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Exam Code: HPE2-E67 Practice exam 2022 by Killexams.com team
HPE2-E67 HPE IT Business Conversations

Exam ID : HPE2-E67
Exam Title : HPE IT Business Conversations
Exam type : Web based
Exam duration : 1 hour 15 minutes
Exam length : 50 questions
Passing score : 70%
Delivery languages : Latin American Spanish, Korean, German, French, Brazilian Portuguese, English, Japanese

Exam Contents
This exam has 50 questions. Here are types of questions to expect:
- Multiple choice (multiple responses)
- Multiple choice (single response)

Exam Description
This exam tests your ability to identify potential HPE customers and then validate and qualify opportunities to sell HPE hybrid infrastructure solutions. It will test your ability to be conversant in the language of hybrid infrastructure and the critical role IT must play in making a business successful.

35% Understand the Customer
- Explain the trends affecting yourcustomers business and buying decisions
- Describe digital disruption trends and technologies and their effect on yourcustomers
- Explain how HPE can help yourcustomer on their digital transformation journey
- Explain how you can use the Business Value Framework to understand yourcustomers and uncover sales opportunities
- Describe the Business Value Framework and explain itscomponents
- Describe how the Business Value Framework helps you understand yourcustomers businessrequirements
- Identify and pursue sales opportunitiesrelated to hybrid infrastructure
- Explain the issuescustomersface when transforming to a hybrid infrastructure
- Demonstrate that you can engage key decision-makers and discussthe issuescustomersface in transforming to a hybrid infrastructure
35% Qualify and Validate the Customer
- Validate and Qualify the Opportunity for a Hybrid Infrastructure
- Use appropriate discovery questionsto uncovercustomer needs, business drivers, and requirementsrelating to a hybrid infrastructure
- Explain the businesscase for how Hewlett Packard Enterprise meetsthe customer requirementsfor hybrid infrastructure
- Describe how you can use the Business Value Framework to begin to validate and qualify customers
20% Understand HPE Competitive Advantages
- Describe innovative productsthat provide HPE a competitive advantage in hybrid infrastructure
- Identify and overcome barriers and objections by recognizing Hewlett Packard Enterprises key differentiatorsin hybrid infrastructure
10% Understand HPE Financial and Technology Services
- Leverage Hewlett Packard Enterprise Technology Services and Financial Servicesto add value to the sale

HPE IT Business Conversations
HP Conversations thinking
Killexams : HP Conversations thinking - BingNews https://killexams.com/pass4sure/exam-detail/HPE2-E67 Search results Killexams : HP Conversations thinking - BingNews https://killexams.com/pass4sure/exam-detail/HPE2-E67 https://killexams.com/exam_list/HP Killexams : Work Matters: Groupthink and how to avoid it

ALBANY — We all want to be part of the crowd. We want to belong. From an ethics perspective, conforming to group norms can be good but it can also be very bad. Groupthink is defined as the practice of approaching issues as matters to be dealt with by consensus of a group rather than by individuals acting independently. Many times, consensus is the goal, and it is seen as a good thing.

On the flip side, many careers have been stifled by “old-boy networks.” The addictive nature of social media networks has evolved into a modern version of groupthink. It degrades critical thinking because mass opinion-sharing is encouraged. Groupthink can lead to collective rationalization, lack of personal accountability and pressure to acquiesce. Groupthink has been identified as a common factor in bad decision-making and serious ethical breaches.

Groupthink can set up an “us vs. them” mentality that results in marginalizing individuals who disagree with the group. This professional shunning is a major reason why unethical behavior is not reported.

Youth suicide has also been linked to groupthink shunning. 

Let’s face it.  In business, groupthink can be easier because collaboration is guaranteed. However, great team leaders understand that the best teams are comprised of different perspectives. They develop ways to balance strengths and weaknesses to optimize results.

These leaders learn how to build and manage well-rounded teams.

I collected some top strategies used in building effective, well-balanced teams:

-Assessing personalities- Many organizations use tools like Predictive Index or DiSC, which can offer a profile of an individual’s personality traits,  and then discuss the results of the assessments with their teams. The information can help members to understand each other strengths, weaknesses, and preferred work styles. It can help open conversations about how to apply this new knowledge to Excellerate collaboration and interactions with customers and others.

-Emphasize mutual respect- The most important aspect of this model is making sure all individuals respect each other’s opinions and ideas. They learn to understand that one person’s weakness is another person’s strength that can be leveraged to the team’s advantage.

-Disrespectful behavior should be dealt with immediately so as not to interfere with the flow of ideas. Things break down when team members can’t trust one another. 

-Rewarding collaboration- Building a team of different-minded individuals will undoubtedly result in more disagreements. The team can learn to leverage each other’s points of view to create an abundance of ideas and focus on achieving common goals. The teams that do this successfully are rewarded regularly in various ways- recognition, bonuses, etc.

-Finding team members’ strengths- Standard professional development programs, like our education system, has conditioned us to focus on improving our weaknesses. Rather, a company’s professional development programs can be converted into finding people’s strengths. There are many good tools that can help managers do this. The theory is that individuals who leverage their strengths become confident in their roles. Identifying team members' strengths will make them thrive.

Fri, 05 Aug 2022 05:00:00 -0500 en-US text/html https://www.timesunion.com/business/article/Work-Matters-Groupthink-and-how-to-avoid-it-17351088.php?IPID=Times-Union-HP-business-package
Killexams : Jury selection begins in 2nd trial in Whitmer kidnap plot

GRAND RAPIDS, Mich. (AP) — After questions about guns, politics and COVID-19, a jury was selected Tuesday for the second trial of two men charged with conspiring to kidnap Michigan Gov. Gretchen Whitmer over their disgust with restrictions early in the pandemic.

The judge and lawyers settled on 18 people, including six alternates, to hear the case against Adam Fox and Barry Croft Jr.

They're on trial again after a jury in April couldn't reach a verdict. Two co-defendants were acquitted and two more pleaded guilty earlier.

U.S. District Judge Robert Jonker repeatedly told prospective jurors that some familiarity with the case wouldn't mean exclusion.

“It's not disqualifying to have views one way or the other,” he said. “It's disqualifying if the views become more important than what the law or the evidence is.”

The plot to kidnap the Democratic governor followed training in Wisconsin and Michigan and two trips to scout her second home in northern Michigan, according to evidence in the first trial.

Fox, 39, lived in the Grand Rapids area and Croft, 46, is from Bear, Delaware. They regularly communicated with other extremists who were angry with Whitmer and various public officials, evidence showed.

Convicting or acquitting the men can't be influenced by “whether you like Governor Whitmer or dislike Governor Whitmer,” the judge told the jury pool. “It's not if you think masking mandates or vaccine mandates or any other response was good or bad policy. It's not a proxy for any of those things.”

Some people were dismissed for health reasons or for political views they couldn't set aside. One man, whose mother is an elected county clerk, was scratched after he said he has no tolerance for violence linked to politics.

“I don’t think you would want me on the jury,” he told Fox's lawyer.

The jury will hear secretly recorded conversations and see text messages and social media posts favoring violence. Defense attorneys, however, will hammer away at the credibility of undercover FBI agents and informants who fooled the group into thinking they were allies.

Lawyers for Fox and Croft will argue they were shielded by the First Amendment and entrapped by the government every step of the way.

“Utter nonsense,” Fox's attorney, Christopher Gibbons, said in spring, referring to a kidnapping plan.

Tue, 09 Aug 2022 01:32:00 -0500 en-US text/html https://www.timesunion.com/news/article/Jury-selection-begins-in-2nd-trial-in-Whitmer-17361321.php?IPID=Times-Union-HP-nation-world-package
Killexams : Hard West 2 review - absolutely stellar fun
Clever tweaks to a brilliant formula make this a tactics game just built for experimentation.

Someone once wrote - I can't find the piece, of course - that the reason Peanuts is better, and also weirder and sadder, than other gag comic strips is that it has four panels rather than three. Most comic strips find that three is enough, and why wouldn't it be enough? Setup, development, punchline. The fourth panel in Peanuts is where things get weird and sad. A moment after the joke. A human moment, awkward and brilliant and often deeply memorable.

Anyway, I thought of this yesterday when pondering why most XCOM-alike tactics games have two action points, while Hard West 2 has three.

Let's take it back to the start: Jake Solomon's XCOM reboot Enemy Unknown hit on something very special when it reduced the complexity of a turn-based tactics game down to a simple idea: each unit can do two things per turn. You can move and shoot, or you can move twice, etc etc. It's not really a reduction in complexity, actually, but a clever repositioning of complexity. By making the rules of the game clear and non-fiddly, it allowed players to understand that the really engaging decisions lay out there on the actual battlefield. It wasn't how to move and shoot, it was what you might do through moving and shooting.

A Hard West 2 gameplay trailer.

Deep breath. Lots of games took that and ran with it. It became clear, in fact, that Solomon and his team at Firaxis had basically created a new sub-genre in tactics games: the XCOM-alike. A lot of XCOM-alikes take the two-action-points-per-turn business and transpose it to a new theme. You get great games like this, of which I believe the original Hard West was one. XCOM but ghostly cowboys. Yes please.

But three action points? This is properly building on the basics of the genre in interesting ways. Move, then shoot, and then...? Answering that question is where a lot of the fun of Hard West 2 lies. (I think Hard West 2 introduces the third action point, but no matter if I'm wrong and it's in the first game - Hard West 2's certainly been the game in which I first started to really think about the whole thing.) What kind of fun? Fun like synergies between units! Synergies like, you know, blowing up another of your own units on purpose.

Hold that thought. Right. Hard West 2 is another spooky cowboy game. It's the old west, but everything's gothic and frightening. A ghost train is terrorising the plains, controlled by an actual demon who has a proper beef with you. Get a posse together, tool up, and get after the train. That's all you need to know about the plot, really, other than that it allows for ambushes, bank jobs, mining town shoot-outs, train robberies, and all that great cowboy stuff - with added ghosts, of course.

Hard West 2
The story sections feel a bit more restrained than in the first game, but it's still a blast.

Taken as an XCOM-alike it's still an exemplary force for clarity. Instead of building a base between missions you move around a map, uncovering new locations like towns and haunted shacks and evil trees. You play out narrative set-pieces that may strengthen bonds with members of your posse (these grant new traits and abilities) or get you some extra loot or cash. You heal in towns - after each mission here, you do not auto-heal, which is worth knowing from the off - and you talk to sheriffs and take on side quests and hang out in saloons. And then there are the missions themselves.

Let's take it one thing at a time. You can choose a selection of your posse to go into each mission, and you can equip them with weapons and sub-weapons ranging from pistols to rifles to melee whacking things. You can provide them stat-boosting trinkets and equipment like band-aids or grenades or tins of beans. And you can equip them with playing cards - this definitely was in the original Hard West but it's so good we're going to go over it again here, because I love it.

Playing cards! You win them from missions and then use them to make hands. Each unit can have a five card hand, and depending on which cards you provide them, it opens up new traits and abilities. A pair might allow you to swap XP with an ally, two pair might grant you a status effect after a kill, while a flush might allow you to swap an in-battle resource for a full heal. Here's the thing, though: five cards. Not much to play with, is it? So if you have a flush, good for you - but you can't have two pair at the same time. So traits and abilities are this endless choice. The lord giveth and taketh away, with a flourish. It's the kind of character build choice that I love in a game like this, because it's exciting - abilities are exciting - but it's also painful. It hurts to lose out on something, even just for one mission. And it makes you lust over those cards like they're made of diamond.

Hard West 2

All of this stuff matters because missions require the absolute most of you and your units. You can screw up here because you took the wrong units onto the battlefield, but also because they had the wrong equipment on them, and the wrong cards firing the wrong skills and abilities to flickering life. That's not quite true, because it makes it sound infuriating and binary. What I mean is that I have made the wrong selections for the play style that it turns out I want to play on the map I am faced with at that moment. Maps are huge and rangey here - valleys and chasms and dusty main streets that go on for ages. Plenty of enemies, and different types of enemies. And let's stop here for a second to talk about the one thing in Hard West 2 that I love most of all.

It's called Bravado, and it's so good that I could see the genre-shifting potential in it when I first read about it in an excited email from a friend. Those three action points: use them to kill an enemy, and WHAM. You get them all back again. So you kill someone, and you get a unit completely refreshed. Maybe you then kill someone else: WHAM. Bravado kicks in and you're good to go once more. You can chain kills, refreshing yourself with each dead baddy.

The end result of all this stuff is that I have finished a mission and then immediately replayed it, rather than moving onto the next. The next will be great, sure, but I want to experiment with what I just played again.

So much to talk about here. Firstly, yes, it means that a screen filled with baddies might actually be a turn's work rather than an entire evening, which is very nice if you have a dinner reservation. Secondly, it adds a chugging propulsiveness to the game that rivals the pounding energy of the most thundering wild west locomotive. Thematic resonance, mates. Also! It encourages you to take risks - to over-extend yourself because you're betting big. It encourages you to use your units together - you whittle these guys down and then I will sweep in and kill them one two three just like that, to butcher a beloved cummings poem. And also: you can trigger bravado even if you kill one of your own guys, by blowing them up. Repeat: blowing up your own guys is a synergy strategy here, and far from the only one.

I will leave you to unravel the synergies themselves, because there's three acts-worth of fun in that alone. Suffice to say enemy designs only make things more tricksy and compelling. Grenade guys - I forget the actual names, demolishers? - are the worst. The moment they appear and start to charge I drop what I'm doing and try to take them out. Not because grenades are a pain, although they are, but because grenades cause bleeding, and bleeding leeches HP with every action a character takes, until they're appropriately healed. So drop everything and get the grenade guys. Ditto the evil spooky guys who can swap HP with you. Ditto the guys who can regain HP between turns: meat grinder territory. Hard West 2 isn't against throwing in some soft targets to turn Bravado into a little set-piece puzzle when you're in a spot, but the deeper you go, the more you find yourself thinking about target prioritisation above all else. Who to kill first.

Hard West 2
There's a lovely range of environments.

And who to do it with. This is finally where the character skills come in. You may have to heal your characters after each battle, but on the plus side, you can't lose them for good - if they die in a mission, they resuscitate afterwards. This means you'll be taking the same handful of heroes through the entire game, and learning how to get the most out of their skills over a long period of time. And what skills! One guy can barrage everything in a path in front of him. Another can swap places with another unit, hurting them as they go, effectively pulling a sniper, say, down from a distant tower and into the midst of your posse. Even standard weapons feel a bit like skills when you learn to use ricochet, targeting certain pieces of the scenery to shoot around corners and pull off impossible shots. Every game that has cover should also have ricochet. It's a treat.

The end result of all this stuff - and I'm leaving some things out, I'm sure, like horses! You can ride horses here! - is that I have finished a mission and then immediately replayed it, rather than moving onto the next. The next will be great, sure, but I want to experiment with what I just played again. I want to try a different approach - staying high for a power boost, or using luck more, a system that sees you gain a greater chance to hit enemies with every shot you miss, and every shot that misses you. I want to see what happens if I don't prioritise the enemies I think I should, or if I move quicker, or take different paths.

I love tactics games, I think, because of all genres, these are the games you really live in. You move so fast through a platformer or an FPS, but with a tactics game I can spend a half hour spinning the screen, clicking on enemies, trying to get a bit more out of a move I haven't even made yet. I lean back and I lean forward, taking in the whole vista one moment, and then pondering the potential of a single unit, a single skill, the next. All of that and ghostly cowboys? All of that and Bravado? All of that and that third action point to make sense of? Yes please. Absolutely.

Thu, 04 Aug 2022 20:00:00 -0500 en-gb text/html https://www.eurogamer.net/hard-west-2-review-absolutely-stellar-fun
Killexams : Helmerich & Payne, Inc. (HP) CEO John Lindsay on Q3 2022 Results - Earnings Call Transcript

Helmerich & Payne, Inc. (NYSE:HP) Q3 2022 Earnings Conference Call July 28, 2022 11:00 AM ET

Company Participants

Dave Wilson - Vice President of Investor Relations

John Lindsay - President & Chief Executive Officer

Mark Smith - Chief Financial Officer

Conference Call Participants

Derek Podhaizer - Barclays

Douglas Becker - Benchmark Research

Keith Mackey - RBC

Andrew Herring - JP Morgan

Tom Carstairs - Stifel Research

John Daniel - Daniel Energy Partners


Good day, everyone and welcome to today's Helmerich & Payne Fiscal Third Quarter Earnings Call. At this time all participants are in a listen only mode. Later you will have the opportunity to ask questions during the question-and-answer session. [Operator Instructions] Please note this call may be recorded and I will be sending by should you need any assistance.

It is now my pleasure to turn today's call over to Vice President of Investor Relations, Dave Wilson, please go ahead.

Dave Wilson

Thank you, Ashley, and welcome everyone to Helmerich & Payne Conference Call Webcast for the Third Quarter of Fiscal Year 2022. With us today are John Lindsey, President and CEO; and Mark Smith, Senior Vice President and CFO. Both John, and Mark will be sharing some comments with us afterwards, we'll open the call for questions. Before we begin our prepared remarks today, I'll remind everyone that this call will include forward looking statements as defined under the securities laws. Such statements are based upon current information and management's expectations as of this date, and they're not guaranteed the future performance.

Reporting statements involve certain risks, uncertainties and assumptions that are difficult to predict. As such are actual outcomes and results could differ materially. You can learn more about these risks in our annual report on Form 10-K, or quarterly reports on Form 10-Q and or other SEC filings. You should not place undue reliance on forward looking statements and we undertake no obligation to publicly update these forward-looking statements. We will also make reference to certain non-GAAP financial measures such as segment direct margin and other operating statistics. You'll find the GAAP reconciliation, comments and calculations in yesterday's press release.

With that said, I'll now turn the call over to John Lindsay.

John Lindsay

Thank you, Dave. Good morning, everyone. And thank you for joining our call today. I'm pleased with our performance during the quarter. The operational and financial results continue to reflect the benefits of our strategic initiatives we've been working on for several years now. In particular, the efforts by our sales and operations teams to Excellerate pricing and margin growth in our North America solutions segment. On our earnings call last February, and again in April, we discussed how rig pricing needed to reach $30,000 per day. And in our third fiscal quarter, we had roughly 20% of our fleet average revenue per day at or above that level.

This is a great start. But we also recognize that pricing needs to move further to achieve gross margins of 50% or greater to generate returns that fully reflect the value we deliver to customers with our flex fleet rigs complementary technology solutions. As intended, we saw a modest growth in rig count and exited the quarter with 175 rigs contracted in our North American solution segment. Fiscal discipline and contractual churn allowed us to re contract rigs without incurring additional reactivation costs and to redeploy them at significantly higher rates.

Our rapidly improving contract economics are driven by both H&P’s value proposition to customers as well as a market that's very tight for available super spec rigs. We believe the drilling solutions and outcomes we provide are increasingly being recognized and coveted by customers. It's encouraging to seek capital discipline in our industry. And when combined with the supply chain and labor constraints, we expect this could put a damper on the industry's ability to reactivate idled super spec rigs at significant scale during the buying season.

By the last two years that has been in calendar Q4, and Q1. This will likely perpetuate the supply demand tightness for super spec rigs and provide momentum for future improvements and contract economics. We are already seeing some customers inquiring about rig availability for the fourth calendar quarter of this year. They are realizing that the market for readily available H&P flex rigs is extremely tight. We're seeing some customers looking to add incremental rigs for 2023. The needs are typically in the range of one to four rigs. And there are some looking to replace a lower performing regular to flex rigs. But we are unable to comment on the number of rigs that we can add specifically today. It is important to underscore that going forward, we will apply the same discipline focus on financial returns and we're receiving commensurate compensation for the value we are providing.

Along those lines march -- mark will provide some high-level remarks on our fiscal 2023 CapEx response to potential future demand for our rigs in our idle super spec electrically. We continue to hear about the benefits our customers experience from our digital technology solutions, especially when combined with our uniform flex rigs fleet. As horizontal wells continue to trend toward greater complexity and longer lateral length, drilling efficiency and reliability are important factors that differentiate our premium super spec service offering.

On the international front activity is taking higher with further improvements in our South American operations and the potential for more activity in coming quarters. In the Middle East, preparations are underway to export some of our super spec capacity as part of our hubs strategy. Current plans have one rig moving overseas in the coming months with additional risks possible, depending on the speed of the opportunities that developed in the Middle East, compared to other competing international locations. Establishing our Middle East hub is an important step and expanding our presence in that region as part of a longer-term growth strategy.

Our scale and digital technology not only enhanced profitability in our North American solution segment, but we believe these are also crucial elements in our goal to grow internationally. There is a scarcity of digital solutions being applied in key energy producing regions around the globe, and developing ways to integrate new technologies will ultimately lead to Excellerate economic returns for all our stakeholders over time. In our offshore Gulf of Mexico segment, our people continue to deliver great value for our customers. As mentioned on the last call, we are implementing pricing improvements offshore and have made significant progress. We expect the margin contribution to continue to Excellerate going forward at moderately higher levels.

In closing, it is encouraging to see the industry rebound. But it should also remind us of past cycles driven by elevated commodity price was and how the drilling industry repeatedly responded by adding capacity, which then led to an oversupplied market. So far, the cycle seems different from both an operator and a service industry perspective. The plan at H&P is straightforward safety above all, value creation for customers and margin growth, getting paid for the value we provide. I'm encouraged by the achievements through the dedication of our employees, their passion and their service attitude they bring to the company. We all strive to deliver excellence each day to enhance the value we provide to our customers and our shareholders. As we move forward, I'm confident our shared values and commitments will endure and enable the company to maintain its leadership position within the oil service industry.

And now I'll turn the call over to Mark.

Mark Smith

Thanks, John. Today, I will review our fiscal third quarter 2022. operating results provide guidance for the fourth quarter of a full fiscal year ‘22 guidance is appropriate. Look forward a bit to fiscal year 2023. And comment on our financial position. Let me start with highlights for the recently completed third quarter ended June 30 2022. The company generated quarterly revenues of $550 million versus $468 million in the previous quarter. As expected, the quarterly increase in revenue was due primarily to increase revenue per day in North America solutions segment. As we have continued to increase pricing for drilling activity.

Total direct operating costs incurred were $377 million for the third quarter versus $341 million for the previous quarter. The sequential increase is attributable in part to the higher average North American solutions segment to recap and compare it to the second quarter. General and Administrative expenses totaled approximately $45 million for the third quarter, lower than our previous quarter but still in line with our expectations. During the third quarter, we incurred losses of $17 million related to the fair market value of our add non drilling investment, which is reported as a part of gains and losses on investment securities in our consolidated statement of operations. Our fiscal year to date gains on the NOC investment are approximately $48 million.

To summarize this quarter's results, due in part to the execution of our strategies to align pricing with value delivered, as well as disciplined cost management we had our first positive net income quarter in 10 quarters. Agency earned a profit of $0.16 per diluted share versus incurring a loss of $0.05 in the previous quarter. Third quarter earnings per share were negatively impacted by net $0.11 per share of select items as highlighted in our press release, including the loss on investment securities that I just mentioned. Absent the select items adjusted diluted earnings per share was $0.27 in the third fiscal quarter versus an adjusted loss of $0.17.

During the second fiscal quarter, capital expenditures for the third quarter of fiscal ‘22 or $70 million sequentially ahead of last quarter is $60 million. This is lower than our expectations for the third quarter. But we are still comfortable with the annual range of $250 million to $270 million that was previously provided. H&P generated approximately $98 million in operating cash flow during the third quarter, which is up over $70 million on a sequential basis from the $23 million in the previous quarter. I'll have additional comments about our cash flows and working capital later in these remarks.

Starting to our free segments beginning with the North America solutions segment, we averaged 174 contracted flex rigs during the third quarter up from an average of 164 flex rigs in fiscal Q2. We exited the third fiscal quarter with 175 contracted rigs which was in line with our previous guidance. We added four rigs to our active rig count in the third quarter, including three walking flex rig, drilling rig conversions that were completed in fiscal Q3. Revenues were sequentially higher by $77 million due to pricing increases for our flex rigs in the spot market as John mentioned, and as we discussed on the second fiscal quarter call. Segment direct margin was $168 million and just above the top end of our April guidances coincidently higher than second quarter fiscal ‘20 to $114 million.

Overall effects from the North America solutions segment increase in a sequential basis due primarily to the increase in average rig count. In addition, reactivation costs of 6.5 million were incurred during Q3 compared to $14.2 million in the prior quarter. Roughly half of these reactivation costs were for the three walking rigs conversions added this quarter for the balance related to additional reactivation costs for rigs deployed at the end of the March quarter. Total segment per day expenses, excluding reconditioning costs and excluding reimbursable decreased to 15,490 per day in the third quarter from 50,030 per day in the second quarter.

Looking ahead to the fourth quarter of fiscal ‘22 for North American solutions, as of today's call, we have 176 flex rigs contracted, and we expect to continue at that level through the end of the fourth fiscal quarter of 2022. As we stated last quarter, and much like our competitors are doing and we intend to maintain, remain within our CapEx budget for the fiscal year which translates to holding the line on rig reactivations. Our current revenue backlog from our North America solutions fleet is roughly $629 million for rigs under term contract. Approximately 65% of the US active fleet is on a term contract. And we added approximately 10 rigs to our term roster early in the quarter which had previously been under negotiation for some time. Between now in calendar year in we have over 60 rigs rolling off of term contracts, which we expect to reprice in the current market.

The tight super spec rig supply dynamic is eating pricing momentum, and we expect the percentage of the US fleet on term to decrease to between 50% and 60%. During the next few quarters. As I mentioned last quarter significant inflationary pressures in calendar 2022, together with supply chain constraints are increasing consumable inventory costs. Such increases are included in our fourth guidance. Note that these costs for consumption and materials and supplies inventory did they make up less than 25% of the daily operating cost on a rig with a balance, primarily driven by labor.

In addition to the inflationary pressures on costs, constraints on supply chain capacity are increasing. In regard to supply chain access to parts and materials, we continue to utilize our proactive approach of detailed inventory planning, scale leverage, and healthy vendor partner relationships to alleviate supply chain challenges. In order to avoid a material impact or ongoing operations. We remain in close communication with our suppliers and have placed advanced orders for items in higher risk categories.

Approximately 70% to 75% of our daily costs are labor related. We implemented a wage rate increase in December 2021. Our turnover rates remain consistent with our historical turnover rates. To date, we have not experienced any loss of drilling time nor lost contracts due to crewing issues. We are monitoring and field labor rates as well as job required out of pocket expenditures. And as needed we'll respond to market conditions to assist in talent retention and attraction. As a reminder, our contracts are structured the past three labor related increases over a 5% threshold. We have commenced some early reactivation activities for rigs to deploy in fiscal year 2023 to minimize supply chain constraints where possible and are for planning.

Specifically, we are incurring costs already components of some of the rigs expected to be deployed in the first quarter of fiscal 2023. Reactivation costs will continue to increase to provide an inflation but also because the average idle super seconds is stacked for two plus years. Our expectation is that reactivation effects costs will approximate well approximately $1 million per rig moving forward. In the North America solution segment, we expect direct margins range between 185 million to 205 million inclusive of the effect of about 6 million in early reactivation costs for the fourth fiscal quarter.

Regarding our international solutions segment, international solutions business activity increased to nine active rigs at the end of the third fiscal quarter. As expected, we added two rigs in the Vaca Muerta region of Argentina this quarter in and of the second rig in Colombia. Also as expected, we incurred expenses associated with the rig startups that I just mentioned as well as investments made to establish our Middle East hub. As we look forward to the fourth quarter of fiscal ’22, for international, we expect to add two more rigs in the Vaca Muerta region of Argentina this quarter as well as a third rig in Colombia. These additions will bring our total active international rig count to 12 at the end of the fourth fiscal quarter if the projected startup timing is adhered to. We also expect to incur more expenses as we further develop our Middle East, inclusive of preparation to export a super spec flex rig that will be targeted at regional drilling opportunities.

Aside from any foreign exchange impacts, we expect to have between 4 million to 7 million direct margin contribution in the fourth quarter, due in part to sequentially higher average activity, reduce startup expenses and read rate increases. Turning to our Gulf of Mexico, offshore Gulf of Mexico segment, we still have four of our seven offshore platform rigs contracted and two of our three management contracts on customer owned rigs are still unfilled drilling rates. Offshore generated direct margin of about 8.7 million very the quarter which was toward the high end of our expectations. As we look toward the fourth quarter of fiscal ’22, for the offshore segment, we expected total offshore that we expect that offshore will generate between 9 million to 11 million of direct margin. A sequential increase resulting from contractual pricing increases on our active Gulf of Mexico platform rigs and management contracts as John mentioned earlier.

Now, let me look forward to the fourth fiscal quarter update full fiscal year ‘22 guidance as appropriate and look ahead to fiscal ‘23 planning. As mentioned, we still expect capital expenditures for the full fiscal year drains between $250 million to $270 million with remaining spend and approximately 85 million at the midpoint to be incurred in the last fiscal quarter. As a reminder, the timing of some spending has pushed in the second half of the fiscal year as key suppliers continue to rebuild capacity that was taken offline during COVID restrictions and the coinciding energy downturn.

Looking forward to our fiscal 2023, which begins October 1, while our budget process is still at an early stage, we have done some preliminary work to help frame up expectations going forward. With that said, you should think about our North America solutions segment CapEx three buckets, maintenance, reactivation and conversion. Our bucket of maintenance capex costs will likely push to the high end of our historical range of 750,000 to a million proactive rig due to inflationary costs increases. The rig specific reactivation CapEx budget and the emergence for 2023 as we get deeper into the idled stack of rigs. Here one-time capital expenditures will be incurred to overhaul componentry that we optimally utilize in the protracted downturn.

For example, to delay an overhaul expenditure we swapped out like equipment from idle rigs during the downturn that had more time remaining before an overhaul was required. This was done in an effort in an effort to save capital and defend their conservative balance sheet. Such discreet reactivation CapEx could range from $1 million to $4 million for each rig reactivation fiscal 2023 depending on the particular componentry involved. Over the next few months, we will refine our planning for next fiscal year with the intent of only reactivating rigs for pricing in terms and ensure return on the significant effects and CapEx investments required to bring the rigs back online. The final bucket one should consider is a conversion bucket which relates to the continuation of our walking reconversion program. Consistent with how we have been converting rigs to walking route capability depending on customer demand and projected returns, we will likely do so in fiscal 2023 at a pace of approximately one per month. Our expectations for general and administrative expenses for the full fiscal ‘22 year are still expected to be just over $180 million.

Items impacting your tax provision and income are at levels that result in the wide variability in the estimated effective tax rate, and therefore the effective tax rate for upcoming quarters may be volatile. With that being said the US statutory rate for fiscal year ‘21 is 21%. In addition, we are expecting incremental state and foreign income taxes in permanent both the tax differences to impact our provision. There is no change to the previously guided range of anticipated cash tax of 5 million to 20 million for this fiscal year. Now looking at our financial position, homework and pain had cash and short-term investments of approximately 333 million in June 30 2022 versus an equivalent 350 million in March 31 ‘22.

The expected sequential decrease was largely attributable to our investment in Galileo and the quarter for 33 million as mentioned during the previous quarter call. Including a revolving credit facility availability, liquidity was approximately 1.1 billion at June 30. Our debt to capital at quarter end was about 17%. And our net debt was 209 million approximately. We currently expect our trailing 12 months of gross leverage churn to reach our goal of less than two times outstanding debt by September 30 2022. Following our resumption as positive cash flow generation from operations in fiscal Q2, the growth of that generation in the third quarter stems primarily from a result of the good pricing work discussed earlier.

And also due to less reactivation expenditures as recounts remained relatively steady in North America solutions segment as planning on the working capital front. Our accounts receivable in March 31, the 330 million grew by 68 million to approximately 398 million to June 30. The preponderance of our AR today continues to be less than 60 days outstanding from billing date. Although absolutely Della receivables are up primarily for price increases in North America solutions. Several additional international rigs working and Gene pricing increases in the offshore segments.

During the third fiscal quarter, we had a couple of significant cash related transactions. First, as mentioned in last quarters call, we invested approximately 33 million in Galileo. Second, we build our legacy Schlumberger stock for approximately 22 million in pretax proceeds, we still expect to in the fiscal year with between 350 million and 400 million of cash and short-term investments on hand. Although we expect to be toward the bottom half of that range due in part to some working capital lockup from accounts receivables as I mentioned. As we expected, the growth in account early in the fiscal year provided a platform for cash generation in the second half of the year. To that point in the recently completed third quarter, we fully covered our maintenance CapEx with cash flow from operations as well as funded our regular dividend.

Further, our disciplined capital planning and operational execution excellence sets the stage for cash increasing going forward. Cash returns to shareholders remains a top priority with our existing dividend, and we have a desire to augment these returns in the future. Additional returns are not yet determined by our board of directors but could consist of an assessment of our long-standing regular dividend, a potential variable type dividend, and opportunistic share buybacks. As mentioned in the press release, their financial stewardship compels us to take a measured approach in balance our maintenance CapEx requirements, growth capital opportunities for both us reactivations and international expansion and potential additional shareholder returns. More to come on this for fiscal 2023, in the coming quarters call.

Note, this concludes our prepared comments for the third fiscal quarter. Let me now turn the call over to Ashley for questions.

Question-and-Answer Session


[Operator Instructions] And we'll take our first question from Derek Podhaizer with Barclays. Please go ahead Your line is open.

Derek Podhaizer

Hey, good morning, guys. Just wanted to get more of a sense on how many rigs you could add to the market next year. I know your conversations with your customers. You mentioned in the skidding to walking conversion program in the breakdown of the CapEx about one per month call that 12. Just what else do you think you can add to the market just based on your conversations and based on the demand that they're all within keeping in your framework of generating the returns based on the amount of CapEx and OpEx needs to be to deploy to player. I just love a little more color on that.

John Lindsay

Yes, Derek. I can provide you some sense of that, as Mark said, we're really not in a position other than to just mentioned the 12 walking conversions, assuming the demand and the margins returns are there. One way to think about it is what you expect the rig count to do and the super spec space. Next year and really, I would say starting in calendar Q4 of this year, because again, as I said earlier, that that's kind of been the buying season over the last two years. So if you think about if you make an assumption that 75 rigs to 100 rigs get added over, that 12 month period starting in Q4, if you look at our 25% market share, that would be a reasonable range to think about. But again, I think the main point I want to get across is we're not making decisions based on market share. We're making decisions based on the returns that we can generate from these rigs and just making certain that we're getting reasonable rates of returns over a long period of time. So Derek, that answer your question?

Derek Podhaizer

Yes, no, that's helpful. And then the -- you mentioned that 30,000 per day at or above that level 20% of your fleets on that. Based on the visibility you had and the rigs coming up on term in the contract turn, how can we double that to 40%? Explain that just cadence and how long it would take to get the whole fleet up to that 30 at 30 or above on our blog day rate?

John Lindsay

Yes. And if it's not clear in, in prepared remarks, but that 20% was effective the end of our fiscal Q3, that's not where we are today, necessarily. So that's our Q3 fiscal Q3 number, we don't have we have pretty, pretty clear insight into that it does take, a couple of quarters to get there. And so, I don't think they've really said anything about what that timing would be. I think, reasonably speaking over, two or three, two or three quarter, probably process wise wouldn't would enable us to get to that, to that level of pricing, low, low 30 pricing.

I think that's exactly right, couple more quarters, because as you said, that was in June 30, number you gave in prepared remarks. And in here, we are not far beyond that. And we're already seeing meaningful accretion to that number a month later.

Derek Podhaizer

Got it. That's very helpful. Appreciate the color guys sort of back.

John Lindsay

Thanks, Derek.


And we'll pick a next question from the Douglas Becker with Benchmark Research. Please go ahead. Your line is open.

Douglas Becker

Thanks. John, wanted to get your thoughts on a conceptual question. Investors historically have thought about gain rates reaching a soft ceiling, when it comes back to reactivation costs or upgrade costs? It seems like spot rates are getting above some of those levels. We've done a leading-edge basis, but just want to get your thoughts on, is that a still a relevant framework to think about pricing? Or have we moved into a different dynamic?

John Lindsay

Yes, I think the historical pricing the context there. It's really different today for a lot of reasons. But, I think, when you consider the investments that we have in specifically in the super spec capacity fleet. I think most people want to compare today versus a 2014 time period, as an example. And as we said, in our previous call that was last time we had 50% gross margins, but we didn't have 230 super spec rigs in the fleet at that time. So it's a much, much different situation.

Mark Smith

Yes, John, I would just add to that. Doug, that as I mentioned, in 2014, we didn't have a super spec rig. So going into ‘16 and beyond, we invested a lot of money in this the upgrading of the fleet resulting in the industry's largest supersonic fleet, and also resulting in a lot of benefits for our customers. Along the way, we add in a very oftentimes, what we would consider to be sub optimal returns on invested capital compared to what are working or what our weighted average cost of capital is. So as we were just trying to get back to numbers that makes sense financially, and this 50% margin is what will get us there, we're on the journey to get to that.

Separately, simultaneously, the rigs we built back then $20 million in fees, or even seven 20 million in 2014. Today, rough estimates say that somewhere between 30 million to 35 million. So a lot of capital still to be deployed to the idle assets that have been there two and a half, two years plus, which means that we get to the buying season at the end of this calendar year. At the beginning of calendar ’23, they've been sitting there two and a half years. So a lot of capital deployed for what we estimate to be nearly 150 super spec rigs in that two and a half year idle tenure by the time we get to the end of this calendar year. Have that else done.

Douglas Becker

Now that provides some good context, maybe more succinctly. It doesn't sound like you expect a meaningful increase in capacity if spot rates are 35,000 a day or higher because of the framework you've just laid out. Is that fair to say?

John Lindsay

Then again, [indiscernible].

Mark Smith

Sure, just trying to gauge it. rectification if we see $37,000 a day spa day rate? Do we see a big influx of capacity coming into the market?

John Lindsay

Yes, I think the capacity that is that is out there, as we described, we're estimating around 130 super spec rigs. We know, there's other drillers that are looking at doing some upgrades to SER tech rigs. And in order to satisfy demand. Guy, I would be surprised personally to see all of those rigs reactivated in 2023 for a number of reasons that we've already talked about related to just the supply chain and the capability to be able to provide the equipment sets required to get those rigs back into working back to working condition, because we as an industry we've utilized equipment sets off of those rigs that have been idle now, as Mark said, rover will be for over two and a half years. And so I, personally, I don't think there's going to be a response we've had some people ask about new bills. And I just think that, based on what Mark just said in terms of a $30 million to $35 million price tag for a new rig. I don't think that's going to be the case, either.

Douglas Becker

Yes, take midpoint $32.5 million, if you're making $15 a day margin, that's a six-year payback. Or if you're making 20,000 a day margin, that's a four-and-a-half-year payback. And then with the customer base today, that has little appetite to contract up beyond their fiscal budget year. So yes, I think the supply chain thing, as John mentioned is actually a significant hurdle. For any, we're working with our scale and leverage with our suppliers to make sure that we can put rigs back to work and also keep the active fleet in good working condition. And that's an effort that's a lot different today than it was at any time over the last 10 years.

John Lindsay

Great. And Doug, it really goes back to just to capital discipline, we've talked about that that's really the rallying cry within the industry. Our customers are demonstrating it. The service industry is displaying that and there's no reason to rush, even if the supply chain was there, there's no reason to rush to try to capture all this, any additional market share that you might be able to capture, one of the things that that we experienced in this last quarter, and you heard us talk about churn, we actually had 18 rigs that were given back to us for various reasons. Customers, going through their budget too fast, acreage position, the list goes on and on. 18 rigs that were, 18 points of demand, that historically speaking as an industry, we would have tried to satisfy that demand for reactivating something. And so, last quarter, we said, we're going to 175. And in Q3, we're going to finish the year at 176, we're within our capital budget, that wouldn't have been the case in previous cycles, we would have continued to try to capture additional share. So I think that's a really distinct difference in our industry, which I think is really healthy, it's healthy on the operator side and healthy on the overall services side as well.

Douglas Becker

Thank you very much.

John Lindsay

Thank you.


Next question is from the line of Keith Mackey with RBC, please go ahead. Your line is open.

Keith Mackey

Hi, good morning, and thanks for taking my questions. Just wanted to maybe start out with the contracting nature. Are you seeing any increased appetite for longer term contracts from customers that are not necessarily associated with conversion or upgrade or those hot rigs or whatever you'd like to call them still on shorter term durations?

John Lindsay

Keith, I would say it's a mix. We have customers that are that are interested in terming up rigs or a portion of their fleet, particularly larger customers that may have 10 rigs or 15 rigs running. I'm making this up 10 rigs or 15 rigs running. They don't necessarily want to turn up every rig but they may want to turn up summary. From our perspective, as Mark said, we've got 60 rigs approximately that are rolling off term. Next couple of scholars. And, we'll be looking at those very, very closely in terms of whether those remain in term or rollover into spot, I would say most of those rigs are going to probably go into more of a spot, spot type market. But I think it's really a mix that we see customers across the board, some that want to lock up on term, some that would prefer to play the spot market.

Keith Mackey

Got it? Thanks for that.

John Lindsay

I would just add for us at this time, with the upward momentum and pricing and the supply demand dynamics of the sector, trying to get to the returns that we have been discussing. Putting more of our market into the upward mobility of the spot pricing makes sense.

Keith Mackey

Got it, that's helpful. Just curious if you can provide us a little bit more detail on the number of rigs you have that could be reactivated within that one to 4 million CapEx range. And maybe just your little more on your confidence in being able to get additional rigs to the market in early fiscal or calendar 2023 given the supply chain?

Mark Smith

Well, we have from a reactivation standpoint, when we got into some of the supply chain work that we're doing in this fourth quarter to get ready for putting some rigs back to work. But it's too soon to know definitively how many will put into the market. As John mentioned, we're being very cognizant about capital discipline, one and two, we're not going to try to meet every demand point that comes our way because we know there will be the existence of churn in the market. In other words, rigs freeing up for whatever reason, whatever reason, it may be a contractor. I mean, an H&P running out of budget and the H&P running out of acreage. Many dynamics, we will meet every single demand for me to that makes sense. So we're still trying to balance. I don't know the last two years in the buying season at the end of the calendar year Q4 before the calendar Q1, 40 rigs and 44 rigs, these are the last two buying seasons for us to be at and we don't see that level of addition coming. You have to remember that in those two seasons, we were coming off from substantially low bottom through both the OPEC price change and the pandemic that began in March of 2020. So a substantial bottom to come back up from we're approaching numbers from March 1, 2020. Today from an activity level standpoint, so don't see the quantum of additions. So differently do not see the quantum of additions coming, that we had the last few buying seasons. So I don't know specifically what that'll be yet. We are working, though, to know what every single one of our approximately 54 remaining is in perspective takes. But not ready to comment on delineating the numbers for all for those.

Keith Mackey

Got it? No, that's helpful. Thanks very much. I'll turn it back.

Mark Smith

Thank you.


And we'll take our next question from Andrew Herring with JP Morgan, please go ahead.

Andrew Herring

Thank you. Good morning. So I'm going to turn to the international outlook. So it sounds like in the near term, you're reactivating a few rigs or adding a few rigs in Argentina, and Colombia, and then transferring one into the Middle East. As many of you can comment on the outlook on some Middle East growth in activity. Do you think customers are looking for more demand before the end of calendar ‘22? And initial insights into what we might expect in 2023?

Mark Smith

I'll start, John, if you want to chime in. I think little as we think about it, we're looking more over the next two to three years in our planning horizon. So if you think about we're always looking at a five year planning horizon, we consider the Middle East scale to be more mid cycle in that horizon. So we're preparing really our Middle East hub, which is to be able to if you just simply have an operating presence in the structure and the Gulf Coast countries so that we can respond to demand points that we see coming in at midcycle horizon. We are excited about several opportunities we have part and parcel to the brand presence that we that we've benefited from after the addenda I can bet in the last year. We're participating in many bid tenders in the region with NRCS and IOCs. alike. So it's a little too early to say if we might be successful in one of those tenders. And if we are, that sort of thing is say three rigs to six rigs per for bidding effort. So if we were fortunate enough to win to that might be 6 rigs to 12 rigs in the next couple of years is that the way to think about it. And in particular, the flex rigs that we have, are with our we've drilled more shale wells than anyone else has globally, frankly. And taking that expertise, especially in some of the burgeoning gas plays in the region, is a really good way to help the customer achieve their goals. So those are the sorts of things we're interested in. John, any, any other comments?

John Lindsay

No, I think I think we've talked about unconventional opportunity for really, we've talked about it internationally for many years. We're starting to see evidence that we're hoping is going to come to fruition. So I would just add to that. And I think our fleet is really designed for unconventional work. The performance, reliability, and the technology solutions that we have all of those are really complementary to that opportunity set.

Andrew Herring

Great, thank you. That's very helpful. And as a follow up, then on the economics internationally, understanding it might be a little early to comment on the Middle East. But assuming these will be more creative contracts, you're talking about comparing the US to prior cycle. To what extent is that helpful in our modeling for internationally comparing to prior year margins you've been able to achieve on these risks? With a higher technology, can we see that exceed those levels, just any common you could, help us kind of gauge where we can see margins tend to be helpful?

John Lindsay

Well, each one of these dinners, for example that were participating in the economics have to be to be right for us. Our own history over the last couple of years International is not a we're not looking to that as any sort of guidance because of the crazy volatility and actually a wind down to zero rigs working because of the pandemic. But as we move forward, these things have to be accretive and we look at the financial returns through time. We also look though, at the ability to build scale. So if we want an initial bid with three rigs, we will be looking beyond that singular bid as an as a potential new entry point for a new customer for H&P. And looking to see what the potential might be for that customer to scale that up. And, and really get better absorption rates like we do here in the US through our scale. So we're looking at a lot of different components. But I think, easy to say that it would have to be financially free.

Andrew Herring

Thanks. That’s all for me. I’ll turn in back.


Hi, we'll take our next question from Tom Carstairs with Stifel Research, please go ahead. Your line is open.

Tom Carstairs

Good morning. I want to know when it comes to the remaining inventory of ITIL and redeploy able, super separating said, fleet of 54. There's been a lot of emphasis placed on what you're trying to achieve with regards to converting the psychology around pricing, hitting new levels for leading edge day rate and the associated gross margin. But on the terms and conditions side. Are you now expecting or do you think he might be able to get some minimal term or take or pay conditions may be an early termination provision, just wondering how good the remainder of the reactivation contracts might be that we could say?

Mark Smith

Well, in the US, we will. As I mentioned earlier, we see a movement down from 65% to 40% to 50% to 60% range for term. And for everything we enter into in the US on in term, Tom, we do get that taker pay cancellation provision. Having said that, where we are today, financially is much different than where we were coming out of a couple of two or three of the more latest downturns. What I mean by that we have one death is due in 2031. We have a base dividend at 65 versus low lower than it was going into the pandemic. We have an substantial amount of cash on hand and look to a creep. So our capital structure requirements for such taker paper visions are less necessary than they might have been in prior cycles. But we still always like to have some defensiveness, which is why we're still going to remain within that 50% to 60% target range. But provide up some term to try to capitalize on the supply demand dynamic that is creating this push up in pricing and therefore margins for us. John, any other.

John Lindsay

Yes, it's always about balance. There will be some of our walking conversions, or probably most of our walking conversions that that we will have a term contract commitment. But as I said earlier, Mark mentioned we're going to have 60 rigs rolling off of term contract over the next couple of quarters. And I would imagine most of those are going to roll into a spot market. So we will have some certainty on returns on a larger recommission are the conversions. But as Mark said we're positioned really well to be able to manage through that.

Tom Carstairs

Got it helpful. Clarifications. And then I just wanted to get provide us an update on auto slide, that the percentage of your average active rig fleet for the quarter of 174 rigs, what percentage of that count, used auto slide at any point over the course of the quarter?

John Lindsay

I think we're around 25%. I believe that I believe that's right. And, we continue to have had uptake, it's been really well received in terms of providing automated directional drilling capacity. And as the rig count grows, it's even more important because we're bringing a lot of directional drillers back into the space. And obviously, they don't have, they don't have the experience that that a lot of operators would like to have. But just being able to automate that process, directional drilling processes is a huge win. And then we were also able to tie that into a commercial performance-based model. That's really a win, win situation for each, H&P, and for our customer.

Tom Carstairs

And would you say that the 25% that used auto side at some point. Does that 25% contain the entirety of the 20% of the fleet for the quarter that realize average revenue per day 30,000 or greater?

John Lindsay

We don't have. That's a great question. I don't have that that data. I do know that there is a portion of that is included in that. But I don't have the data for if it's only 20%, or some subset of that.

Tom Carstairs

Right. I assume the overlap would be high. It's not a perfect Eclipse. But okay, thanks for taking my questions.


Another question from John Daniel of Daniel Energy Partners, please go ahead.

John Daniel

Guys, thanks for including me. John, and Mark, I think most of us have talked ourselves into believing this is a multi-year upcycle. And assuming and hoping that's right. I'm just curious as you look at the pricing, we keep hearing about the low mid 30s in terms of leading edge. But the rig count, if we actually, as an industry add, call it 50 to 100 range over the next 12 months. Where does pricing go to?

John Lindsay

Well, John, obviously there's pricing has moved very, very quickly. It needed to move very, very quickly. There was a huge disconnect and in the value proposition that we provide the investments that we have and the margin generation. And if you just look at previous cycles, obviously we since 2014, we have not been able to get back to that. So, right now we're seeing leading edge mid-30s. Our goal, as we've already said, is to get to the get to the low 30s. And that's really our focus right now on getting to 50% gross margin. It's really hard to say past that, that John, I mean, we all read the same materials after that And, there's a lot of people that are surmising where it's going. And obviously, we've got a pretty good glimpse into that. But right now, we're just we're just sticking to, to, to the goals that we've laid out there. And we'll see. We'll see where it lands.

John Daniel

At this point, have you had any shareholders that have advocated pushing activity over price?

John Lindsay

No, we haven't been unanimous.

John Daniel

Yes, got it.

John Lindsay

We, I think there's some that, haven't didn't completely follow from our last call that we said, hey, we're recounts, going to be at the most 176 rigs this fiscal year. And that was called a quarter ago. And, but again, we're really pleased because at the beginning of the year, we thought that same 250 million to 270 million was 160 rigs, we're able to get 176 out of it. So created some great efficiencies there. But, expect to continue to see that from us. And I think that's what shareholders want. That's what investors want. Very much like, what are our customers are doing.

John Daniel

I got two quick ones. And I'll wrap up if you said this, I apologize, but kind of you have a range of where you might exit calendar Q4 in terms of a contracted read count calendar Q4.

John Lindsay

Now, as we said, we're working on reactivations, it's a little too far out to know the definitive demand points. And as we alluded to earlier, we will not meet every one of them.

John Daniel


John Lindsay

So still too early, John,

John Daniel

Fair enough, that you would expect to be above 176, I presume? And calendar Q4.

Mark Smith

We would be. And it's again I think going back to the question as John a minute ago, I think some folks who were maybe not heard the 176 for the September 30 goal in holding rigs tight, in CapEx tight which is helping the dynamics of supply demand and helping pricing. I think that was more on the analyst side. But when we speak to investors and long-term investors, there's not a single one of them that we've talked to you that with any sort of share, over margin. So we're going to be very cognizant of that theme, as we think about your last question and figuring out how many rigs to put in the market and in our first fiscal quarter, to get to a 1231.

John Daniel

Yes. Okay. Well, I'm glad your shareholders are thinking wisely. You've been very generous with your time. It's coming up on the end of the hour, and I'll turn it over for anyone else and follow up with David afterwards. Thanks. Thank you.

John Lindsay

Thanks, John.


No further questions, at this time. I'll turn the call back over to John Lindsay for any closing remarks.

John Lindsay

Thank you, Ashley. And thanks to all of you for joining us today. We know there are a lot of earnings calls going on today, and we really appreciate your time. I will tell you the H&P team, we've already said it we're laser focused on delivering value to customers and to shareholders. We aim to deliver value to customers through top tier performance, safety and reliability and to our shareholders, continued improvement in our margin growth and our return. So thank you again for your time and have a great day.


Thank you. This does conclude today's program. Thank you for your participation. You may disconnect your lines.

Thu, 28 Jul 2022 11:20:00 -0500 en text/html https://seekingalpha.com/article/4527172-helmerich-and-payne-inc-hp-ceo-john-lindsay-on-q3-2022-results-earnings-call-transcript
Killexams : Lenovo Yoga AIO 7 review: A statement piece, in every sense

The other week, I went to a high-street retailer where I saw an all-in-one desktop computer kept in the extreme corner. I wondered if we even care about a desktop computer anymore, at least from the point of view of average users. Maybe I was thinking too much but I do believe that many people still envision a desktop computer as utterly boring with back-and-silver boxes and monitors (I recently offloaded an HP Pavilion desktop that I got as a gift when I passed the 10th standard) that are a nightmare to fit in compact apartments. But I was pleasantly surprised to see the Lenovo Yoga AIO 7, which looks less like a desktop and more of a statement piece – a conversation starter and an object of desire. After using the AIO 7 for a few days, I thought I’d share my experience of how this computer fits into my daily work.

Lenovo Yoga AIO 7 price in India (as reviewed): Rs 171,990

How I use a computer at home

Desktop computers have always fascinated me. In fact, I have a collection of vintage computers at home and most of them are desktops. Unlike my iPhone 13 mini or iPad mini 6 which I call ‘invisible’ computing devices, I prefer to use a desktop computer at home. Not only does an all-in-one desktop computer look attractive on my main desk but it is also simple to use. Even my father can use a desktop computer and file income tax returns without taking my help. It’s all about convenience and ease of use, and most importantly, I get less impatient while working on a desktop all day. The thing is, sitting on a laptop for extended hours hurts my back and the screen feels small(ish) for the kind of work I do i.e. constantly monitoring the tech stories being published on indianexpress.com.

Lenovo Yoga AIO 7, Lenovo Yoga AIO 7 review, Lenovo Yoga AIO 7 price in India, Lenovo Yoga AIO 7 features,Lenovo Yoga AIO 7 specs It’s so much easy to scroll through indianexpress.com when using the screen in portrait mode. (Image credit: Anuj Bhatia/Indian Express)

The design

The concept of all-in-one desktop computers isn’t new but getting it right is the hardest part. The Yoga AIO 7 trades the traditional bulky PC tower with a modern-looking all-in-one design. The design of the AIO 7 is fresh and not something I have seen with other AIOs.

Lenovo takes a different approach in designing its latest AIO desktop computer, a polar opposite of Apple. Unlike the M1 iMac which is an all-in-one singular device with an integrated screen, the Yoga AIO 7 combines a monitor firmly attached to a unit that houses the processor and speakers below the display.

The reason for this unique design has something to do with the rotating display. I love the fact that the 27-inch 4K display (more on that later) can rotate between horizontal and vertical orientation. The ability to operate the display in two orientations is a clever design choice. I am not sure how many people would want to rotate the screen in portrait mode but I did this extensively.

It’s great to read more lines without having to scroll through a story on the web or do work on MS Excel having to scroll. The fact that the AIO has a touch display is great for scrolling reels or a Facebook feed just like you do it on your smartphone. I think this AIO form factor makes a lot of sense for YouTube creators who shoot vertical videos on their phones and upload them across social media. I should mention that when using the AIO 7 in portrait mode, the content automatically adapts to a 90-degree screen orientation with no need to manually change the settings.

Lenovo Yoga AIO 7, Lenovo Yoga AIO 7 review, Lenovo Yoga AIO 7 price in India, Lenovo Yoga AIO 7 features,Lenovo Yoga AIO 7 specs Lenovo Yoga AIO 7 does not take up much space, but moving it from one place to another isn’t recommended.(Image credit: Anuj Bhatia/Indian Express)

It’s a kind of computer that doubles as an entertainment device and becomes an extension of your personality. The Yoga AIO 7 looks excellent in the living area or in the home office. It’s a premium computer with a mix of metal and plastic construction. It does not take up much space, but moving it from one place to another isn’t recommended. I don’t mean a desktop computer has to be portable, but this thing weighs 13 kg. Anyway, I don’t expect people to move their desktop computers around their homes often but if you have to do it – be careful while lifting this one.

While the rotating mechanism of the display is smooth, you cannot tilt it forward and back. Most ports are on the back portion that holds the display, though some ports are also located to the left side of the device for immediate and easier access. It only has a single USB-C port, which is a shame. I was expecting at least two USB-C ports on a computer as expensive as this machine.

Lenovo Yoga AIO 7, Lenovo Yoga AIO 7 review, Lenovo Yoga AIO 7 price in India, Lenovo Yoga AIO 7 features,Lenovo Yoga AIO 7 specs A wireless keyboard and mouse come as part of the package. (Image credit: Anuj Bhatia/Indian Express)

You also get two Bluetooth accessories out of the box: A wireless keyboard and mouse. The keyboard offers full-sized keys for fairly comfortable typing, but the key travel is a bit shallower than I like. The mouse, meanwhile, is comfortable in my hand but feels basic to me. Also included is the power brick with a cord.  There’s also a detachable 5-megapixel webcam at the top of the screen with a built-in privacy shutter. Sure, the webcam is better than mediocre cameras I have seen on laptops but it is no match to dedicated web cameras like the Dell UltraSharp 4K camera.

The screen

The 27-inch display has a 4K resolution and supports 99 per cent DCI-P3 and Adobe RGB colour standards. The screen is super crisp, bright and truly beautiful – and yes, it rotates 90-degree and has super thin bezels on the top, left and right sides.  When watching the last season of The Bold Type on Amazon Prime Video, the colours pop. Especially when it comes to studying or doing research – and I do a lot of that, the advantage of a display as big and bright as this is clearly visible. The clarity of images I edit every day for my reviews and news articles is usually lost when using a smaller display. That’s where I think a pin-sharp display, especially on a desktop computer, adds value to users like myself.

The AIO 7’s 27-inch 4K display is simply amazing. (Image credit: Anuj Bhatia/Indian Express)

The other big surprise is the Yoga AIO 7’s speakers which not only sound good but also have a rather premium appearance. They are loud, provide decent bass, and have a good stereo separation. I spent hours streaming music and they are as good as high-quality Bluetooth speakers. If you do want to use headphones, the AIO 7 features an audio jack. It also has built-in Bluetooth connectivity, so you can hook up your favourite pair of headphones.

The performance

The model I got for review had an AMD Ryzen 7 5800H with Radeon Graphics (RX 6600M), 16 GB of RAM, and 1TB of SSD storage. I used this desktop computer for writing, consuming video content, streaming music, checking emails, publishing articles and managing the website, and editing images and videos. Basically, a mix of office tasks and personal use. I don’t do anything fancy on computers, except for doing basic stuff average users do on their machines.

There’s also a detachable 5-megapixel webcam at the top of the screen with a built-in privacy shutter. (Image credit: Anuj Bhatia/Indian Express)

Although I didn’t try playing games on it, I was able to edit images and 4K videos. I am pretty sure this hardware configuration will work well for most people; plus, you can obtain any necessary software or apps on it that you may need. After all, it runs on a legacy Windows 11 operating system.

The AIO 7 is a well-optimised desktop computer. Fire it up and it boots up in mere seconds, with Microsoft’s slick Windows Hello facial recognition camera logging you straight in.

Let’s be honest; it’s expensive

Lenovo Yoga AIO 7 is a lifestyle PC and its hefty price tag of Rs 171,990 reflects that. But is it worth that price?  For me, personally; yes, absolutely. If you have the money, and especially if you like investing in a desktop computer that is good at handling both professional and casual work and has a long lifespan; then it is worth it. You are actually paying for the clean, uncluttered design of the AIO 7 and the display and its rotating mechanism. I don’t however, ever, recommend anyone to spend that much money on a desktop computer. So if you actually can’t afford it, then don’t get it. Or go for a low-end AIO and save up money to buy it.

Sun, 24 Jul 2022 15:39:00 -0500 en text/html https://indianexpress.com/article/technology/tech-reviews/lenovo-yoga-aio-7-review-8048191/
Killexams : When Work Isn't Working: How to Help Burnout No result found, try new keyword!Producer Ricky Mulvey talks with Jennifer Moss, author of The Burnout Epidemic, about one tech company that's nailing the hybrid transition. To catch full episodes of all The Motley Fool's free ... Sun, 07 Aug 2022 04:14:00 -0500 en-us text/html https://www.msn.com/en-us/money/companies/when-work-isnt-working-how-to-help-burnout/ar-AA10puXC Killexams : Are you confused about BA.5 and the current state of the pandemic? Here’s how the experts are thinking about it.

The rapid growth of BA.5 — the most transmissible form of SARS-CoV-2 yet — is scrambling America’s plans to elegantly move to the next stage of the pandemic with the virus under control.

The omicron subvariant, which made up less than one-third of new cases a month ago, is now the most dominant strain in the U.S. BA.5 is troubling for several reasons: it’s better at jumping from person to person than any other strain, and it’s more likely to break through immunity generated by vaccines or infections than omicron and its subvariant siblings. (Experts predict that BA.5 will quickly take over BA.4.)

Dr. Eric Topol, a cardiologist and director of the Scripps Research Translational Institute, says it’s worse than delta, omicron, or any other strain of the virus we’ve seen. 

“There’s a big misconception that in order to be worse you have to kill people,” he said. “If we didn’t have prior immunity from vaccines and boosters and infections and all these combinations of those, it would have been worse than omicron.”

The official numbers say that about 100,000 people have tested positive every day for the virus for the last four or so weeks. However, that kind of data is no longer a reliable metric, now that fewer people are getting tested, and states have scaled back their COVID-19 data operations. Even home test usage has started to decline, according to Dr. John Brownstein, an epidemiologist and chief innovation officer at Boston Children’s Hospital. 

“It’s an additional information stream, but we have to interpret that data with real caution,” he said. 

The actual number of cases is thought to be much higher. The University of Washington’s Institute for Health Metrics and Evaluation currently predicts cases are 7.14 times higher than what’s being reported. That means Wednesday’s count of about 124,000 cases is more like 885,000 new infections, 

No doubt you’ve heard from a friend, colleague, or family member who’s gotten sick over the last few weeks. Official case counts are up. More worrisome is the increasing number of hospitalizations, which are up 19% over the past two weeks. 

Now we’re seeing health officials kick into action. The Biden administration reportedly is mulling a second booster for all adults. Dr. Ashish Jha, the White House’s COVID-19 response coordinator, this week twice told Americans older than 50 years to get a booster. “It’s going to save your life,” he said. And the Food and Drug Administration finally authorized Novavax’s NVAX, -29.64% COVID-19 vaccine — which could be more effective against a wider range of variants than the mRNA shots, according to remarks made by company officials last month. 

Coronavirus Update: MarketWatch’s daily roundup has been curating and reporting all the latest developments every weekday since the coronavirus pandemic began

That’s a lot of news for a virus that has largely faded out of everyday conversation in place of inflation worries and much-needed vacation plans. But the flurry of activity this week also signals that BA.5 is ushering the U.S. into the next phase of the pandemic. What Americans want are fewer restrictions and worries. Instead we’re going to spend the second half of 2022 waiting for a new generation of mRNA shots that better target BA.4 and BA.5 while people get sick for the second, third, or even fourth time. 

“We’re dropping our guard at the same time the virus is upping its game,” said Dr. Rick Bright, CEO of the Pandemic Prevention Institute and former director of the Biomedical Advanced Research and Development Authority. “That’s creating this huge gap and a huge level of vulnerability, which is only going to allow the virus to stay around longer and continue to change.”

This gap makes it challenging for individuals to figure out what to do, and that’s happening after many Americans long stopped tuning in to the day-to-day nuance of the pandemic. Only 34% of people in the U.S. have been boosted although boosters have been available for adults since the end of last year. 

“People are so tired about hearing about COVID,” Bright added. “The apathy and the fatigue level is at an all-time high.”

Federal health officials have been saying the same things for months — if you’re younger than 50, get your first booster. If you’re older than 50, get your second booster. Get vaccinated if you haven’t already. But experts like Topol say there hasn’t been enough urgency behind their words, and now BA.5, with its immune-escape capabilities, further complicates the messaging. This week, Jha and Walensky also answered questions about whether an infection during last winter’s omicron surge protects you against BA.5. (it doesn’t) and if getting a booster now will preclude you from getting a next-generation booster in the winter (it won’t). 

“The reason to get a booster now is to prevent infection now,” Dr. Rochelle Walensky, director of the Centers for Disease Control and Prevention, said Tuesday. “There’s a lot of infections now and [an] increasing number of hospitalizations now.”

A year later

It was this time last year when the powerful delta variant set off a wave of new COVID-19 cases and hospitalizations at a time when it felt like the pandemic was in the rear view mirror. This is when the first breakthrough infections occurred, the first COVID-19 vaccine mandates rolled out, the first talk of boosters came up, and the return of mask rules in some cities. It was a disappointing moment for many people who thought that doing their part in 2020 and 2021 should have earned them some well-deserved normalcy.

“In previous surges, we had much greater uptake at masking. There was a lot more vigilance on the part of the population. There was a lot more testing,” Brownstein said. “We have a population that, in many respects, has moved on from this virus so that [creates] a lot of unknowns as far as what’s going to happen in the next several weeks.”  

But — surprisingly — there are things to feel optimistic about. The rising number of hospitalizations has not yet translated into more intensive-care admissions or deaths. (We should know more on this front in the coming weeks.) The vaccines, while outdated, still largely prevent severe disease and death. There are nasal vaccines in development that are thought to prevent transmission and infection by producing IgA antibodies. Paxlovid works, even though it can cause rebounds and experts like Bright and Topol predict resistance to the antiviral in the future. SARS-CoV-2 also mutates less often than the flu, and there’s a universal flu vaccine now in a Phase 1 clinical trial.

“It’s beyond discouraging, especially since I know that we can prevail. And I say that because of what we’ve learned with flu,” Topol said. The “target of this virus is so much easier. Even though it mutates, it’s nothing compared to flu. What’s encouraging is we’ve got a drug Paxlovid that makes Tamiflu look like a joke. I am very encouraged by the science that we can prevail. It’s just that we’re not doing it.”

Sun, 17 Jul 2022 19:41:00 -0500 en-US text/html https://www.marketwatch.com/story/are-you-confused-about-ba-5-and-the-current-state-of-the-pandemic-heres-how-the-experts-are-thinking-about-it-11657889497?mod=hp_minor_pos25
Killexams : 16GB RAM Laptops For Better Storage And Functionality If you are choosing to buy a laptop for any kind of content creation, coding, prototyping or any other job that will require large amounts of data on a day-to-day basis, a 16GB RAM laptop will be the right pick for you. An array of modern programs can only sink their teeth into a laptop with large RAM. So if you need a system that can keep up with your demanding needs, get a 16GB RAM laptop. In case you’re confused about which ones to go for, here’s a handy list of our top recommendations for you. Choose from this list depending on the key features, screen size and more to buy the ideal 16GB RAM laptop for all your needs. This will help you narrow down your choices and make the best purchase easily.
Buying a 16GB RAM laptop is a difficult decision. You will have to decide the screen size, whether you want to go for an expandable RAM option or not, other key features and more. This list of some of the best 16GB RAM laptops can help you make the best buying decision when you are shopping online.
Popular 16GB RAM laptops with price, processor and key highlights


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Laptops Market Price Approx Amazon Price Screen size Processor Key highlights
HP Pavilion (2021) Thin & Light Laptop Rs 79,999 Rs 76,800 14 inches 11th Gen Intel Core i5-1135G7 With built-in voice control feature
Razer Blade 15 2020 Rs 2,49,990 Rs 2,29,990 15.6 inches 10th Gen Intel Core i7-10750H With 16GB RAM and 512GB SSD
ASUS ZenBook 14 (2020) 14-inch FHD Thin and Light Laptop Rs 1,11,000 Rs 71,600 13.3 inches 10th Gen Intel Core i5-1035G1 With an amazing display quality
Lenovo ThinkPad E15 Laptop Rs 80,366 Rs 80,290 15.6 inches 10th Gen Intel Core i3 With a screen size of 15.6 inches
Dell 15 (2021) i5-10200H Gaming Laptop Rs 82,789 Rs 74,700 15.6 inches 10th Generation Intel Core i5-10200H With 10th Gen i5 processor
HP Pavilion x360, Intel 11th Gen Core i7 2-in-1 Laptop Rs 95,000 Rs 87,000 14 inches 11th Gen Intel Core i7 Can charge up to 50% in just 30 minutes
Dell Inspiron 5518 Laptop Rs 85,990 Rs 71,500 15.6 inches i5-11300H Processor Available with a numeric keyboard
HP Pavilion 15, Ryzen 5- 16GB RAM Laptop Rs 77,327 Rs 62,990 15.6 inches AMD Ryzen 5 5500U With 6 cores and 12 threads

Take a look:
A great sleek and stylish pick for the people on the go, the HP Pavilion (2021) Thin & Light Laptop comes with the latest 11th Gen Intel Core processors, up to 16 GB Dual channel 3200 DDR4 memory, and Intel Iris Xe integrated graphics to embraces your switches between games, entertainment, and creative work, so seamlessly.

With Alexa built-in, you can control your entertainment without any hassle. HP Adaptive Battery of this 16GB RAM laptop fast charges in less time and allows you to get more hours back in less time.

14 inch Laptops: Compact options for your personal & business needs

Want to buy a good 14 inch laptop that is suitable for your business, work and personal needs? Have a look at this list of some of the best options that you can consider when you are shopping online. Choose depending on your budget and other key features to buy the perfect 14 inch laptop online.

The Razer Blade 15 2020 boasts of an NVIDIA GeForce RTX 2060 GPU and a 300Hz display. It has a sleek, portable chassis that feels high-quality thanks to its fully machined aluminum build. It has a powerful 10th Gen Intel Core i7-10750H processor, 512GB SSD and 16GB of RAM. Topping it off, it has a 15.6 inches FHD display with a 144Hz refresh rate.

This configuration of this 16GB RAM laptop is powerful, and it has no issue playing all of today’s most demanding games at high frame rates with its display’s native 1080p resolution.
For those of you who do not know, the ASUS ZenBook 14 is one of the world’s smallest 14-inch laptops, and features the breathtaking frameless NanoEdge display and the revolutionary ScreenPad 2.0 to provide you the freedom to discover your creative power. ZenBook 14 has a crisp, clear, high-resolution display that makes any visuals look their best, with wide viewing angles and vivid, accurate colors. It’s built to provide you all the raw power you need for effortless on-the-go computing.
Featuring the latest Intel Core processors, discrete NVIDIA graphics and a full complement of high-quality, high-performance components, ZenBook 14 will never keep you waiting. Whether you’re creating complex documents, mining data, retouching photos, or editing videos, this 16GB RAM laptop lets you do more — and do it quicker.
Delivering stellar performance day in and day out, the Lenovo ThinkPad E15 Laptop boasts functionality and style. It ensures enhanced processing, memory, and storage, and is portable enough to be carried around anywhere. Enjoy watching movies and series with its discrete graphics and a 15.6-inch FHD display that is complemented by state-of-the-art speakers and audio. And there's extra peace of mind with the built-in security, reliability, and affordability.
With the 11th Gen Intel Core i5-1135G7 processor and Intel UHD Graphics, plus up to 16GB of seamless memory, the powerful ThinkPad E15 can handle any task on the go.
A little pricey but totally worth every buck, the Dell 15 (2021) i5-10200H Gaming Laptop has exceptional build quality. The device comes with a 10th Gen Intel Core i5 processor to revel in powerful performance and has up to NVIDIA GeForce GTX 1650 graphics cards with faster loading times and a quieter system. Using this laptop, you can start your workday faster by signing on with the optional fingerprint reader integrated into the power button.

This 16GB RAM laptop comes with a really powerful battery that is ExpressCharge powered by 56Whr battery with GTX 1650 or 86Whr battery with RTX 3050+ Configurations.
If you are looking for a touchscreen laptop with 16GB RAM, this one can be a good option to pick when you are shopping online. Available with high-end features, this stylish laptop can easily be used for multiple needs. So, you need not think too much before buying it online. The screen size is 14 inches and the combination of 16GB RAM with 512GB SSD makes this laptop a powerful one. The fast charging feature allows you to charge up to 50% of the battery in just 30 minutes.
If you have a high budget or you are not looking at your budget while buying a 16GB RAM laptop, this one can be a premium pick to consider. With a screen size of 15.6 inches and a numeric keypad, this laptop is even suitable for your basic business needs. The narrow screen border and the backlit keyboard provide this laptop a stylish and professional look. Since it is available with a fingerprint reader, it is even a great choice for added security of your data that is stored on the laptop.
This laptop by HP can be another good option that you can consider for almost all your personal and work needs. Available with 8MB cache, 6 cores, 12 threads, 16GB RAM and 512GB SSD, this laptop is a powerful option to consider for almost all your needs except gaming. The fast charging feature allows you to save time and easily carry this laptop along when you are travelling. This laptop is available with a fingerprint reader and a backlit keyboard making it worth your money.

Things to consider when you are buying a 16GB RAM laptop

  • Decide your budget so that you can narrow down your choices and decide easily
  • Pick your preferred features so that you can easily find the perfect laptop for your needs
  • Decide the screen size that you are the most comfortable with
  • Check if you need a lightweight and portable laptop with a long battery life
  • Choose the storage size that would be ideal for your laptop
  • Decide whether you want to go for an HDD laptop or an SSD laptop. This will help you narrow down your choices and make the best purchase when you are shopping online.
  • You can even go for a combination of both to buy a laptop for your professional needs
  • If you want to go for a gaming laptop, make sure that you check other gaming features to make the perfect purchase

16GB RAM laptops: FAQs
  1. How much do 16GB RAM laptops cost?
    16GB RAM laptops cost usually around Rs 70,000-80,000. However, you can find these laptops in more or less price ranges depending on the features, available discounts, screen size and more. So you can choose the perfect one as per your preferences.
  2. What screen sizes you can find in 16GB RAM laptops?
    You can find 16GB RAM laptops in almost every screen size. So, you can find them between 14-18 inches screen sizes.
  3. Can you find a 16GB RAM gaming laptop?
    Yes, when you are looking for gaming laptops, you can easily find the one with 16GB RAM. So, you can easily shop for the laptop as per your preferences.
  4. Are 16GB laptops suitable for business needs?
    Yes, if you are looking for a powerful laptop for your business needs, a 16GB one will be apt for that. If you have the budget for it, go for it without thinking too much.
  5. Are 16GB laptops apt for personal needs?
    If you do not have to work on your laptop regularly or you do not have to use high-end software on your laptop frequently, a 16GB laptop may not be the perfect choice for your needs. You can even go for a 4GB or 8GB laptop in such cases.

Also read:

Gaming laptops under 60000: Top choices for an amazing gaming experience

Want to buy a pocket-friendly gaming laptop online? We have a list of some of the most popular gaming laptops under 60000 that you can buy online. Have a look at this list and choose the desired laptop depending on your gaming needs, preferences, comfort level, compatibility with other accessories and more.

Intel Core i7 Processor Laptops Ideal For Gaming and Graphic Designing

Want to buy a good i7 laptop online for your business or professional needs? We have a list of some of the top choices that you can consider for your needs based on the price, the screen size, the processor, the RAM and ROM combinations and more to make the best purchase online.

Intel Core i5 Laptops That Are Apt For All Your Business Needs

Want to buy a good Intel core i5 laptop that is suitable for your business needs? We have a list of some of the top choices in all price ranges that you can choose from and pick the ideal one depending on your budget and preferences. Choose from this list depending on your budget and feature preferences to buy the best i5 laptop online.

DISCLAIMER: The Times of India's journalists were not involved in the production of this article.

Wed, 03 Aug 2022 05:40:00 -0500 Soumya Joy text/html https://timesofindia.indiatimes.com/most-searched-products/electronics/laptops/laptops-with-16gb-ram-for-better-storage-and-functionality/articleshow/80114287.cms
Killexams : From CIO to COO at DXC Technology
Chris Drumgoole (DXC)

Chris Drumgoole (DXC)

Credit: DXC

After serving as global CIO for GE, Chris Drumgoole became CIO of DXC Technology in March 2020. DXC is an $18 billion business formed in 2017 from the merger of CSC and HP Enterprise Services.

As a customer to DXC while at GE, Drumgoole was impressed by the vision of Mike Salvino, who had been named CEO of DXC the previous September. “In many companies, there is the technology path and the business path. Both are highly valued, but they are separate,” says Drumgoole. 

“Mike’s vision was that a technology services company should run like a technology company. When he told me that he was putting a team together ‘to transform DXC into what we are helping our customers to be,’ I came on board.”

Just as Drumgoole was joining DXC in early 2020, COVID was becoming a reality, which intensified the already critical role of IT. “Even without COVID, I would have participated in every leadership meeting, because that is the way the CIO position is viewed here,” he says. 

“But COVID really accelerated our virtual-first agenda.” During leadership meetings, Drumgoole certainly weighed in on how to get laptops and phones to employees, but the focus of the conversations was ultimately about how to work differently as a company.

Stepping into the COO role

Drumgoole found that the conversations were more about business strategy than technology, which led to a conversation with Mike Salvino. 

“Mike said that since I understand the technology, which is critical to our transformation, but I am actually spending only a small amount of time as an IT operator, I should step into the COO role,” says Drumgoole. 

“He told me ‘There is nothing operationally we will do in the next three years that doesn’t involve technology, and you understand technology and our operations; you are exactly the COO profile we are looking for.’” Drumgoole was named COO in August, 2021.

Early in his COO tenure, Drumgoole considered holding onto his CIO responsibilities, since he knew the technology, but a board member who had taken a similar path dissuaded him. “He summarily told me I was crazy, and that the first thing I should do is replace myself as CIO with someone better than me, which I did,” he says. “I’m glad I took his advice.”

While Drumgoole’s combined skill of technology and business operations resulted in his promotion, he still found he had much to learn in the new position. His GE background gave him a strong foundation in operations, but he found he needed to spend time learning the logistics of running a company with 130,000 global employees, even more than he did as CIO.

Shifting from the CIO mindset