When diplomacy has failed and military intervention is deemed inappropriate, our leaders sometimes take THE THIRD OPTION. CIA counterterrorism operative Mitch Rapp falls prey to government forces with an agenda of their own after Dr. Irene Kennedy is named the successor to dying CIA Director Thomas Stansfield -- a choice that enrages many inside the world's most powerful intelligence agency. Her detractors will resort to extreme measures to prevent her from taking the reins -- which makes Rapp an expendable asset. But Mitch Rapp is no one's pawn, and he will stop at nothing to find out who has set him up.
In 1957, the Russians launched Sputnik and the ensuing space race. Three years later, Gene Kranz left his aircraft testing job to join NASA and champion the American cause. What he found was an embryonic department run by whiz kids (such as himself), sharp engineers and technicians who had to create the Mercury mission rules and procedure from the ground up. As he says, "Since there were no books written on the actual methodology of space flight, we had to write them as we went along."
Military investigator David Stafford receives a low profile assignment, but when he travels to a base outside Atlanta he stumbles into a big secret, one that the military will do anything to cover up.
The Handbook of Sustainable Refurbishment - Non-Domestic Buildings
The refurbishment of existing buildings is a crucial yet often neglected subject within sustainable architecture; attention is usually focused on new buildings. Many old buildings waste large amounts of energy and provide poor internal conditions for occupants through poor lighting, poor ventilation, solar penetration and glare, and poor control of heating and cooling. Demolition is an option but the refurbishment alternative is increasingly seen as more sustainable in terms of architectural value, materials use, neighbourhood disruption and waste disposal.
The Little Blue Book of Marketing: Build a Killer Plan in Less Than a Day
A great marketing plan identifies where an organization is, where it wants to be, and how it will get there. Most companies think they already have such a plan-but often they really have only a budget, a sales goal, or an excuse. What's the solution? According to Paul Kurnit and Steve Lance, it's not about copying someone else's cookie-cutter plan, or retreading your own plan from years past. There's a far more effective option: harnessing the company's own internal brain trust to create something fresh and perfectly tailored.
