take the first step to controlling your life, time & financial future…RIGHT NOW!!!

...All you need is a computer, a phone and a PositiveOutlook...


I'm a Sales & Marketing professional with 25+ years experience - emphasis in the insurance industry, networking & social media marketing.


*Debt Elimination & Wealth Accumulation with Worth Unlimited/United First Financial

*Receive a Tax Free Retirement Income through an IUL

*Opportunity to earn an additional income without large investment or risk

Sunday, July 31, 2011

1 min Intro to Peoplestring

Become Like Mark Zuckerberg-6 Billion Dollars!.screenflow

Peoplestring Intro Training--More in depth training about the back office.

Freedom.ws — Income for Life™

Freedom.ws — Income for Life™

A Cultural Icon: One of the First Black Super Models of America Details Category: Fashion & Beauty Published on Thursday, 02 June 2011 11:46

NEW YORK, USA - Modeling has a lot to do with identity. The models that feature in national, international publishing and formats, are iconic representations of cultures and everything that comes with them.
This model came to the United States of America in the 60s. It was just at the sunset of the Civil Rights Era. Being from Haiti, she wasn't necessarily aware of the social political climate; she wore her hair out.
The video below is about Jany Tomba, a Haitian girl that moved to New York as a child with her family. It explains how she became a model, being one of the first black girls to get into magazine covers in the U.S. It touches on the issues of identity and culture, from the perspective of Jany Tomba, in images and narration. It was shot in the Fashion Capital of World by artist Sasha Huber.

I ♥ JaNY

Source: Jany Tomba, Sasha Huber , Lawrence Gonzalez

A Peek at LinkedIn's 'Acquisitions List' Now that the social network for professionals has amassed some cash, LinkedIn's M&A team might look at Hashable, Socialware, Yammer, Indeed.com, and Branchout, for starters By Colleen Taylor

LinkedIn (LNKD) made its NYSE (NYX) debut Thursday morning with a bang. The company's share price more than doubled before lunch on its first day of trading, soaring within a few hours to more than 100 from its initial public offering price of 45.
In all, LinkedIn's initial public offering brought the company $352.8 million. What will LinkedIn buy with its cash? The company mentioned that it could use its IPO proceeds for "acquisitions of complementary businesses, technologies, or other assets" in its S-1 filing to the Securities & Exchange Commission. While mention of mergers and acquisitions is typically included in the boilerplate language of all public company filings, the Web has no shortage of potential acquisition candidates that could make their way onto LinkedIn's shopping list.
Here are a few options:
Hashable is a professional-focused social network. (Sound familiar?) Hashable, however, was founded in 2010, so it is much younger than eight-year-old LinkedIn. It was built from the ground up with mobile, geolocal, and social capabilities. My colleague Mathew Ingram has noted that Hashable is "what LinkedIn would look like if it [were] built now." And it's worth noting that Hashable Chief Executive Officer Mike Yavonditte has built and sold companies before. He was CEO of Quigo, a Web-based ad company that he sold to AOL (AOL) in 2007 for $340 million.
Hashable has raised $4 million in venture capital.
Many employees at investment banks and insurance companies are prohibited by their companies from interacting on LinkedIn because of potential compliance issues. This Austin (Tex.)-based startup caught my colleague Stacey Higginbotham's attention at this year's South By Southwest conference for targeting extra-secure social networking tools at those who work in highly regulated industries such as financial services. Socialware currently has more than 100 corporate clients in financial services. It announced an official partnership with LinkedIn in March. "For years, LinkedIn has heard from financial companies that they struggle with getting access," CEO Chad Bockius told me in a recent interview.
Socialware has raised $4.8 million in venture capital.
This San Francisco-based startup began in 2008 as a microblogging service for professionals—essentially a Twitter for enterprise companies. In the past year, Yammer has evolved to include Facebook-like social networking services for the corporate set as well. The company is certainly addressing a lucrative market: Yammer reportedly has 2 million verified users, 19 percent of whom pay for the service.
Yammer has raised $40 million in VC.
Indeed.com is said to be the world's largest jobs site by unique visitors, besting even Monster.com. In a guest blog post on Business Insider, Union Square Ventures's Fred Wilson recently called Indeed "possibly the best all-around company in our portfolio." LinkedIn already has a job-search feature, but buying Indeed could add impressive volume to the site's current offerings.
Indeed has raised $5 million in VC.
Branchout brings those much-discussed "gamification" elements to professional networking. GigaOM's Mathew Ingram flagged the startup as an attractive acquisition target for LinkedInwhen Branchout launched with its Facebook app last summer. Branchout is also led by M&A-savvy CEO Rick Marini, who sold social gaming site Tickle.com to Monster in 2004 for $100 million.
Branchout has raised $24 million in VC.
If you can think of any other M&A targets that could make sense for LinkedIn, please add them via the comments section below.
Also from GigaOM:
Provided by GigaOm

Freedom.ws — Income for Life™

Freedom.ws — Income for Life™

Top 30 Must-See Movies for Business Students: Business Through Hollywood's Lens - BusinessWeek

Top 30 Must-See Movies for Business Students: Business Through Hollywood's Lens - BusinessWeek

Can Microsoft Make You ‘Bing’? By STEVE LOHR Published: July 30, 2011

Stuart Isett for The New York Times
The team behind Microsoft's Bing search engine includes, from left, Qi Lu, Brian MacDonald, Harry Shum and Yusuf Mehdi.

MIKE NICHOLS has a poster on his office wall. It shows the young Muhammad Ali glaring down at a fallen Sonny Liston, the bruising heavyweight who had seemed invincible — until Ali beat him, in 1964, in one of the biggest upsets in sports history, and then beat him again a year later.
“The triumphant underdog,” Mr. Nichols says, nodding toward the wall.
The inspirational fight poster is fitting, because Mr. Nichols, a general manager at Microsoft, is a lieutenant in an underdog corporate army here. Its daunting mission is to take on the Google juggernaut.
Microsoft’s assault on Google in Internet search and search advertising may be the steepest competitive challenge in business today. It is certainly among the most costly. Trying to go head-to-head with Google costs Microsoft upward of $5 billion a year, industry executives and analysts estimate.
As the overwhelming search leader, Google has advantages that tend to reinforce one another. It has the most people typing in searches — billions a day — and that generates more data for Google’s algorithms to mine to improve its search results. All those users attract advertisers. And there is the huge behavioral advantage: “Google” is synonymous with search, the habitual choice.
Once it starts, this cycle of prosperity snowballs — more users, more data, and more ad dollars. Economists call the phenomenon “network effects”; business executives just call it momentum. In search, Google has it in spades, and Microsoft, against the odds, wants to reverse it.
Microsoft has gained some ground. Its Bing search site has steadily picked up traffic sinceits introduction two years ago, accounting for more than 14 percent of searches in the American market, according to comScore. Add the searches that Microsoft handles for Yahoo, in a partnership begun last year, and Microsoft’s search technology fields 30 percent of the total.
Yet those gains have not come at the expense of Google. Its two-thirds share of the market in the United States — Google claims an even higher share in many foreign markets — has remained unchanged in the last two years. The share losers have been Yahoo and smaller search players.
The costs for Microsoft, meanwhile, keep mounting. In the latest fiscal year, ended in June, the online services division — mainly the search business — lost $2.56 billion. The unit’s revenue rose 15 percent, to $2.53 billion, but the losses still exceeded the revenue.
Microsoft is a big, rich company. But investors are growing restless at the cost of its search campaign. In May, when David Einhorn, the hedge fund manager, called for Steven A. Ballmer, Microsoft’s C.E.O., to be replaced, he pointed to the online unit as a particular sore spot.
Qi Lu, president of Microsoft’s online services division, sees the situation this way: “To break through, we have to change the game. But this is a long-term journey.”
MR. LU, 49, knows about long journeys — and persistence. His grandparents raised him in rural China, in a home without running water or electricity. A bright student, he won a scholarship to the doctoral program at Carnegie Mellon.
After stints at the Almaden Research Center of I.B.M. and at Yahoo, where he was in charge of its search and search ad technology, he joined Microsoft at the end of 2008. He was recruited by Mr. Ballmer, who assured him that Microsoft was committed to search and competing with Google for the long haul.
Paul Yiu came from Yahoo two years ago, impressed by Microsoft’s approach to competing in search. A business and product manager, Mr. Yiu had spent most of his career in Silicon Valley, often working for Microsoft adversaries like Netscape and Oracle.
He explains that in the valley, with its job-hopping and start-up culture, there is a “renters’ mentality”: if things aren’t working out, just move on. At Microsoft, he says, there is a “homeowners’ mentality”: a dedication to making things work.
“If you’re in the expensive search game, you need to have a homeowners’ mentality,” Mr. Yiu says.
Microsoft’s leadership knew years ago that becoming a real competitor to Google would take patience as well as dollars. In 2007, Mr. Ballmer met with Harry Shum, a computer scientist who led Microsoft’s research lab in Beijing at the time. Mr. Ballmer, as Mr. Shum recalls, told him that the company wanted to make a concerted push in search and bring in leading technical experts and business managers.
“You spent 10 years in research, and now you’ll spend the next 10 years in search,” he remembers Mr. Ballmer saying to him.

When Mr. Lu and Mr. Shum, another Ph.D. graduate of Carnegie Mellon, talk of changing the game, they mean making search smarter. Today’s search, they say, primarily finds topics, or noun phrases — a person’s name, a city, a product, a disease and so on.
“Search is still essentially a Web site finder.” Mr. Lu says. “It’s all nouns. But the future of search is verbs — computationally discerning user intent to give them the knowledge to complete tasks.”
The phrase that Microsoft uses is “decision engine,” as opposed to search engine.
New classes of information will help. Social network data, for example. Microsoft has an exclusive partnership with Facebook, and in May it included a feature for linking the “Like” tags of a person’s Facebook friends to that person’s search results in Bing. It might show, say, that 15 of your Facebook friends “liked” a certain restaurant. It is a first step, Mr. Lu says, in including trusted opinions in search — and not just the popular ones that conventional search does so well.
Location data, especially from the growing share of searches on smartphones, offers another rich stream of information. If the engine knows where you are, it can add another layer of context and knowledge to the search.
The ability to write increasingly responsive, full-featured applications for the Web — using the new HTML5 programming language — should also make search more intelligent. The goal, Mr. Lu says, is that someday you will speak a phrase into your smartphone — “dinner for two on Friday and movie after” — and the software will go to work. It will connect to your personal data — your location, your dining and film preferences. It will then connect to dining and restaurant reservation applications, like Yelp and OpenTable, and movie reservation applications like Fandango.
Then the engine will begin a dialogue: “Here’s what is available. Where would you like to eat and when?”
In short, Mr. Lu describes a vision of a search engine that is part intelligent software assistant and part mind reader.
In Bing, the most visible evidence of the decision-engine concept is the ability to aggregate and present specific kinds of information in a search result. Microsoft has invested in travel services, for example. Type “flights to San Francisco” into Bing, and below a few blue-shaded links to ads is a Bing Travel flight database. Click on departure and return dates, and it performs a full search of all flights and predicts whether the fare is likely to rise or fall in the days before the departure date. That feature is based on technology from Farecast, a start-up that Microsoft bought for $115 million in 2008.
Bing also uses technology from MedStory, a health search engine it bought four years ago for an undisclosed price, to pull together information from across the Web and present it in an on-screen box above the conventional search links. Type in “diabetes,” and the gray-shaded information box contains a short definition from the Mayo Clinic, along with a link to the full article. Just below are links to diabetes articles from other professional health publications. Next come links to four related conditions, like high blood pressure and obesity, and four to related medications. At the bottom are links to recent Twitter posts about diabetes.
Technology experts agree that Bing is making innovative strides. “There is so little context in current search, and what Microsoft is trying to do is present users with context and structure, more a map of the world of information instead of just ranking it, especially in specific subject areas like travel and health,” says Esther Dyson, an investor in start-ups and a longtime technology analyst. “Microsoft is trying to beat Google at this different game.”
But while Microsoft may be ahead in some facets, Google is innovating as well — and acquiring specialized technology to fold into its search engine. In April, the Justice Department approved Google’s $700 million purchase of ITA Software, which collects and organizes online data for airline flights. Last year, Google paid an undisclosed sum for MetaWeb, a start-up that used a vast database to better decipher the meaning, and not just the words, of search queries. In 2008, Microsoft paid an estimated $100 million for Powerset, a start-up that is also a specialist in so-called semantic search technology.
“Both these companies are making important steps to make search more intelligent,” says Oren Etzioni, a computer scientist at the University of Washington. “It’s an arms race.”
At Google, the Microsoft talk of a “decision engine” is regarded as a clever turn of phrase that merely describes the long-range ambition of search and information retrieval, as the field was called in the years before the Internet.
“The goal has always been the same,” explains Amit Singhal, a computer scientist who leads Google’s search team. “The progression is from data to useful information to knowledge that answers questions people have or helps them do things. Knowledge is the quest.”
IT’S a Wednesday morning in June, and Brian MacDonald is presiding over back-to-back product meetings for Bing.
Mr. MacDonald, 49 and a vice president, is a returnee to Microsoft. His first stint began in 1989, when Microsoft acquired a business software company he co-founded; he stayed on, managing the development of a series of programs in Microsoft’s lucrative Office business until 2001. In those 12 years, Microsoft’s share price soared, and stock options for managers yielded the kind of personal wealth that opened up life choices. He left, invested in a few start-ups, spent time with his young children. But his children became teenagers and the appeal of dabbling in start-ups faded, and he was lured back to Microsoft in 2007, when, he says, the company was finally becoming “focused and serious about search.”
The meetings are in a sixth-floor conference room in an office complex here in Bellevue, a Seattle suburb. (Most Bing employees work in Bellevue, needing more space than was available at the headquarters campus in Redmond.) Each meeting involves about a half-dozen designers and engineers ranging in age from the late 20s to 40s. A few others join in by phone and videoconference from Silicon Valley and India.
The first session focuses on software still in the concept stage, called Bing DeskBar. It is downloadable software for personal computers, and perhaps for smartphones and tablets. The DeskBar, in the early June prototype, sorts information by categories like people, documents and Web sites. It presents information in those categories in large on-screen icons, or tiles, and sorts data by what is most “recent, relevant and frequently used,” as one designer says.
The people feature, for example, sorts through communications including e-mail, Facebook and Twitter messages. The idea is to filter messages according to computed criteria — like those from your work colleagues, or from people you communicate with most often.
DeskBar is one of several experimental projects in the larger Bing strategy, Mr. MacDonald explains later. “You take a product category, you expand it and you own that expanded category,” he says. “We have a recipe.”
That is the formula that worked in the past for Microsoft in PC software, with Windows and Office. But whether that game plan will work against Google is uncertain at best.
The second meeting focuses on design tweaks in Bing’s next wave of improvements, which would be released into the search engine a few weeks later. The upgrades have come in six-month cycles since the preparations for Bing’s introduction in May 2009.
Each cycle is named for a city. First was Kiev, then Oslo, Boston and Denver. A recent upgrade was called Mountain View, for the Silicon Valley town where Google is based. The next three cycles will be named for rock bands formed in West Coast cities, gradually moving closer to Microsoft’s base: Metallica (Los Angeles), Nirvana (Aberdeen, Wash.) and Soundgarden (Seattle).
“We’re bringing it back here,” Mr. MacDonald says.
Witty code names aside, Bing has a long way to go. It is praised for improvements in search quality and features that distinguish it from Google, including its stylish home page — a different and striking picture each day, typically of a place, plant or animal, with four links to information about the subject that appear when a computer cursor passes over the image.
Advertisers have noticed Bing’s progress. Laura Desmond, C.E.O. of Starcom MediaVest, an ad strategy and placement agency, says Microsoft’s share of its corporate clients’ click volume from search ads has grown to 24 percent, from 14 percent, in the last nine months or so.
“Bing is clearly behind Google, but now it’s a scale player as well,” Ms. Desmond says.
Becoming a solid No. 2 behind Google is an accomplishment, but at what cost? Yusuf Mehdi, a Microsoft senior vice president, declined to say when the company planned to break even in search. The huge reported losses, he says, are a result of aggressive investment over the last few years to hire people and build data centers that can handle 30 percent to 40 percent of search traffic, first in the United States and later in other markets. Those upfront, fixed costs are enormous, Mr. Mehdi acknowledges, but once Microsoft’s search traffic and ad volumes rise, the financial picture could brighten quickly.
“As we grow share,” he says, “that really can drive the profitability, and that’s the key for us to turn to profitability and then grow beyond.”
Microsoft is not yet translating its search traffic — that 30 percent share in the United States, including the Yahoo partnership — into comparable ad dollars. Revenue per search from Yahoo traffic it handles is far less than it was when Yahoo managed its own search ads, Yahoo said in its recent earnings report. But Microsoft and Yahoo executives say the shortfall is temporary, a result of making a complex technology switch while a business is running.
“It’s a matter of time and effort, not an inability to do it,” says Mark Morrissey, a Yahoo senior vice president. “I’m as confident of the economic payoff from this partnership as I was on Day 1.”
IF those tech teething problems can be solved, the big remaining challenge will be attracting more traffic at Google’s expense. At this stage, says Mr. MacDonald at Microsoft, the greatest hurdle for Bing is the habitual behavior that works to Google’s advantage.
“For most people, Google is search — they go to Google without even thinking about it,” he says. “We’ve got to develop our own habits, of people trying Bing.”
Yes, says Mr. Singhal at Google, user habits are a powerful force that help his company. Those habits, he adds, result from Google’s doing so well for so long.
“Those habits are earned with trust over the years,” he says.
Still, there may be an opening for Microsoft, underdog that it is. Charlene Li, founder of the Altimeter Group, a tech research firm, calls herself a “huge Google user” who turns to its search engine many times a day. “It takes a lot to move me out of Google,” she says.
Yet Ms. Li says she now uses Bing for travel — finding airline flights — and sometimes to search for restaurants, too.
“Microsoft’s best hope is that it gets more and more people to migrate to Bing for specific tasks like travel,” she says. “Then, if they like what they see, they may use Bing more broadly.”

NEW MUSIC Kelly Rowland’s Career in Motion: a New Perch By JON CARAMANICA Published: July 25, 2011

“Here I Am”



The latest on the arts, coverage of live events, critical reviews, multimedia extravaganzas and much more.Join the discussion.
Kevin Winter/Getty Images
Kelly Rowland during the 2011 BET Awards in Los Angeles.
(Universal Republic)
Kelly Rowland, the former Destiny’s Child runner-up, has approached the problem of her solo career from any number of directions. She’s tried various types of music, collaborated far and wide. This year she’ll be one of the post-Cowell replacement judges on “The X Factor” in England. Most recently she’s become a dance diva, having some of her biggest international success working with the French dance producer David Guetta on “When Love Takes Over.”
Dance music is a great place to hide in plain sight, a world where Ms. Rowland’s presence matters more than her voice, which is sometimes strong but without texture.
Given her recent success and the recent dance-music infestation of the pop and R&B charts, no one would have blamed Ms. Rowland for going whole-hog in that direction on “Here I Am,” her third solo album, and first in four years — it would have been a craven move but an understandable one.
But “Here I Am” is something much more confident and more surprising. It’s a chewy and moody R&B album on which Ms. Rowland sounds assured and vital. Or, at minimum, is made to sound that way.
That’s because Ms. Rowland still doesn’t do much of the heavy lifting here. Her vocals are stacked thick and placed loud in the mix, but while they’re noticeable, they’re not particularly notable apart from their arrangements.
These songs are dense and sinewy and largely move at a furious pace. The exception is “Motivation,” this album’s single, on which Ms. Rowland is appealingly slippery.
Mostly, though, she’s pushed into shouty singing on “I’m Dat Chick” and “Feelin Me Right Now,” which feel like boxing-ring-tough assertions of dominance. Behind her, producers like Rico Love and Tricky Stewart are doing hard work with huge, stinging synthesizers; Rodney Jerkins even sneaks in an unexpected piano run under the guest rap by Lil Playy on “Work It Man.”
The album closes with a pair of dance songs, including another Guetta collaboration, “Commander.” But where this is the direction many singers are heading in, for Ms. Rowland it’s a look back. Unexpectedly, she’s found a way through.

In Afghanistan, Rage at Young Lovers By JACK HEALY Published: July 30, 2011 Sharifullah Sahak and Lynsey Addario contributed reporting

Lynsey Addario for The New York Times
Rafi Mohammed, 17, is held in a juvenile prison in Herat for trying to run off with his girlfriend, Halima Mohammedi.

HERAT, Afghanistan — The two teenagers met inside an ice cream factory through darting glances before roll call, murmured hellos as supervisors looked away and, finally, a phone number folded up and tossed discreetly onto the workroom floor.


Lynsey Addario for The New York Times
A car burned by a crowd during a riot that took place after the police rescued two teenagers from a group of men who had demanded that they be hanged or stoned for their relationship.
It was the beginning of an Afghan love story that flouted dominant traditions of arranged marriages and close family scrutiny, a romance between two teenagers of different ethnicities that tested a village’s tolerance for more modern whims of the heart. The results were delivered with brutal speed.
This month, a group of men spotted the couple riding together in a car, yanked them into the road and began to interrogate the boy and girl. Why were they together? What right had they? An angry crowd of 300 surged around them, calling them adulterers and demanding that they be stoned to death or hanged.
When security forces swooped in and rescued the couple, the mob’s anger exploded. They overwhelmed the local police, set fire to cars and stormed a police station six miles from the center of Herat, raising questions about the strength of law in a corner of western Afghanistan and in one of the first cities that has made the formal transition to Afghan-led security.
The riot, which lasted for hours, ended with one man dead, a police station charred and the two teenagers, Halima Mohammedi and her boyfriend, Rafi Mohammed, confined to juvenile prison. Officially, their fates lie in the hands of an unsteady legal system. But they face harsher judgments of family and community.
Ms. Mohammedi’s uncle visited her in jail to say she had shamed the family, and promised that they would kill her once she was released. Her father, an illiterate laborer who works in Iran, sorrowfully concurred. He cried during two visits to the jail, saying almost nothing to his daughter. Blood, he said, was perhaps the only way out.
“What we would ask is that the government should kill both of them,” said the father, Kher Mohammed.
The teenagers, embarrassed to talk about love, said plainly that they were ready for death. But they were baffled by why they should have to be killed.
Mr. Mohammed, who is 17, said: “I feel so bad. I just pray that God gives this girl back to me. I’m ready to lose my life. I just want her safe release.”
Ms. Mohammedi, who believes she is 17, said: “We are all human. God created us from one dirt. Why can we not marry each other, or love each other?”
The case has resonated in Herat, in part because it stirred memories of a brutal stoning ordered by the Taliban last summer in northern Afghanistan.
A young couple in Kunduz was stoned to death by scores of people — including family members — after they eloped. The stoning marked a brutal application of Shariah law, captured on a video recording released online months later. Afghan officials promised to investigate after an international outcry, but no one has faced criminal charges.
The immediate response to the violence in Herat was heartening by comparison. Top clerics declined to condemn the couple. Police officers risked their lives to pull the two teenagers to safety and deposit them into the legal system, rather than the hands of angry relatives. And the police reported that five or six girls had fled the city with their boyfriends and fiancés in the weeks after the riot.
After discussing the case, the provincial council decided that Mr. Mohammed and Ms. Mohammedi deserved the government’s protection because neither was engaged, and because each said they wanted to get married.
“They are not criminals, even if they have committed sexual activities,” said Abdul Zahir, the council’s leader.
But so far, their words have not freed either of the teenagers or lent them any long-term security.
Ms. Mohammedi was initially taken to the only women’s shelter in this province of more than 1.5 million people, but the police transferred her quickly to the city’s juvenile detention center, a sun-washed building where about 40 girls and 40 boys sleep in separate dormitories. The police said they had referred the teenagers’ cases to prosecutors.
“From their point of view, she committed a crime,” said Suraya Pakzad, director of Voices of Women Organization, a rights group that provided Ms. Mohammedi with a bed for one night.
Lynsey Addario for The New York Times
The girl's father, Kher Mohammed, with his head in his hand, wants the government to kill her and her boyfriend.


Ms. Pakzad said most of the women and girls in the shelters of western Afghanistan had fled forced or abusive marriages, or had been ostracized from their communities for dating young men without their families’ approval. Male relatives often punish such transgressions with beatings or death.
But in separate interviews at the juvenile jail, Ms. Mohammedi and Mr. Mohammed said they had not worried about such things.
He did not think about the rage that would erupt if a young Tajik man picked up a Hazara girl in a neighborhood dominated by conservative Hazaras, members of one of Afghanistan’s many ethnic minorities. “It’s the heart,” Mr. Mohammed said. “When you love somebody, you don’t ask who she is or what she is. You just go for it.”
They had much in common. His father was dead, as was her mother. They described each other as quiet and polite, both a little shy. They liked the same sappy songs that float over from Iran.
After six years of primary school, Ms. Mohammedi had wanted to study English and take computer classes, but she said her family told her it was a waste of time, and sent her to work at the ice cream factory, for $95 a month.
There, at least, they found each other. Mr. Mohammed spent a month stealing hellos before Ms. Mohammedi tossed her phone number at his feet.
The couple talked on the phone most nights, even though her stepmother disapproved. After a year, they decided they were fed up with hiding their relationship. They would meet, go to the courthouse and get married. Mr. Mohammed persuaded an older cousin to take him to the village of Jabrail, where she was waiting in the town square.
They had not driven 30 feet when a yellow Toyota Corolla blocked their path and angry men jumped out. Ms. Mohammedi was not hurt in the melee that followed, but the crowd beat up the cousin and pummeled Mr. Mohammed until he collapsed.
“We knew they would kill us,” she said.
They now spend the days at opposite ends of the same juvenile jail, out of each other’s sight. Mr. Mohammed nurses the wounds still visible in his swollen face and blood-laced eyes, and Ms. Mohammedi has been going to classes and learning to tailor clothes.
Both say they want to be together, but there are complications. Family members of the man killed in the riot sent word to Ms. Mohammedi that she bears the blame for his death. But they offered her an out: Marry one of their other sons, and her debt would be paid.




ProMatcher Business Network