Share This!©DisneyFor those looking for another great brunch offering, you will soon be able to enjoy the California Grill for a brand new Sunday brunch, called Brunch at the Top.The Contemporary Resort restaurant will be offering a whole new menu for the occasion. There will also be a Bloody Mary Bar, as well as cocktails and craft beers available. And don’t forget the signature brunch cocktail, as well as the new “faux” mimosa for kids.Guests will start the meal with an assortment of house-made breakfast pastries, like caramel apple Monkey bread, Tillamook Cheddar biscuit and cranberry scones pecan served with house-made jam and orange blossom honey butter. Then you’ll head over to the show kitchen for small tastes such as house smoked orange honey ham, deviled eggs, Greek yogurt with vanilla-scented granola and fresh berries, kale and apple salad, baby iceberg wedge with bacon and avocado-buttermilk Ranch dressing, hardwood smoked salmon, California rolls with jumbo lump crabmeat, spicy tuna rolls and shrimp tempura with orange drizzle and mango.Then you’ll be able to choose your main dish. Options will include:Pan-Fried Buttermilk Organic Chicken Cutlet with Haricots Verts, Toasted Almonds, Frisée, Beurre Noisette;Sweet Potato Pancakes with Caramelized Heirloom Apples, Dried Cranberry and Raisin Compote, VanillaCustard, Warm Canadian Maple Syrup;Shrimp and Grits, Gulf White Shrimp with Tillamook Cheddar Grits, Spicy Tomato Broth,Espellette-Spiced Tomato Ragout;Poached Lobster Benedict with Butter-Poached Tail, Two Soft-Poached Eggs, Honey Ham,Yuzu Hollandaise, Marble Potato Hash;Chef’s Frittata with Three Lake Meadow Farms Eggs, Florida Heirloom Tomatoes, Roasted Poblanos, Chorizo, Creamy Goat Cheese, Marble Potato Hash;Grilled Flat Iron Steak with Soft Poached Eggs, Chimichurri, Marble Potato Hash and Charred Red Onion.Brunch will be rounded out with mini-desserts of macarons and chocolate truffles.The cost of this meal is $80 for adults and $48 ages 3 to 11. Reservations open December 16, and can be made by visiting DisneyWorld.com/dine or by calling 407-WDW-DINE.
Why Tech Companies Need Simpler Terms of Servic… 8 Best WordPress Hosting Solutions on the Market Tags:#Features#NYT#Trends#web A Web Developer’s New Best Friend is the AI Wai… Top Reasons to Go With Managed WordPress Hosting It’s the perfect storm. Computer manufacturers have figured out how to produce lightweight, low-end machines that cost very little just as the economy takes a big tumble. Meanwhile, software applications that once needed robust hardware to run are now moving to the cloud. The result? An explosion of netbooks, the “sub-compact” car of notebook computers, most of which don’t cost too much more than the average smartphone.When buying a netbook today, you’re presented with two options for the OS: Windows XP or Linux. One of those options is less expensive than the other, and that just may be all it takes to get people to choose the Linux machine instead.Linux Makes Netbooks Even More AffordableIn the rest of the computing world of desktop computers and mainstream notebooks, you’re typically choosing between Windows Vista or Mac OS X, but in the world of netbooks, it’s Linux or XP. Those two operating systems are perfect for netbooks thanks to their lower CPU and power requirements. For those pinching pennies (and who isn’t these days? ), the Linux netbooks are even more affordable than their XP counterparts, typically falling into the $300-400 range. If you’re already doing most of your computing in the cloud – that is, you use webmail, create and edit documents using a service like Google Docs or Zoho, store your photos online at a site like Flickr, and, most importantly, don’t need to run a bunch of software programs on your desktop, the Linux computer is now looking more like a viable option than before – and one that saves you a bit of change too. Just look at these prices: the Acer Aspire One ($399), the HP Mini 1000 ($379), the Dell Inspiron Mini 9 ($349), and the MSI U90X ($369). Breaking Into Mainstream As any Linux fan will tell you, the beauty of this OS is its stability. These Linux machines don’t crash, boot quickly, and are generally known to be all-around reliable computers.However, there are still a few folks out there who are going to go with the XP option for familiarity’s sake. There’s comfort in knowing that your peripherals will work and that you could run Windows-only desktop software if you needed to. Although there are tons of open source alternative software programs out there, an average computer user isn’t likely to know what those are or how to find them. Those issues still stand in the way of mainstream adoption, and have led some buyers to return their PCs to the manufacturers. An MSI executive, Andy Tung, recently reported on the high return rate of the Linux machines, saying: “Our internal research has shown that the return of netbooks is higher than regular notebooks, but the main cause of that is Linux. People would love to pay $299 or $399 but they don’t know what they get until they open the box. They start playing around with Linux and start realizing that it’s not what they are used to. They don’t want to spend time to learn it so they bring it back to the store. The return rate is at least four times higher for Linux netbooks than Windows XP netbooks.”The Linux PCs may also end up getting a run for their money when Windows 7 is released to the wild as that OS is netbook-ready and easy on the CPU, memory, and battery use, according to the news coming out of this year’s PDC. Linux Gets A FootholdThat being said, this move to netbook computing is offering Linux a foot in the door of mainstream computing in a way that may have never been possible before. Without the economic crisis to factor in to people’s spending decisions, people probably wouldn’t have considered the Linux option as strongly as they’re doing today. When every dollar saved counts, the decision to go Linux may be more about cost savings than anything else, but that might be what it takes to get people to try the OS computer geeks have been raving about for years.Are you going to buy a Linux or XP netbook? If so, tell us which ones you like and what’s factoring into your decision. Related Posts sarah perez
EDITORS NOTE: David Johnston is senior director of loss prevention and corporate security at Dunkin Brands. Prior to his current position, he was director of business development with LP Innovations and XBR product manager for Datavantage. Johnston held multiple roles in loss prevention for J. Baker and Jordan Marsh. He also serves as president of the Restaurant Loss Prevention and Security Association.EDITOR: Lets start at the beginning. When did you get started in loss prevention? JOHNSTON: I started thirty years ago as a store detective and then an internal investigator for the Jordan Marsh Company in downtown Boston. I was attending college in Boston for criminal justice, so a position like this was an opportunity to gain experience while still in school. From there, I took the position of regional loss prevention manager for J. Baker, Inc., a diversified retailer of shoes, big and tall mens clothing, and uniforms. It was during my role at J. Baker, that my career path changed.In 1998, Steven May, the SVP of loss prevention at the time, presented a plan to the CEO and board of J. Baker to flip the LP department into a profit center. This resulted in the creation of a new company, LP Innovations, under Steven May, who is still the current CEO of the company and a longtime friend and mentor of mine.- Sponsor – With the forming of LP Innovations, we hit the ground running, supporting retailers who didnt have a loss prevention department and those who needed supplemental resources. The challenge was that we, all LP professionals, needed to develop the business. We needed to learn to sell, market, and grow LP Innovations to retailers of all sizes, segments, and structure. That is where I began to learn about business, from selling the value of loss prevention to executives to developing programs for a variety of retailers.HyperFocal: 0EDITOR: When did you move to Datavantage? JOHNSTON: During my time with J. Baker, I became one of the first power users of the XBR exception-based reporting (EBR) tool in our industry. I also developed LP Innovations EBR analysis group, becoming experts in the XBR tool for many of our customers.In 2002, I left LPI to become the XBR product manager, working with another mentor, Raoul Ricard, the creator of the XBR system. I was the XBR product manager for four years. During that time, I had the opportunity to expand my business knowledge, understand product development, and most importantly learn how to work with cross-functional teams to support our customers utilizing the technology. It was a great experience to learn how technology is developed, from customer need to development and through the entire implementation process. The role also provided me the opportunity to travel internationally and work with loss prevention departments in different countries.EDITOR: What happened next? JOHNSTON: In 2006, I returned to LP Innovations. Throughout my career, I have always focused on continuing to develop myself and always seek to maintain positive relationships. I have been fortunate and thankful for those who have helped me to succeed. Paul Jones took a chance on a suburban teen as a store detective and introduced me to loss prevention at Jordan Marsh.Raoul Ricard taught me how to develop great customer relationships and to work with various business units for the greater good of the customer and the business. When Datavantage was purchased by Micros, things changed. In short, I found that I didnt want to work for such a large company and sought to make a change.The timing was beneficial as Steven was taking LP Innovations private and looking to develop a deeper bench to help develop the business. So he recruited me back to LPI to develop the business development channel, working with sales and marketing and consulting.I have a long history with Steven and am grateful for all that he has done to develop me into a well-rounded business executive and loss prevention professional. Steven has always been a leader who helps you to develop. I recall one time that he made me approach our CFO at J. Baker to ask for budget and approval for an idea that I had presented. His approach was if you have an idea, you own the idea; youre responsible for seeing it through. His approach allowed me to learn, develop new initiatives, fail on occasion, but learn from my mistakes. My experience at LPI was invaluable to my future career plans.EDITOR: So now, after sixteen years on the vendor side, youve returned to LP. When and why did you make that decision? JOHNSTON: As a solution provider, it was important for me to stay engaged with the practitioners and the practice of loss prevention. Although I was helping many companies through LPI, I missed developing my own team and program. When the position became available at Dunkin Brands, several practitioner friends of mine convinced me to apply, many saying that my approach and experience would be ideal for the position.Interestingly, after I applied, the director of recruiting called me and wasnt sure if I was qualified for the position. She didnt see any retailer or restaurant company as my last three employers and didnt know if I had the qualifications. When I described LPI and my experience, she asked me to come in for an interview. I am glad she called rather than cast my resume aside. Otherwise, we may not be speaking today.The final decision was difficult in saying goodbye once again to Steven and LPI, but as a good mentor and leader, Steven knew Dunkin Brands was a great fit for me. I was born and raised here in Massachusetts, so Dunkin is in my blood. During the interview process I learned quickly how engaged everyone is here at Dunkin Brands, the history of the brands, an energizing environment, and the opportunity to develop a new approach to loss prevention in the company.EDITOR: Before we get into the LP side of Dunkin Brands, give us a little background on the company itself. JOHNSTON: Dunkin Brands is the worldwide franchisor of two of the worlds most-recognized and beloved brandsDunkin Donuts, which started in 1950 in Quincy, Massachusetts, and Baskin Robbins, which started in 1945 in Glendale, California. What I like best about our brands is that although they began on opposite coasts, everyone is passionate about our brands and they evoke powerful memories. Everyone has a story about the first time they enjoyed Dunkin donuts or Baskin Robbins ice cream. It makes working for our brands fun.Today there are more than 20,000 Dunkin Donuts and Baskin Robbins locations across more than sixty countries. Were 100 percent franchised in the United States; we have no company-owned locations. We are also unlike many other franchised companies in that we dont own our supply chain.EDITOR: Do you make recommendations on how franchisees might go about putting together an LP program? JOHNSTON: As a franchisor, we do not direct, develop specific programs, or require certain measures of our franchisees. We recommend practices and common elements of an LP program, but specifically developing a program is up to each independent franchisee. That doesnt mean the LP team doesnt engage with our franchisees, because we certainly do. We just engage more from a consultative and business approach.Our core initiatives are focused on educating the independent franchise business owners on the importance of incorporating the concepts of loss prevention into their businesses. We educate them on understanding how losses affect sales, unit economics, and overall profitability. We show them systems, reports, and metrics that we think can help them better understand their businesses, and they then are positioned to take their own actions to reduce loss.EDITOR: What responsibilities does your team have in loss prevention and security on the corporate side? JOHNSTON: Our team is fully engaged in various aspects of our business, which is a testament to the people on the team and our ability to build relationships with other departments.The LP team focuses their time on our franchisee initiatives, understanding that the more profitable our franchisees are, the better it is for us as the franchisor. We also are responsible for investigating certain violations of our franchise agreements, including intentional underreporting of sales. We look for loss prevention managers who are business savvy, can understand financial documents, and can lead a sophisticated investigation. The team also has a role in investigating potential fraud regarding our e-commerce.On the corporate security side, our biggest responsibility is Dunkin Brands roughly 1,100 employees, especially the safety and security of all employees while traveling to any of our locations across sixty-plus countries around the globe. Whether it is a member of leadership traveling to an area or an international business manager in-country, our employees are our brand, and we want to keep them safe.EDITOR: Do you use any support services to help with travel safety? JOHNSTON: We are a small department here corporately, so we do utilize third-party services to support travel safety, in-country security, and medical support. The world is changing from a safety and security perspective. Locations like airports and markets and countries that were once considered safe are now primary targets for attacks. With such a large global footprint, employees can be anywhere across the world, visiting restaurants, new countries or cities for development, or coffee fields located in the mountains of third-world countries. Our travel-safety program includes educating our employees on key principles to help them remain safe, providing information and alerts quickly to those traveling, and having services at the ready should we need to assist our travelers or those living abroad. It is a team effort with the traveler, our partners, and our corporate team focused on safety.We also participate in several government-sponsored information networks. Before coming to Dunkin Brands, I was aware of these networks but as a solution provider never engaged as a member. We are a member of the FBIs Domestic Security Alliance Council (DSAC). We are also a member of the Overseas Security Advisory Council (OSAC) with the Department of State. These memberships, along with others, are very important when you need to protect US brands and employees across the world. I highly recommend US brands engage with these public-private networks. In todays environment of terror, cyber, and violence, this partnership has proven to be very beneficial to our efforts.EDITOR: What position do you report to at Dunkin Brands?JOHNSTON: I report to the chief legal and human resource officer of our brand. I have a very supportive leader and executive team. They understand the value our team brings to both the brand and our franchise community. Without that, we would not be as successful as we have been in our efforts.EDITOR: How does the company measure your performance or effectiveness? JOHNSTON: We measure our performance based on the metrics of the business. We dont have employee theft, shoplifting, or shrink percentage to measure our value. Our team measures performance primarily based on our impact to comparable sales, weekly sales increase, and other metrics focused on restaurant and franchise network performance.To help educate leadership on the teams value, we implemented a Quarterly Department Review or QDR, which is a business recap distributed to each brands leadership team and my supervisor, showing the teams activities and accomplishments. The value of this QDR is that it is presented using the companys business metrics and calculating our financial impact to both the franchisees and the brand. Sharing these results has made us better business partners, increased our engagement with franchisees, and continue to show the value of our team.EDITOR: What types of things have you instituted when it comes to data technologies and analytics? JOHNSTON: Over the past three years, our focus has been on increasing our analysis capabilities and presenting those opportunities to our franchisees. Our teams success depends on our ability to educate franchisees on the importance of loss prevention. We need to market our initiatives to the independent franchise business owners. This is where my experience as a solution provider has been invaluable to my position here at Dunkin Brands. We are selling loss prevention every day. We are showing how business owners can be more profitable integrating loss prevention into their business cultures.From a technology standpoint, we have begun to utilize the tools being used by our business analytics team to help us improve how we test, analyze, and present results. Using the same tools allow our results to have the same validity with leadership, with everyone speaking the same language and trusting the results.Our success has been the transition of the entire team into business professionals first, focusing on the concepts of loss prevention. I have a great team, people much smarter than I am, and everyone is focused on how we can continue to make our franchisees more profitabletheir success is our success.EDITOR: You obviously have a great deal on your plate at work. How do you spend the time you manage to have away from your professional life? JOHNSTON: My wife of 25 years and I enjoy spending time with our two teenage children. We do as much as we can as we know they grow quickly and will eventually be off leaving the house in a few short years.If I am not traveling, I can be found playing ice hockey two to three times a week and for the last sixteen months studying Krav Maga, which is the Israeli military self-defense fighting system. I am also an avid reader, always having a book or two nearby to read throughout the week.SIDEBAR: Restaurant Loss Prevention and Security Association Conference Scheduled for July 30August 2 in Las VegasEDITOR: In addition to your professional responsibilities, you are also the current president of the Restaurant Loss Prevention and Security Association (RLPSA). Tell us about that organization. JOHNSTON: The RLPSA is an association specific to loss prevention, safety, and security professionals in the restaurant and food-service industry segment. This year is its thirty-eighth year, and although our segment has evolved, the RLPSA goal is to stay focused on member engagement, solution provider partnership, and solving restaurant and food-service issues.EDITOR: What is your role there as president? JOHNSTON: The president leads the board of directors and supports the associations long-term strategic plan. Unlike some other associations, a board member serves for three years, and the president serves a one-year term. As president, the focus is to continue the progress made the previous year, bring forth new initiatives, and prepare the board members for the following year and eventual next president.The RLPSA has an executive director, who serves as the primary director of the association. We are fortunate to have Amber Bradley serving as our executive director for the past couple of years.EDITOR: Who are some of the other companies that are represented on the board? JOHNSTON: We have some great leaders and very passionate people on our board. This years board includes Rocco Prate from Wendys who serves as vice president of the board, Michael Loox from BLD Brands, Van Carney from Dominos Pizza, Ken Gladney from Taco Bueno, Linda Zaziski from Little Caesars, along with Scott Elkins from UAS and Stephen Longo from CAP Index. We have great representation of different company structures, safety and LP expertise, and industry diversity on this years board.You may have also noticed that two of the board members are solution providers. The RLPSA, from its very beginning, has valued the relationship between practitioner and solution provider. The RLPSA has two positions on the board that are held and voted on by solution providers. The engagement of our solution providers within the RLPSA helps us as practitioners, and the involvement of business leaders on the board make us better.EDITOR: Other than the annual conference, what are other initiatives you are engaged with? JOHNSTON: Last year we unveiled our long-term strategic plan, which included several initiatives to help us grow and evolve with our membership and our challenges. This plan includes enhancing current programs like our RLPSA Connect, a one-day regional workshop held twice a year to connect law enforcement, members companies, and franchisees to discuss timely and regionally specific LP, safety, and security issues facing the restaurant industry. With our solution provider membership, we have continued to expand our webinars throughout the year, helping our membership learn of new offerings and technologies available to make us better.Some new initiatives this year include our improved website that now provides more resources and tools to assist our members. Developed by our members, these resources can assist in developing programs and procedures in various restaurant settings. We have also conducted several membership discussions, giving our membership the opportunity to share, discuss, and network with each other on several timely topics. Some of the topics this year have included mobile and digital fraud, smart safes, and protecting our locations against robberies. All of our initiatives are true to the RLPSA taglineSmarter. Together.EDITOR: Your next annual conference takes place in July. Where is it and what does the agenda look like? JOHNSTON: Our 38thannual conference will be in Las Vegas from July 30 through August 2. Weve got a fantastic agenda planned. Amber, Rocco, and our planning committee have done a great job lining up fantastic speakers and timely topics.Our opening keynote speaker is Eric ONeil, former FBI counterintelligence operative. The movie Breach was based on his work in taking down one of the most infamous US spies, an FBI agent providing intelligence to the Russians for more than twenty years. He will be discussing several topics including protecting your company against insider threats.We also have Shawn VanSlyke, former FBI behavioral analysis unit chief, who will be speaking on todays changing violence landscape with homegrown violent extremists and understanding potential radicalization in the workplace.Another exciting speaker will be William Espy, brand visionary from Chipotle. He will be discussing the issues Chipotle has faced over the past year and how to handle brand and business in the event of a crisis.EDITOR: Thats power packed right there with those speakers. JOHNSTON: Absolutely, but just as exciting as our great line-up of keynote speakers, the presentations we have from our membership looks to be even more engaging and educational. Our members continue to support the RLPSA through their willingness to share information and present their programs and initiatives to those attending the conference. We also have a great solution provider expo, with several new solution providers coming for the first time this year, and veteran solution providers who continue to support the RLPSA and our membership. [Learn more about the RLPSA conference.] Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Zimbabwe Cricket on Wednesday, said India have agreed to tour Zimbabwe for a limited overs series featuring three One-day Internationals (ODI) and two Twenty20 internationals (T20I).”I can confirm that it’s now a done deal. India are arriving on July 7 and will leave on the 20th, 3 ODIs and 2 T20s,” the chairman of the Zimbabwe Cricket Committee, Alistair Campbell, said on Twitter. BCCI is yet to issue a statement regarding the tour.”I can confirm that it’s now a done deal.India are arriving on July 7 & will leave on the 20th,3 ODIs & 2 T20s”AC pic.twitter.com/0OSO8rjfj0 Zimbabwe Cricket (@ZimCricketv) June 10, 2015″The schedule for the matches is almost done and should be released later this week. However, all the matches will be played in Harare,” he added.India are currently touring Bangladesh for a series comprising one Test and three ODIs. They also have a series against Sri Lanka and South Africa later this year. India last toured Zimbabwe in 2013 under Virat Kohli’s captaincy when they swept the five-match ODI series 5-0.Zimbabwe recently toured Pakistan, playing three ODIS and two T20s and becoming the first Test side to visit Pakistan since terrorists attacked the Sri Lankan team in Lahore in March 2009. The India series will be Zimbabwe’s first international assignment since their Pakistan tour.Campbell also said New Zealand would arrive a week after India’s departure for three ODIs and a lone T20 followed by Pakistan’s tour. “We are very pleased that India are coming and the fact that New Zealand are coming just a week after Indias departure,” Campbell said. “Pakistan are coming in August as part of the benefits for our tour there recently, and there is another tour by West Indies,” he added.advertisementZimbabwe coach, Dav Whatmore was happy that his team would get the opportunity to play more competitive cricket. “The only way we can improve is by competition,” Whatmore was quoted as saying by newsday.co.zw.”I am pleased that we have a good number of matches lined up, just like any full member. Next up is India and we will be looking to continue improving,” he added.
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About the authorPaul VegasShare the loveHave your say Brighton boss Graham Potter: Spurs win long time comingby Paul Vegas20 days agoSend to a friendShare the loveBrighton boss Graham Potter says victory over Tottenham Hotspur at the Amex was just rewards for their recent work.Potter commented on how the mood remained upbeat within the squad despite the results not going his players’ way.“They’ve had the belief despite the results. That gives you strength if you feel that you’re doing things in the right way.“We know we’ll still improve because it’s only our eighth game together. But the performances have been good and the players understand what we’re trying to do.”Today we had a bit of luck and that helped to grow our belief and confidence. Saying that though, I felt we produced a performance that was worthy of a 3-0 victory today.”
TORONTO – The federal government has apologized to former Guantanamo Bay inmate Omar Khadr and, sources say, paid him $10.5 million to settle his long-standing lawsuit over the violations of his charter rights. Canadian Press reporter Colin Perkel talked to Khadr about the settlement and the widespread anger it has engendered:Q: What do you say to those Canadians who view you as an unrepentant terrorist who deserves no mercy, let alone an apology and compensation?A: I’m not a hardened terrorist bent on doing anything. But they don’t have to believe what I say. Look at my actions. My past: I’m not excusing it, I’m not denying it. We all do things that we wish we could change. All I can do right now is focus on the present and do my best to become a productive member of society, a good person, a good human being. Look at my actions and judge me on that.Q: How do you react to those who say you’re now profiting from a criminal past?A: I can’t discuss any details of the settlement but I don’t look at this as profiting. This is not a time for profit or for gaining or for thinking, ‘I hit the jackpot.’ This is a time for remembering. It’s a time of reconciliation. This is a time for healing and it’s not about forgetting. I’m sorry if this is causing people pain. I’m trying to turn a page. Not to forget that page, but just trying to turn a page and move along.Q: Do you think you deserve an apology from the Canadian government on behalf of Canadians?A:I don’t look at it in a way that I deserve it. It’s not a matter of deserving. It’s a matter of trying to find the best way where we can reconciliate what happened and move forward in a way that is going to be healthy for everybody.Q: What does the government’s apology mean to you?A: The good thing about this apology for me is that it’s going to restore a little bit of my reputation here in Canada. It’s been a struggle to find jobs. People see you with that past reputation. An apology helps people say, ‘We acknowledge the past.’ Maybe that will give people an opportunity to give me a chance and think there might be more than what is said in the media.Q: You’re close to your family, some of whom have angered Canadians by expressing in years past pro-al-Qaida sentiments. How do you reconcile that?A: It would have been easy for me to be very upset and frustrated with my family with what they said. But my frustration and anger is not going to change what they said. I’m not excusing what they said. I’m not justifying what they said. All I’m trying to do right now is explain that they were going through a hard time. This is not an excuse but it’s an explanation. They said things out of anger or frustration.Q: Some might say you’re trying to sweep the past under the carpet?A: How are we going to see what’s ahead of us and move forward, if all we can see is the past? Not forget. This is how I survived: I tried to focus on the things I can change. All I can do right now is try to become the best person I can.Q: What’s next for you?A: I want to finish my nursing program. I want to work as a nurse somewhere it’s needed. I want to be able to use my languages and my ability as a nurse to relieve people from pain. I have a lot of experience with pain and I have an appreciation of pain. With my past, I don’t know who’s going to be comfortable with hiring me.Q: Would you like now just to fade into the background?A: Definitely. I just want to be the next person on the road that you don’t look twice at. Listen, I want to be in a place where I don’t have any more legal cases, I don’t have any prison time. I just want to be a normal person who doesn’t have to worry about going to court. Hopefully, eventually, it will come.NOTE: The interview is edited and condensed.
Ohio State coach Urban Meyer said No. 5 is doing just fine. After quarterback Braxton Miller left the Buckeyes’ overtime win against Purdue on Saturday in an ambulance, Meyer said the sophomore had “full speed” practices Tuesday and Wednesday. “(Miller) is doing good,” Meyer said Wednesday at the Woody Hayes Athletic Center. “He has a sore neck but today is much better.” In his own words, Miller said, repeatedly, that he’s “good” despite a tender neck. “It’s just a little bit sore,” he said. Miller, who was taken to the Wexner Medical Center for tests on his head, neck and shoulder before being released “symptom free” later that night, said he wasn’t exactly sure what happened to him after being thrown awkwardly to the turf late in the third quarter. “I didn’t know what it was so they took me to the hospital to see what it was,” he said. Miller, though, said he’s watched the play since. “Yeah I seen it and, you know, it was just one of them type of hits you close your eyes but it’s cool, it came out good,” he said. “I’m blessed.” Miller said that was the “first time” something like that ever happened to him. “I landed on my head, shoulder, neck type thing. I didn’t know what it was. I was nervous at first,” he said. His backup, redshirt junior quarterback Kenny Guiton, said Miller looked great in practice. “I think he’s recovered well and he’s doing great,” Guiton said. “He’s been up and very jolly.” Guiton, who helped engineer OSU’s comeback victory against the Boilermakers, said he isn’t sure of what his role in the Buckeyes’ game plan when they travel to Penn State for a 5:30 p.m. contest against the Nittany Lions. “We’ll see Saturday,” he said. Guiton, though, he got a chance to text Miller while he was in the hospital to tell the sophomore that he and the Buckeyes “won the game for him.” Perhaps fortunately for Miller, someone did-the sophomore said he kept asking the nurses if they knew the score of the game. “(They said) ‘I don’t know,’” Miller said. “‘We’re working on you.’”