarantee provision of performance of a lease and in lieu of that they be allowed or mandated to pay annual rent in advance. Mr. Barnard moved to amend to remove the guarantee provision of performance of a lease and add a mandate to pay annual rent in advance, seconded by Mr. Schwartzkopf. The motion to amend passed."*** This reveals that Atlanta Air Services, Inc. executed a lease in 2006 for Hangar 359 at Myrtle Beach International Airport. It also reveals that Atlanta Air Services requested that they be allowed or mandated to pay annual rent in advance, although it does not mention that they set up a rebate to be paid to Cannady, or that the USAF paid the lease up front. I am currently in the process of obtaining these lease documents. So now we can establish the following about Company A: **Company A** * Created by Powers in the early 2000s. Sat dormant. * In February 2005, Powers gave Company A to Cannady, who became the sole owner. * Cannady also used Company A to lease an aircraft hangar. I cannot verify the rest of the details. I have performed a diligent search for these contracts and I am not able to find any match. I believe this is because they were classified contracts. For instance, if you search Atlanta Air Services, Inc., you will notice that it has a CAGE code. CAGE codes are identifiers used by the U.S. federal government and NATO to identify business locations and contractors. In other words, Atlanta Air Services was set up to do business with the federal government. Yet despite holding a CAGE code, it has not obtained any contracts that I can find after a diligent search of [SAM.gov](http://SAM.gov) and Loren Data's SAM Daily, and a search for all aircraft leasing contracts issued by the USAF during the dates the court alleges the contracts were obtained returns no responsive match. It is worth mentioning that a company that is registered to do federal business but shows zero public contract records is what a classified contracting relationship looks like from the outside. Unfortunately, I was also not able to find a candidate for Company B or Company C. Cannady does have two companies that were established in Nevada, International Flight Support and Centurion Aviation Corporation. However, neither of these companies was established in 2005. I believe this company was possibly established using a registered agent, with representatives, possibly lawyers, sitting as officers, making it impossible to identify the company using either name alone. I was also not able to find a company established on September 27, 2007, by either Cannady or Powers. Next, let's discuss the evidence which suggests the organization Sims belonged to, and that the contracts were provided in support of, was under AFSOC. First, Sims own LinkedIn admits that he was apart of AFSOC. Sims lived in a residence in Florida located about a half-hour's drive from Hurlburt Field, which serves as headquarters for AFSOC. Second, we mentioned the SETA IV task order. SETA contracts are typically umbrella contracts. The government issues a master contract that defines the scope of work and pre-approves vendors. When a specific agency needs technical assistance, it issues a task order under the umbrella. If we perform a search for SETA IV on [SAM.gov](http://SAM.gov), we find the parent solicitation, FA0021-09-R-0004, and the notice itself states in plain text that "Headquarters Air Force Special Operations Command (HQ AFSOC) at Hurlburt Field, FL" was the issuing command. https://preview.redd.it/y8uxwg48dd9h1.png?width=941&format=png&auto=webp&s=0cec49ecf1e251970bd8290a36d4d31278d802e4 However, the "Special Mission Support" Performance Work Statement disclosed in the court documents is only an example of a similar task order. It cannot be the exact work order Sims was hired under, because Sims worked as a civilian from 2007 to 2010, and the work order in evidence is dated 2010. However, if we view the list of vendors under this contract, we see the name "WinTec Arrowmaker." If we look at LinkedIn, we see that Sims worked for WinTec Arrowmaker from 2004 to 2007. WinTec is therefore an AFSOC SETA prime, and Sims's own employment history places him inside it. If we perform a search for the earlier SETA III vehicle, we find a similar contract issued by AFSOC to WinTec Arrowmaker in 2005 under SETA III. https://preview.redd.it/yk6v9g5vcd9h1.png?width=935&format=png&auto=webp&s=dadf07ea05192574d3110a2d344e49abca05a649 The dates do not line up perfectly with Sims's 2004 start, but the presolicitation was issued in 2004, so he could plausibly have been hired under it. The Statement of Facts states Sims was "hired by an United States Air Force contractor" from April 2004 to February 2007, so it is also possible that he worked under WinTec Arrowmaker for a short period before the contract was actually approved. Now let's discuss Powers's background. Powers's Sentencing Memorandum contains a wealth of information, though it is worth remembering that the memorandum was written by his defense. Powers's attorneys admitted his involvement in the Colombia mission, stating that "in the early 2000s, Mr. Powers' company assisted the Department of Defense with a surveillance mission in Columbia by providing modified aircraft." The memorandum also includes a letter supporting Powers's character from Thomas Howes, one of the three Americans held by FARC for more than five years after the 2003 crash. Howes was captured aboard an aircraft leased from one of Powers's own companies, and yet he wrote in support of Powers, praising him from "their 17 years of work together in aviation." The memorandum also includes a letter from Joseph Fluet, a retired U.S. Army helicopter pilot who, according to the filing, "purchased several aircraft from Mr. Powers for use on a crucial U.S. Government program overseas," a relationship his lawyers describe as "multi-year, multi-million dollar." It also quotes a June 13, 2007 letter from the Department of the Air Force, on a redacted letterhead, signed by Mark D. Pruitt, Lt Col, USAF. Writing to apologize for a "mishap" involving Powers's aircraft, Pruitt states that "the aircraft that you provide for us are a crucial part of the training that we provide pilots before they are sent overseas to execute operations." According to RocketReach, "Mark Pruitt brings experience from previous roles at L3 Technologies, *Air Force Special Operations Command* and United States Air Force," https://preview.redd.it/uxwritqndd9h1.png?width=653&format=png&auto=webp&s=a4be6dbcc1e28843715f93b30c310739bff5ad73 The document also contains photographs of Powers's challenge coins and patches. Units typically hand these out to contractors who work with them. They include a patch from Big Safari, a secretive Air Force organization responsible for modifying aircraft for special reconnaissance and special-mission use, one from the 66th AOS, and one from the 427th Special Operations Squadron. The 427th is the same unit whose aircraft appeared at Base Camp in the Nevada desert. You can [find these patches on a post](https://www.reddit.com/r/area51/comments/1ucblao/some_patches_associated_with_427th_sos_and_other/) I recently made on r/area51. https://preview.redd.it/vvubrohqid9h1.jpg?width=430&format=pjpg&auto=webp&s=bc783ab61fa20ecf1277013f97c6451de6ecf371 Finally, let's recap what we know about these contracts. They were issued in support of a classified activity run by what one memo called a Command's "most classified organization," likely Air Force Special Operations Command. The activity used planes owned by civilian contractors, operating from civilian airfields. According to the personnel document, the aircraft involved communications plans approved by the NSA. Sims, the "Chief of Special Projects" and head of the "Special Projects Flight," was the officer who drafted the requirements and administered these contracts. He came to this role after serving as a Chief of Air Force Strategy Development at USAF/XOCI, which was responsible for Command, Control, Intelligence, Surveillance, and Reconnaissance integration. Powers, who supplied the aircraft, had previously provided similar civilian aircraft for surveillance flights over Colombia, and may have a connection to Big Safari, which modifies aircraft for special-mission use. Simply put, I believe these aircraft were used for a clandestine aviation program that relied on civilian aircraft to do things the U.S. does not want attributed to the U.S. military. I do not believe this particular unit was tied to the Colombia operations. The statements that photos of Sims in Iraq were shown to the court, and that he had been "detained" in the service of his country, lead me to believe this was an international program. The involvement of the NSA and DIA leads me to believe it may have supported SIGINT for the Air Force using civilian planes. I have created a Google Drive containing of all of the files I acquired from PACER. I am working diligently to obtain more information about this program and I will update the community when I learn more. [https://drive.google.com/drive/folders/1-mR0YLgcwkdfup9cDmEvGBIVZ8P1CubN?usp=sharing](https://drive.google.com/drive/folders/1-mR0YLgcwkdfup9cDmEvGBIVZ8P1CubN?usp=sharing)

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Hi everyone, I got assigned to the **SAP Order Processing** stream at Accenture, but I've always wanted to be a Software Developer. I enjoy coding and don't want to lose that path. Can any seniors guide me? * What is the career growth in SAP? * If I stay for 2–3 years, will it be difficult to switch to Software Development? * What roadmap would you recommend for someone who ultimately wants to become a developer? Would appreciate any honest advice from people who've been through this.

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NOC mismatch: OINP Nomination Certificate says 22222, but my job duties match 21222 — what do I declare on eAPR? OINP Human Capital Priorities nominee here. Quick situation: \- My OINP draw targeted multiple NOCs, including both 21222 and 22222. \- Company job duties letter says "Test Engineer" (22222), but my actual duties are of SAP System Consultant, which belongs to NOC 21222. \- I submitted my OINP file with job duties w.r.t. 21222, and was successfully nominated since both NOCs(22222 & 21222) were present in OINP draw. however, my Nomination Certificate says 22222 only( and not 21222). \- I am at eAPR stage now, I created my Express Entry profile w.r.t. 22222 and have received ITA now, since my company’s job duties letter belongs to 21222 and not 22222, what should I do? Should I declare 21222 with a Letter of Explanation, or stick with 22222 to match the certificate? Since both NOCs were in the same OINP draw, does switching put my nomination at risk? Has anyone switched NOCs between Provincial Nomination and eAPR successfully? Any advice is appreciated 🙏

Hey guys, I was supposed to have an Certified Solutions Architect Professional (SAP-C02) exam today but my proctor ended it 20 minutes before the start. I'm not sure what was the reason. On the check-in process, I got a message on my phone that there's something wrong with uploading my passport photo and I need to go back to the desktop app. In the desktop app, I've seen a message like "your proctor ended your exam, please take a survey". I contacted the Pearson's OnVue support and it took about 20 minutes for them to create a support case. BTW, do they \*always\* ignore the details that you provide and just propose you to "try to restart"? So, did someone have the same situation? Do I get it right that they'll offer me to reschedule my exam and it's going to be alright? UPD: And yes, I had a chance to reschedule the exam myself a few minutes before the start but I received "I need a few more minutes to solve your problem" messages in the support chat and I hoped that they can help me. So if you are in the same situation as me, try to reschedule the exam in parallel with contacting the support - it seems to be more efficient If you need help, visit our website: hiraedu. com OR If you Need practice test / Mock Test, visit our site: Brainliest

Hello, I'm looking for advice on where to start my career shift. I've been an SAP Developer for 11 years, and did comprehensive QA for AI annotations and QA in AI Training Data for 2 years now. Do you think it's too late for me to shift, as I'm already in my late 30s? Cybersecurity was and still is on my mind even after graduating college, but I got too comfortable in the software development role. Do getting Coursera certificates hold any weight? I just don't want to go back to school and go into debt. Will there still be a huge demand in Security/CS roles in the near future? Any advice for path is highly appreciated.

Hello all! I’m starting up my own sole bookkeeping/accounting/tax endeavor and was seeking advice regarding pricing amongst the different bookkeeping softwares. I have worked in public accounting and industry as a tax accountant using QB desktop, Xero, and even Sage and SAP for my clients and employers in the past. Now that I’m doing it myself, I’m having trouble navigating the pricing for accountants. Can any bookkeepers/accountants that are sole entrepreneurs share some insights as to recommendations for managing multiple clients in one software without breaking the bank? I currently can start onboarding 2-3 clients but need to pick a software to begin with!