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  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

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  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • Analyse statique de code, un article de John Carmack traduit par Arzar

    L'analyse statique de code permet d'améliorer la qualité d'un code et de minimiser les risques d'apparition d'erreurs. Dans cet article, John Carmack, le célèbre développeur de Doom et Quake, compare différents outils d'analyse statique de code et plus généralement ce qui fait la qualité du code. Analyse statique de code Quelle importance accordez-vous à l'analyse statique de code ? Quels autres outils, en particulier...

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  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • Programmation fonctionnelle en C++, un article de John Carmack traduit pas Arzar

    L'une des forces du langage C++ est d'être multi paradigme. Même si à la base, le C++ n'est pas un langage fonctionnel, il offre ne nombreuses fonctionnalités permettant d'implémenter certains concepts de la programmation fonctionnelles. Dans cet article, John Carmack analyse certains de ces concepts, leurs intérêts pratiques et comment les utiliser en C++. Programmation fonctionnelle en C++ Avez-vous déjà utilisé la programmation fonctionnelle en C++ ? Que pensez-vous des concepts de l...

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  • The Evolution of Oracle Direct EMEA by John McGann

    - by user769227
    John is expanding his Dublin based team and is currently recruiting a Director with marketing and sales leadership experience: http://bit.ly/O8PyDF Should you wish to apply, please send your CV to [email protected] Hi, my name is John McGann and I am part of the Oracle Direct management team, based in Dublin.   Today I’m writing from the Oracle London City office, right in the heart of the financial district and up to very recently at the centre of a fantastic Olympic Games. The Olympics saw individuals and teams from across the globe competing to decide who is Citius, Altius, Fortius - “Faster, Higher, Stronger" There are lots of obvious parallels between the competitive world of the Olympics and the Business environments that many of us operate in, but there are also some interesting differences – especially in my area of responsibility within Oracle. We are of course constantly striving to be the best - the best solution on offer for our clients, bringing simplicity to their management, consumption and application of information technology, and the best provider when compared with our many niche competitors.   In Oracle and especially in Oracle Direct, a key aspect of how we achieve this is what sets us apart from the Olympians.  We have long ago eliminated geographic boundaries as a limitation to what we can achieve. We assemble the strongest individuals across multiple countries and bring them together in teams focussed on a single goal. One such team is the Oracle Direct Sales Programs team. In case you don’t know, Oracle Direct EMEA (Europe Middle East and Africa) is the inside sales division in Oracle and it is where I started my Oracle career.  I remember that my first role involved putting direct mail in envelopes.... things have moved on a bit since then – for me, for Oracle Direct and in how we interact with our customers. Today, the team of over 1000 people is located in the different Oracle Direct offices around Europe – the main ones are Malaga, Berlin, Prague and Dubai plus the headquarters in Dublin. We work in over 20 languages and are in constant contact with current and future Oracle customers, using the latest internet and telephone technologies to effectively communicate and collaborate with each other, our customers and prospects. One of my areas of responsibility within Oracle Direct is the Sales Programs team. This team of 25 people manages the planning and execution of demand generation, leading the process of finding new and incremental revenue within Oracle Direct. The Sales Programs Managers or ‘SPMs’ are embedded within each of the Oracle Direct sales teams, focussed on distinct geographies or product groups. The SPMs are virtual members of the regional sales management teams, and work closely with the sales and marketing teams to define and deliver demand generation activities. The customer contact elements of these activities are executed via the Oracle Direct Sales and Business Development/Lead Generation teams, to deliver the pipeline required to meet our revenue goals. Activities can range from pan-EMEA joint sales and marketing campaigns, to very localised niche campaigns. The campaigns might focus on particular segments of our existing customers, introducing elements of our evolving solution portfolio which customers may not be familiar with. The Sales Programs team also manages ‘Nurture’ activities to ensure that we develop potential business opportunities with contacts and organisations that do not have immediate requirements. Looking ahead, it is really important that we continue to evolve our ability to add value to our clients and reduce the physical limitations of our distance from them through the innovative application of technology. This enables us to enhance the customer buying experience and to enable the Inside Sales teams to manage ever more complex sales cycles from start to finish.  One of my expectations of my team is to actively drive innovation in how we leverage data to better understand our customers, and exploit emerging technologies to better communicate with them.   With the rate of innovation and acquisition within Oracle, we need to ensure that existing and potential customers are aware of all we have to offer that relates to their business goals.   We need to achieve this via a coherent communication and sales strategy to effectively target the right people using the most effective medium. This is another area where the Sales Programs team plays a key role.

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  • John Burke's Weclome to the Applications Strategy Blog

    - by Tony Ouk
    Hi I'm John Burke and I'm the group Vice President of Oracle's Applications Business Unit.  Thanks for stopping by our Applications blog today.  The purpose of this site is to provide you, our customers, with timely, relevant, and balanced information about the state of the applications business, both here at Oracle and industry-wide. So on this site, you'll find information about Oracle's application products, how our customers have used those products to transform their businesses, and general industry trends which might help you craft YOUR applications roadmap.  So right now I'm walking to meet with one of Oracle's development executives.  I also plan to talk to Oracle customers and leading industry analysts.  I plan to provide a complete and balanced view of the total applications landscape.  I hope you check back often and view our updates.

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  • Employee Engagement Q&A with John Brunswick

    - by Kellsey Ruppel
    As we are focusing this week on Employee Engagement, I recently sat down with industry expert and thought leader John Brunswick on the topic. Here is the Q&A dialogue we shared.  Q: How do you effectively engage employees to drive business value?A: Motivation, both extrinsic and intrinsic, combined with the relevancy of various channels to support it.  Beyond chaining business strategies like compensation models within an organization, engagement ultimately is most successful when driven by employee's motivations.  Business value derived from engagement through technical capabilities can be objectively measured through metrics like the rate and accuracy of problem solving for a given business function or frequency of innovation created.  Providing employees performing "knowledge work" with capabilities that allow them to perform work with a higher degree of accuracy in the same or ideally less time, adds value for that individual and in turn, drives their level of engagement to drive business value. Q: Organizations with high levels of employee engagement outperform the total stock market index by 22%. Can you comment on why you think this might be? A: Alignment through shared purpose.  Zappos is an excellent example of a culture that arguably has higher than average levels of employee engagement and it permeates every aspect of their organization – embodied externally through their customer experience.  I recently made my first purchase with them and it was obvious through their web experience, visual design, communication style, customer service and attention to detail down to green packaging, that they have an amazingly strong shared purpose.  The Zappos.com ‘About page’ outlines their "Family Core Values", the first three being "Deliver WOW Through Service, Embrace and Drive Change & Create Fun and A Little Weirdness" – all reflected externally in my interaction with them.  Strong shared purpose enables higher product and service experience, equating to a dedicated customer base, repeat purchases and expanded marketshare. Q: Have you seen any trends in the market regarding employee engagement? A: Some companies now see offering a form of social engagement similar to Facebook and LinkedIn as standard communication infrastructure like email or instant messaging.  Originally offered as standalone tools, the value is now seen when these capabilities are offered in an integrated fashion in the context of business entities.  An emerging area of focus is around employee activities related to their organization on external social platforms, implicitly creating external communities with employees acting on behalf of the brand and interacting with each other (e.g. Twitter).  Companies have reached a formal understand that this now established communication medium requires strategies allowing employees to engage.  I have personally met colleagues from Oracle, like Oracle User Experience Director Ultan O'Broin (@ultan), via Twitter before meeting first through internal channels. Q: Employee engagement is important, but what about engaging customers and partners? A: The last few years we have witnessed an interesting evolution from the novelty of self-service to expectations of "intelligent" self-service.  From a consumer standpoint, engagement can end up being a key differentiator, especially in mature markets.  Customers that perform some level of interaction with a brand develop greater affinity for the brand and have a greater probability of acting as an advocate.  As organizations move toward a model of deeper engagement, they must ensure that their business is positioned to support deeper relationships, offering potentially greater transparency. From a partner standpoint greater engagement can lead to new types of business opportunities, much in the way that Amazon.com offers a unified shopping experience that can potentially span various vendors.  This same model can be extended to blending services and product delivery models, based on a closeness not easily possible before increased capability of engagement mechanisms. Q: What types of solutions are available to successfully deliver employee engagement? A: Solutions enabling higher levels of engagement do so on the basis of relevancy.  This relevancy is generally supported by aspects of content management, social collaboration, business intelligence, portal and process management technologies.  These technologies can help deliver an experience tailored to a given role or process within an organization that applies equally to work that is structured or unstructured, appearing in the form of functionality as simple as an online employee directory search, knowledge communities supported by social collaboration, as well as more feature rich business intelligence dashboards and portals. Looking to learn more about how to effectively engage your employees? Check out this webcast, or read more from John Brunswick. 

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  • I don't have permission to access other drives

    - by mcjohnalds45
    After messing with the user accounts & names, I found I can't access my external drives without using sudo. So when I access one normally with cd "/media/john/FreeAgent Drive" I receive bash: cd: /media/john/FreeAgent Drive: Permission denied However, using sudo: sudo cd /media/john sudo ls -l It gives: drwx------ 1 john john 20480 Sep 24 10:45 FreeAgent Drive/ And id returns uid=1003(john) gid=1003(john) groups=1003(john), ... So I'm interpreting this is as "you are john, only john can access this drive, however, you cannot access this drive." I have tried sudo chown john:john "FreeAgent Drive" and sudo chmod o+rw "john/FreeAgent Drive"but I still can't access it.

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  • Does RVM "failover" to another ruby instance on error?

    - by JohnMetta
    Have a strange problem in that I have a Rake task that seems to be using multiple versions of Ruby. When one fails, it seems to try another one. Details MacBook running 10.6.5 rvm 1.1.0 Rubies: 1.8.7-p302, ree-1.8.7-2010.02, ruby-1.9.2-p0 Rake 0.8.7 Gem 1.3.7 Veewee (provisioning Virtual Machines using Opcode.com, Vagrant and Chef) I'm not entirely sure the specific details of the error matter, but since it might be an issue with Veewee itself. So, what I'm trying to do is build a new box base on a veewee definition. The command fails with an error about a missing method- but what's interesting is how it fails. Errors I managed to figure out that if I only have one Ruby installed with RVM, it just fails. If I have more than one Ruby install, it fails at the same place, but execution seems to continue in another interpreter. Here are two different clipped console outputs. I've clipped them for size. The full outputs of each error are available as a gist. One Ruby version installed Here is the command run when I only have a single version of Ruby (1.8.7) available in RVM boudica:veewee john$ rvm rake build['mettabox'] --trace rvm 1.1.0 by Wayne E. Seguin ([email protected]) [http://rvm.beginrescueend.com/] (in /Users/john/Work/veewee) ** Invoke build (first_time) ** Execute build … creating new harddrive rake aborted! undefined method `max_vdi_size' for #<VirtualBox::SystemProperties:0x102d6af80> /Users/john/.rvm/gems/ruby-1.8.7-p302/gems/virtualbox-0.8.3/lib/virtualbox/abstract_model/dirty.rb:172:in `method_missing' <------ stacktraces cut ----------> /Users/john/.rvm/gems/ruby-1.8.7-p302/gems/rake-0.8.7/bin/rake:31 /Users/john/.rvm/gems/ruby-1.8.7-p302@global/bin/rake:19:in `load' /Users/john/.rvm/gems/ruby-1.8.7-p302@global/bin/rake:19 Multiple Ruby Versions Here is the same command run with three versions of Ruby available in RVM. Prior to doing this, I used "rvm use 1.8.7." Again, I don't know how important the details of the specific errors are- what's interesting to me is that there are three separate errors- each with it's own stacktrace- and each in a different Ruby interpreter. Look at the bottom of each stacktrace and you'll see that they are all sourced from different interpreter locations- First ree-1.8.7, then ruby-1.8.7, then ruby-1.9.2: boudica:veewee john$ rvm rake build['mettabox'] --trace rvm 1.1.0 by Wayne E. Seguin ([email protected]) [http://rvm.beginrescueend.com/] (in /Users/john/Work/veewee) ** Invoke build (first_time) ** Execute build … creating new harddrive rake aborted! undefined method `max_vdi_size' for #<VirtualBox::SystemProperties:0x1059dd608> /Users/john/.rvm/gems/ree-1.8.7-2010.02/gems/virtualbox-0.8.3/lib/virtualbox/abstract_model/dirty.rb:172:in `method_missing' … /Users/john/.rvm/gems/ree-1.8.7-2010.02/gems/rake-0.8.7/bin/rake:31 /Users/john/.rvm/gems/ree-1.8.7-2010.02@global/bin/rake:19:in `load' /Users/john/.rvm/gems/ree-1.8.7-2010.02@global/bin/rake:19 (in /Users/john/Work/veewee) ** Invoke build (first_time) ** Execute build isofile ubuntu-10.04.1-server-amd64.iso is available ["a1b857f92eecaf9f0a31ecfc39dee906", "30b5c6fdddbfe7b397fe506400be698d"] [] Last good state: -1 Current step: 0 last good state -1 destroying machine+disks (re-)executing step 0-initial-a1b857f92eecaf9f0a31ecfc39dee906 VBoxManage: error: Machine settings file '/Users/john/VirtualBox VMs/mettabox/mettabox.vbox' already exists VBoxManage: error: Details: code VBOX_E_FILE_ERROR (0x80bb0004), component Machine, interface IMachine, callee nsISupports Context: "CreateMachine(bstrSettingsFile.raw(), name.raw(), osTypeId.raw(), Guid(id).toUtf16().raw(), FALSE , machine.asOutParam())" at line 247 of file VBoxManageMisc.cpp rake aborted! undefined method `memory_size=' for nil:NilClass /Users/john/Work/veewee/lib/veewee/session.rb:303:in `create_vm' /Users/john/Work/veewee/lib/veewee/session.rb:166:in `build' /Users/john/Work/veewee/lib/veewee/session.rb:560:in `transaction' /Users/john/Work/veewee/lib/veewee/session.rb:163:in `build' /Users/john/Work/veewee/Rakefile:87 /Users/john/.rvm/gems/ruby-1.8.7-p302/gems/rake-0.8.7/lib/rake.rb:636:in `call' /Users/john/.rvm/gems/ruby-1.8.7-p302/gems/rake-0.8.7/lib/rake.rb:636:in `execute' /Users/john/.rvm/gems/ruby-1.8.7-p302/gems/rake-0.8.7/lib/rake.rb:631:in `each' … /Users/john/.rvm/gems/ruby-1.8.7-p302/gems/rake-0.8.7/bin/rake:31 /Users/john/.rvm/gems/ruby-1.8.7-p302@global/bin/rake:19:in `load' /Users/john/.rvm/gems/ruby-1.8.7-p302@global/bin/rake:19 (in /Users/john/Work/veewee) ** Invoke build (first_time) ** Execute build isofile ubuntu-10.04.1-server-amd64.iso is available ["a9c4ab3257e1da3479c984eae9905c2a", "30b5c6fdddbfe7b397fe506400be698d"] [] Last good state: -1 Current step: 0 last good state -1 (re-)executing step 0-initial-a9c4ab3257e1da3479c984eae9905c2a VBoxManage: error: Machine settings file '/Users/john/VirtualBox VMs/mettabox/mettabox.vbox' already exists VBoxManage: error: Details: code VBOX_E_FILE_ERROR (0x80bb0004), component Machine, interface IMachine, callee nsISupports Context: "CreateMachine(bstrSettingsFile.raw(), name.raw(), osTypeId.raw(), Guid(id).toUtf16().raw(), FALSE , machine.asOutParam())" at line 247 of file VBoxManageMisc.cpp rake aborted! undefined method `memory_size=' for nil:NilClass /Users/john/Work/veewee/lib/veewee/session.rb:303:in `create_vm' /Users/john/Work/veewee/lib/veewee/session.rb:166:in `block in build' /Users/john/Work/veewee/lib/veewee/session.rb:560:in `transaction' /Users/john/Work/veewee/lib/veewee/session.rb:163:in `build' /Users/john/Work/veewee/Rakefile:87:in `block in <top (required)>' /Users/john/.rvm/rubies/ruby-1.9.2-p0/lib/ruby/1.9.1/rake.rb:634:in `call' /Users/john/.rvm/rubies/ruby-1.9.2-p0/lib/ruby/1.9.1/rake.rb:634:in `block in execute' … /Users/john/.rvm/rubies/ruby-1.9.2-p0/lib/ruby/1.9.1/rake.rb:2013:in `top_level' /Users/john/.rvm/rubies/ruby-1.9.2-p0/lib/ruby/1.9.1/rake.rb:1992:in `run' /Users/john/.rvm/rubies/ruby-1.9.2-p0/bin/rake:35:in `<main>' It isn't until we reach the last installed version of Ruby that execution halts. Discussion Does anyone have any idea what's going on here? Has anyone seen this "failover"-like behavior before? It seems strange to me that the first exception would not halt execution as it did with one interpreter, but I wonder if there are things happening when RVM is installed that we Ruby developers are not considering.

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