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Snakes on a plate

PROPHET MD BALOYI

THE IRREVERENT REVEREND


The Church has lately been in the news and social discourse for all the wrong reasons. The social media world has been abuzz the last few weeks because of some unconventional and disturbing displays of "God's power" or miracles. Our neighbours to the south have been properly alarmed and disturbed by the goings-on in a couple of Churches.

A phenomenon of clergy feeding their congregants anything and everything in the name of miracles, signs, and wonders has been gaining rapid momentum. Clothes, cloths, hair, lizards, snakes, and everything in-between has been eaten in the Name of Jesus! In fact, we are told that the lizards and snakes were a "mystery"; that by eating them, the faithful had in actual fact eaten Christ Himself!

The opinion hive has been on high gear and emotions have been running high from both those vehemently opposed to these displays and those who are rubbing their hands in glee and asking for more. Clearly, miracles have a market and throngs will descend anywhere the unusual occurs. But what is a miracle? The term “miracle” has lost much of its luster in our day.

 And it isn’t because we see miracles taking place so often that we no longer are sensitive to their meaning. It’s because our speech has evolved in such a way that today, if I got to work on time this morning, “It was a miracle that I made it, seeing that there was so much traffic on the freeway.”

A biblical model and definition, on the other hand, for a miracle is another thing altogether. Not everything hard to believe can be quantified as a miracle according to scriptural standards. Miracles are those acts that only God can perform; usually superceding natural laws. Baker’s Dictionary of the Bible defines a miracle as “an event in the external world brought about by the immediate agency or the simple volition of God.”

It goes on to add that a miracle occurs to show that the power behind it is not limited to the laws of time, matter or mind as it interrupts fixed natural laws. So the term "supernatural" applies quite accurately. It’s very interesting that a common word used for miracle in the New Testament can also be translated as “sign.”

In other words, a miracle is a sign that God uses to point to Himself; the same way we follow signs to find a museum or an airport. That being the case, we have to soberly and objectively ask ourselves if eating unconventional and disconcerting things really point people to God. Granted, there might be a "wow factor" to it, but if it's shrouded in disgust, people are more put off than drawn.

An interesting question may arise. Does something have to break a natural law for it to be a miracle? C.S. Lewis defines a “miracle” in his work by the same name as an interference with nature by a supernatural power. Obviously, to interfere with natural law may not necessarily mean to break the natural law. In fact, nature and “super nature” become interlocked after a miracle occurs and nature carries on according to the change wrought by that event.

A science example: the law of inertia (Newton’s first law of motion) states that an object will remain in rest until an external force is applied. Nature can only move from event to event through supernatural intervention. Deists believe that it was only at creation that the supernatural and the natural related. But we Christian theists believe that God has intervened in nature by its inception, sustained it by His preserving power, and will redeem it through the final act of intervention.

The creation and incarnation of Christ are the perfect examples of supernatural inertia (another way of referring to a miracle), not to mention their conclusion as well, in His second coming. God is still in the business of working miracles.

The miracles recorded in the Bible fall into several categories. The following examples are illustrative, though certainly not exhaustive: First, there are supernatural acts of creation. Certain creation activities were accomplished by the word of God (Hebrews 11:3); He merely spoke, and it was done (Psalm 33:9).

Obviously, this type of divine action is not being duplicated today since the creation process of the material universe was concluded at the end of the initial week of earth’s history (Genesis 2:1-2). Second, there were miracles which involved a temporary and localized suspension of laws regulating nature. Jesus calmed a ferocious storm on the Sea of Galilee (Matthew 8:23-27), and, on another occasion, he walked upon the waters of the lake (John 6:16-21).

Third, there were signs which involved the healing of man’s physical body. The blind were made to see (John 9:1-7), and the lame to walk (Acts 3:1-10). Fourth, there were signs demonstrating divine power over death.

Lazarus, dead and buried for four days, was raised (John 11:43-44), and, of course, the resurrection of Christ is the very foundation of the Christian system (1 Corinthians 15:16-19). Fifth, some of the wonders of the New Testament age had to do with the expulsion of demons that had entered into human bodies (Matthew 12:22ff).

This was evidence of the fact that the Savior’s power was superior to that of Satan. Sixth, the exhibition of divine authority was seen in the manipulation of certain material things. Christ turned water into wine (John 2:1-11), and multiplied a lad’s loaves and fishes, so that thousands were fed (John 6:1-14).

Seventh, miraculous power was demonstrated in both the plant and animal kingdoms. Balaam’s donkey spoke with a man’s voice (Numbers 22:28), and the Lord Jesus, in an object lesson relative to the impending destruction of Jerusalem, destroyed a fig tree with but a word from his mouth (Matthew 21:19).

In this study, we will limit ourselves mostly to a consideration of miracles as purported to occur today, particularly ones to do with eating things. As I've already stated, the eating of non-food things has caught everyone's attention and made theologians out of atheists.

What strikes me is the preoccupation with eating and drinking. Nothing is off-limits. Not that it should, as I will further elaborate later. But why eating all the time? Eating this, eating that, drinking this, drinking that? Why is everything based on what can be eaten? Why is the "demonstration of power" centered almost exclusively on eating? It's either something nasty is being eaten or bodies are being trampled upon and stomped on!

These have become the most prominent occurrences – eating strange things and stomping on people! One could almost be tempted to conclude that the objective of all these is to humiliate and cheapen human life and dignity.

Again I ask, why eating all the time? Could it be that there is a deep rooted hunger for something? And why insist on eating contrary to the spirit of these words: Romans 14:14-17 I know, and am persuaded by the Lord Jesus, that there is nothing unclean of itself: but to him that esteemeth any thing to be unclean, to him it is unclean. But if thy brother be grieved with thy meat, now walkest thou not charitably. Destroy not him with thy meat, for whom Christ died.

Let not then your good be evil spoken of: For the kingdom of God is not meat and drink; but righteousness, and peace, and joy in the Holy Ghost. Paul begins this passage by saying we are to accept those who are weak in faith; and the weaker in faith eat only vegetables while the stronger in faith may eat all things.

It's imperative that I state that, Biblically speaking, in the spirit of the New Testament, anything can be eaten. Yes, including snakes and lizards and fabrics. If it's a matter of disgust, we daily eat more disgusting things – from snails to frog legs to insects. Cooked of course. The difference is we don't eat these creatures in the name of demonstrating power. You can eat anything if you want to. But just because you can doesn't mean you should!

1 Corinthians 6:12-13 KJV [12] All things are lawful unto me, but all things are not expedient: all things are lawful for me, but I will not be brought under the power of any. [13] Meats for the belly, and the belly for meats: but God shall destroy both it and them… Colossians 2:16 KJV [16] Let no man therefore judge you in meat, or in drink… 1 Timothy 4:3-5 KJV [3] …and commanding to abstain from meats, which God hath created to be received with thanksgiving of them which believe and know the truth. [4] For every creature of God is good, and nothing to be refused, if it be received with thanksgiving: [5] For it is sanctified by the word of God and prayer.

Last year, there was an uproar when a certain man of God made his congregants drink petrol. I happened to see the broadcast. The question arises: Did the petrol turn into a beverage or it merely tasted like it to the palates of the drinker? Secondly, could anyone, even unsaved visitors, drink the petrol and remain unharmed, or you needed special faith to drink it?

Personally, I think anybody should be able to drink it without needing faith. Why do I say this? Well, simply because proponents of the petrol-to-pineapple juice miracle and the other instances of eating, almost always use Jesus' water-to-wine miracle as a precedent or point of reference.

Since that is the case, we then have to ask ourselves: Did the water turn into wine or it merely tasted like wine? Following up on that, could anyone drink that water/wine without needing to believe? My answer to the latter is, yes. Anybody who was at that wedding in Cana could drink that wine without it tasting like water for it was not water tasting like wine to those who believed or were "under the control of the Holy Spirit."

They didn't need faith for it to taste like wine since it had become wine. Therefore, if the petrol miracle is of the same vein, anybody at that service should have been able to drink the petrol without needing faith and without fear of harm since it would have ceased to be petrol. So then, we see an immediate difference between what is happening today and what took place in the Bible.

Of course, it's no less of a miracle if grass were to taste like macaroni and cheese. The problem with that scenario is that the miracle is only apparent to those brave enough to eat! To others of "less faith," it still looked like grass.

The miracle therefore could only be confirmed by the eaters. Unfortunately, that becomes subjective. A miracle should not be subjective. In fact, a miracle should not even be defended. A miracle, in the Bible sense, was apparent to all. It spoke for itself without needing apologetics.

Jesus often wrought His miracles in hostile territory amongst hostile crowds. They all, even His detractors and naysayers, could confirm that indeed a miracle had occurred. In our present considerations, we cannot confirm the veracity of the miracle but must depend on those who ate and drank.

As I stated, it is no less of a miracle for a snake to taste like a chocolate slab of Chomp. If the snake did taste like chocolate, then assuredly a supernatural feat had occurred.

However, skeptics here have a field day. The main argument becomes that the prophet used the power of suggestion to "ready" the snake eaters' palates to expect a chocolate taste. As such, they argue, it was more the power of suggestion than miracle. Without siding with them, I must concede that the argument is a valid one.

Bible miracles go beyond mere taste. The snake must become, not merely taste like, chocolate. What has repulsed both the Church and the world was that the snake was still a snake. Had it become a slab of chocolate, the debate would have been of a different kind. We must also interrogate and appreciate the purpose of miracles.

Miracles, in the Bible, were always demonstrated to meet a need. None of the Bible miracles was used just to excite the masses. Moses' rod became a snake for a purpose. The Red Sea was parted for a purpose. Balaam's donkey spoke for a purpose.

The widow woman's oil kept flowing for a purpose. Water was turned into wine for a purpose. None of the miracles were performed for the sake of "demonstrating power." Right at the start of His ministry, Satan tempted Jesus to "demonstrate power" by turning stones into bread.

Jesus refused. I fear modern prophets would have immediately turned those stones into doughnuts! Later on, the Pharisees asked Him for a sign so that they could believe (Matthew 12:38-39). Again, Jesus refused to play along. The power of God is not to be used to entertain.

The power of God must set the captives free and advance the kingdom of God. It's also important to underscore that miracles should not dehumanize and humiliate the beneficiaries or repulse the spectators. Miracles must bless both the recipients and those watching.

It would perhaps be understandable if the people eating reptiles and rodents were hungry. In that case, then perhaps God could use what is readily accessible to meet their need, whether it be a snake or a lizard. But that's not the case.

They eat because they can! On the weight of the above, what need is met by eating fabrics and reptiles?

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Can we cure ourselves from the cancer of corruption?

28th October 2020
DCEC DIRECTOR: Tymon Katholo

Bokani Lisa Motsu

“One of the saddest lessons of history is this: If we’ve been bamboozled long enough, we tend to reject any evidence of the bamboozle. We’re no longer interested in finding out the truth. The bamboozle has captured us. It’s simply too painful to acknowledge, even to ourselves, that we’ve been taken. Once you give a charlatan power over you, you almost never get it back.” Carl Sagan

Corruption is a heavy price to pay. The clean ones pay and suffer at the mercy of people who cannot have enough. They always want to eat and eat so selfishly like a bunch of ugly masked shrews. I hope God forgives me for ridiculing his creatures, but that mammal is so greedy. But corruption is not the new kid on the block, because it has always been everywhere.

This of course begs the question, why that is so? The common answer was and still is – abuse and misuse of power by those in power and weak institutions, disempowered to control the leaders. In 1996, the then President of The World Bank, James D. Wolfensohn named the ‘C-Word’ for the first time during an annual meeting of the Bretton Woods Institutions. A global fight against corruption started. Transparency International began its work. Internal and external audits mushroomed; commissions of inquiry followed and ever convoluted public tender procedures have become a bureaucratic nightmare to the private sector, trying to fight red tape.

The result is sobering corruption today is worse than it was 25 years ago. There is no denying that strong institutions help, but how does it come that in the annual Transparency International Ranking the same group of countries tend to be on the top while another group of countries, many African among them, tend to be on the bottom? Before one jumps to simple and seductive conclusions let us step back a moment.

Wolfensohn called corruption a cancer that destroys economies like a cancer destroys a body. A cancer is, simplified, good cells in a body gone bad, taking control of more and more good cells until the entire body is contaminated and eventually dies. So, let us look at the good cells of society first: they are family ties, clan and tribe affiliation, group cohesion, loyalty, empathy, reciprocity.

Most ordinary people like the reader of these lines or myself would claim to share such values. Once we ordinary people must make decisions, these good cells kick in: why should I hire a Mrs. Unknown, if I can hire my niece whose strengths and weaknesses I know? If I hire the niece, she will owe me and support my objectives.

Why should I purchase office furniture from that unknown company if I know that my friend’s business has good quality stuff? If I buy from him, he will make an extra effort to deliver his best and provide quality after sales service? So, why go through a convoluted tender process with uncertain outcome? In the unlikely case my friend does not perform as expected, I have many informal means to make him deliver, rather than going through a lengthy legal proceeding?

This sounds like common sense and natural and our private lives do work mostly that way and mostly quite well.

The problem is scale. Scale of power, scale of potential gains, scale of temptations, scale of risk. And who among us could throw the first stone were we in positions of power and claim not to succumb to the temptations of scale? Like in a body, cancer cells start growing out of proportion.

So, before we call out for new leaders – experience shows they are rarely better than the old ones – we need to look at ourselves first. But how easy is that? If I were the niece who gets the job through nepotism, why should I be overly critical? If I got a big furniture contract from a friend, why should I spill the beans? What right do I have to assume that, if I were a president or a minister or a corporate chief procurement officer I would not be tempted?

This is where we need to learn. What is useful, quick, efficient, and effective within a family or within a clan or a small community can become counterproductive and costly and destructive at larger corporate or national scale. Our empathy with small scale reciprocity easily permeates into complacency and complicity with large scale corruption and into an acquiescence with weak institutions to control it.

Our institutions can only be as strong as we wish them to be.

I was probably around ten years old and have always been that keen enthusiastic child that also liked to sing the favourite line of, ‘the world will become a better place.’  I would literally stand in front of a mirror and use my mom’s torch as a mic and sing along Michael Jackson’s hit song, ‘We are the world.’

Despite my horrible voice, I still believed in the message.  Few years later, my annoyance towards the world’s corrupt system wonders whether I was just too naïve. Few years later and I am still in doubt so as to whether I should go on blabbing that same old boring line. ‘The world is going to be a better place.’ The question is, when?

The answer is – as always: now.

This is pessimistic if not fatalistic – I challenge Sagan’s outlook with a paraphrased adage of unknown origin: Some people can be bamboozled all of the time, all people can be bamboozled some of the time, but never will all people be bamboozled all of the time.

We, the people are the only ones who can heal society from the cancer of corruption. We need to understand the temptation of scale and address it. We need to stop seeing ourselves just a victim of a disease that sleeps in all of us. We need to give power to the institutions that we have put in place to control corruption: parliaments, separation of power, the press, the ballot box. And sometimes we need to say as a niece – no, I do not want that job as a favour, I want it because I have proven to be better than other contenders.

It is going to be a struggle, because it will mean sacrifices, but sacrifices that we have chosen, not those imposed on us.

Let us start today.

*Bokani Lisa Motsu is a student at University of Botswana

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Accounting Officers are out of touch with reality

19th October 2020

Parliament, the second arm of State through its parliamentary committees are one of Botswana’s most powerful mechanisms to ensure that government is held accountable at all times. The Accounting Officers are mostly Permanent Secretaries across government Ministries and Chief Executive Officers, Director Generals, Managing Directors of parastatals, state owned enterprises and Civil Society.

So parliament plays its oversight authority via the legislators sitting on a parliamentary committee and Accounting Officers sitting in the hot chair.  When left with no proper checks and balances, the Executive is prone to abuse the arrangement and so systematic oversight of the executive is usually carried out by parliamentary committees.  They track the work of various government departments and ministries, and conduct scrutiny into important aspects of their policy, direction and administration.

It is not rocket science that effective oversight requires that committees be totally independent and able to set their own agendas and have the power to summon ministers and top civil servants to appear and answer questions. Naturally, Accounting Officers are the highest ranking officials in the government hierarchy apart from cabinet Ministers and as such wield much power and influence in the performance of government.  To illustrate further, government performance is largely owed to the strategic and policy direction of top technocrats in various Ministries.

It is disheartening to point out that the recent parliament committees — as has been the case all over the years — has laid bare the incompetency, inadequacy and ineptitude of people bestowed with great responsibilities in public offices. To say that they are ineffective and inefficient sounds as an understatement. Some appear useless and hopeless when it comes to running the government despite the huge responsibility they possess.

If we were uncertain about the degree at which the Accounting Officers are incompetent, the ongoing parliament committees provide a glaring answer.  It is not an exaggeration to say that ordinary people on the streets have been held ransom by these technocrats who enjoy their air conditioned offices and relish being chauffeured around in luxurious BX SUV’s while the rest of the citizenry continue to suffer. Because of such high life the Accounting Officers seem to have, with time, they have gotten out of touch with the people they are supposed to serve.

An example; when appearing before the recent Public Accounts Committee (PAC), Office of the President Permanent Secretary, Thuso Ramodimoosi, looked reluctant to admit misuse of public funds. Although it is clear funds were misused, he looked unbothered when committee members grilled him over the P80 million Orapa House building that has since morphed into a white elephant for close to 10 successive years. To him, it seems it did not matter much and PAC members were worried for nothing.

On a separate day, another Accounting officer, Director of Public Service Management (DPSM), Naledi Mosalakatane, was not shy to reveal to PAC upon cross-examination that there exist more than 6 000 vacancies in government. Whatever reasons she gave as an excuse, they were not convincing and the committee looked sceptical too. She was faltering and seemed not to have a sense of urgency over the matter no matter how critical it is to the populace.

Botswana’s unemployment rate hoovers around 18 percent in a country where majority of the population is the youth, and the most affected by unemployment. It is still unclear why DPSM could underplay such a critical matter that may threaten the peace and stability of the country.
Accounting Officers clearly appear out of touch with the reality out there – if the PAC examinations are anything to go by.

Ideally the DPSM Director could be dropping the vacancy post digits while sourcing funds and setting timelines for the spaces to be filled as a matter of urgency so that the citizens get employed to feed their families and get out of unemployment and poverty ravaging the country.
The country should thank parliamentary committees such as PAC to expose these abnormalities and the behaviour of our leaders when in public office. How can a full Accounting Officer downplay the magnitude of the landless problem in Botswana and fail to come with direct solutions tailor made to provide Batswana with the land they desperately need?

Land is a life and death matter for some citizens, as we would know.

When Bonolo Khumotaka, the Accounting Officer in the Ministry of Land Management, Water and Sanitation Services, whom as a top official probably with a lucrative pay too appears to be lacking sense of urgency as she is failing on her key mandate of working around the clock to award the citizens with land especially those who need it most like the marginalised.  If government purports they need P94 billion to service land to address the land crisis what is plan B for government? Are we going to accept it the way it is?

Government should wake up from its slumber and intervene to avoid the 30 years unnecessary waiting period in State land and 13 years in Tribal land.  Accounting Officers are custodians of government policy, they should ensure it is effective and serve its purpose. What we have been doing over the years, has proved that it is not effective, and clearly there is a need for change of direction.

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Is it possible to make people part of your business resilience planning after the State of Public Emergency?

12th October 2020

THABO MAJOLA

His Excellency Dr Mokgweetsi EK Masisi, the President of the Republic of Botswana found it appropriate to invoke Section 17 (1) of the Constitution of the Republic of Botswana, using the powers vested in him to declare a State of Public Emergency starting from the 2nd April 2020 at midnight.

The constitutional provision under Section 17 (2b) only provided that such a declaration could be up to a maximum of 21 days. His Excellency further invoked Section 93 (1) to convene an extra- ordinary meeting of Parliament to have the opportunity to consult members of parliament on measures that have been put in place to address the spread and transmission of the virus. At this meeting Members of Parliament passed a resolution on the legal instruments and regulations governing the period of the state of emergency, and extended its duration by six (6) months.

The passing of the State of Emergency is considered as a very crucial step in fighting the near apocalyptic potential of the Novel COVID-19 virus. One of the interesting initiatives that was developed and extended to the business community was a 3-month wage subsidy that came with a condition that no businesses would retrench for the duration of the State of Public Emergency. This has potentially saved many people’s jobs as most companies would have been extremely quick to reduce expenses by downsizing. Self-preservation as some would call it.

Most organisations would have tried to reduce costs by letting go of people, retreated and tried their best to live long enough to fight another day. In my view there is silver lining that we need to look at and consider. The fact that organisations are not allowed to retrench has forced certain companies to look at the people with a long-term view.

Most leaders have probably had to wonder how they are going to ensure that their people are resilient. Do they have team members who innovate and add value to the organisation during these testing times? Do they even have resilient people or are they just waiting for the inevitable end? Can they really train people and make them resilient? How can your team members be part of your recovery plan? What can they do to avoid losing the capabilities they need to operate meaningfully for the duration of the State of Public Emergency and beyond?

The above questions have forced companies to reimagine the future of work. The truth is that no organisation can operate to its full potential without resilient people. In the normal business cycle, new teams come on board; new business streams open, operations or production sites launch or close; new markets develop, and technology is introduced. All of this provides fresh opportunities – and risks.

The best analogy I have seen of people-focused resilience planning reframes employees as your organisation’s immune system, ready and prepared to anticipate risks and ensure they can tackle challenges, fend off illness and bounce back more quickly.  So, how do you supercharge your organizational immune system to become resilient?

COVID-19 has helped many organisations realize they were not as prepared as they believed themselves to be. Now is the time to take stock and reset for the future. All the strategies and plans prior to COVID-19 arriving in Botswana need to be thrown out of the window and you need to develop a new plan today. There is no room for tweaking or reframing. Botswana has been disrupted and we need to accept and embrace the change. What we initially anticipated as a disease that would take a short term is turning out to be something we are going to have to live with for a much longer time. It is going to be a marathon and therefore businesses need to have a plan to complete this marathon.

Start planning. Planning for change can help reduce employee stress, anxiety, and overall fear, boosting the confidence of staff and stakeholders. Think about conducting and then regularly refreshing a strategic business impact analysis, look at your employee engagement scores, dig into your customer metrics and explore the way people work alongside your behaviours and culture. This research will help to identify what you really want to protect, the risks that you need to plan for and what you need to survive during disruption. Don’t forget to ask your team members for their input. In many cases they are closest to critical business areas and already have ideas to make processes and systems more robust.

Revisit your organisational purpose. Purpose, values and principles are powerful tools. By putting your organisation’s purpose and values front and center, you provide clear decision-making guidelines for yourself and your organisation. There are very tough and interesting decisions to make which have to be made fast; so having guiding principles on which the business believes in will help and assist all decision makers with sanity checking the choices that are in front of them. One noticeable characteristic of companies that adapt well during change is that they have a strong sense of identity. Leaders and employees have a shared sense of purpose and a common performance culture; they know what the company stands for beyond shareholder value and how to get things done right.

Revisit your purpose and values. Understand if they have been internalised and are proving useful. If so, find ways to increase their use. If not, adapt them as necessities, to help inspire and guide people while immunizing yourself against future disruption. Design your employee experience. The most resilient, adaptive and high performing companies are made up of people who know each other, like each other, and support each other.

Adaptability requires us to teach other, speak up and discuss problems, and have a collective sense of belonging. Listening to your team members is a powerful and disruptive thing to do. It has the potential to transform the way you manage your organisation. Enlisting employees to help shape employee experience, motivates better performance, increases employee retention and helps you spot issues and risks sooner. More importantly, it gives employees a voice so you can get active and constructive suggestions to make your business more robust by adopting an inclusive approach.

Leaders need to show they care. If you want to build resilience, you must build on a basis of trust. And this means leaders should listen, care, and respond. It’s time to build the entire business model around trust and empathy. Many of the employees will be working under extreme pressure due to the looming question around what will happen when companies have to retrench. As a leader of a company transparency and open communication are the most critical aspects that need to be illustrated.

Take your team member into confidence because if you do have to go through the dreaded excise of retrenchment you have to remember that those people the company retains will judge you based on the process you follow. If you illustrate that the business or organization has no regard for loyalty and commitment, they will never commit to the long-term plans of the organisation which will leave you worse off in the end. Its an absolutely delicate balance but it must all be done in good faith. Hopefully, your organization will avoid this!

This is the best time to revisit your identify and train your people to encourage qualities that build strong, empathetic leadership; self-awareness and control, communication, kindness and psychological safety.  Resilience is the glue that binds functional silos and integrates partners, improves communications, helps you prepare, listen and understand. Most importantly, people-focused resilience helps individuals and teams to think collectively and with empathy – helping you respond and recover faster.

Article written by Thabo Majola, a brand communications expert with a wealth of experience in the field and is Managing Director of Incepta Communications.

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