Gala Mistrzów Radomskiego Sportu

– To był kolejny bardzo udany rok dla radomskiego sportu – mówił prezydent Radosław Witkowski podczas dorocznej Gali Mistrzów Sportu podsumowującej osiągnięcia zawodników i zawodniczek radomskich klubów w minionym roku. Wśród nagrodzonych znaleźli się zarówno przedstawiciele dyscyplin indywidualnych, m.in. lekkoatleci i przedstawiciele sportów walki, jak i dyscyplin drużynowych.
– Mogliśmy emocjonować się krajową i międzynarodową rywalizacją koszykarzy ROSY, występami siatkarzy Cerradu Czarnych, piłkarzy Radomiaka, którym niewiele zabrakło do awansu do I ligi oraz piłkarek Sportowej Czwórki, które wywalczyły historyczny awans do ekstraklasy. Ostatnio dużo radości dostarczają kibicom także siatkarki Radomki, która po wielu latach znów znalazła swoje miejsce na sportowej mapie Polski – wyliczał prezydent. Przypomniał, że w 2017 roku Radom znakomicie sprawdził się także jako organizator dużych imprez, w tym koszykarskiego turnieju Radom Basket Cup oraz gali sportów walki. Podkreślił, że to był też udany rok pod względem rozwoju bazy sportowej. – Mamy już kompleks kortów tenisowych na Borkach, a w tym roku planujemy oddać do użytku nowoczesne obiekty Radomskiego Centrum Sportu. Powstaje nowa hala, która da nam dużo większe możliwości prezentowania sportu na jeszcze wyższym poziomie i promocji naszego miasta. Budowany jest też stadion, na którym wszyscy mamy nadzieję oglądać mecze Radomiaka w I lidze. Życzę wszystkim radomskim zawodnikom kolejnych sukcesów. Mam nadzieję, że w 2018 roku kolejny raz udowodnimy, że Radom jest bardzo dobrym miejscem do trenowania i uprawiania sportu, który jest dla naszego miasta najlepszą reklamą – powiedział prezydent Radosław Witkowski.
Złota Dziesiątka Sportowców:
• Arkadiusz Kułynycz (Olimpijczyk) – jeden z najbardziej utytułowanych zapaśników, wielokrotny medalista mistrzostw Polski w różnych kategoriach wiekowych, członek kadry narodowej, aktualnie mistrz Polski seniorów, zdobywca Pucharu Polski,
• Rossi Pereira Leandro (Radomiak) – czołowy piłkarz Radomiaka, od kilku lat najlepszy strzelec drużyny, w 2016 i 2017 wybrany najlepszym piłkarzem w II lidze,
• Natalia Marczykowska (Boxing Radom) – brązowa medalistka Młodzieżowych Mistrzostw Świata w boksie, czołowa zawodniczka w swojej kategorii wagowej,
• Grzegorz Mroczek (Uniwersytet Radom) – czołowy szczypiornista, od kilku lat jeden z najskuteczniejszych zawodników w drużynie,
• Przemysław Piątek (Olimpijczyk) – jeden z najzdolniejszych zapaśników młodego pokolenia, szturmem zdobywający najwyższe laury, aktualnie wicemistrz Polski seniorów, zloty medalista Pucharu Polski,
• Aneta Rydz (RLTL ZTE) – brązowa medalistka Mistrzostw Polski seniorów w skoku wzwyż, podopieczna trenera Piotra Gosa od wielu lat należy do czołówki krajowej w swojej konkurencji,
• Jakub Smoliński (RLTL ZTE) – wicemistrz Polski seniorów w biegu na 400 m p/płotki, brązowy medalista Mistrzostw Polski seniorów w sztafecie 4 x 400 m, czołowy zawodnik w kraju w swojej konkurencji,
• Robert Witka (ROSA Radom) – kapitan drużyny koszykarzy ROSY, kolejny już sezon w Radomiu,
• Aleksandra Zielińska (Sportowa Czwórka) – kapitan drużyny piłkarek nożnych Sportowej Czwórki,
• Wojciech Żaliński (Cerrad Czarni) – kapitan drużyny siatkarzy Cerradu Czarnych, czołowy zawodnik drużyny, w przeszłości reprezentant Polski.
Galeria Trenerów:
• Wojciech Kamiński (Rosa Radom) – kolejny sezon w Radomiu, trener z którym kojarzone są największe sukcesy koszykarzy Rosy, II trener reprezentacji Polski, za jego kadencji dwukrotnie z rzędu drużyna narodowa zakwalifikowała się do Euro Basketu,
• Dawid Mazur (Rosa Radom) – trener roczników 1997-1999, wraz z drużyną ubiegłoroczny mistrz Polski U – 18, jest trenerem kadry narodowej U-14,
• Wojciech Pawłowski (Sportowa Czwórka) – trener piłkarek nożnych Sportowej Czwórki, wraz z zespołem wywalczył historyczny awans do Ekstraligi,
• Leszek Trzos (RLTL ZTE) – trener lekkiej atletyki, jego podopieczni w 2017 roku wywalczyli 7 medali imprez mistrzowskich w kategorii junior i młodzieżowiec,
• Włodzimierz Zawadzki (Olimpijczyk) – trener i wychowawca wielu medalistów Mistrzostw Polski w zapasach w różnych kategoriach wiekowych.
Nadzieja Roku – Norbert Ziółko – mistrz Polski juniorów U-18 w koszykówce, MVP turnieju finałowego, najskuteczniejszy zawodnik tego turnieju, członek kadry narodowej juniorów,
Drużyna Roku – Ludowo-Uczniowski Klub Sportowy Sportowa Czwórka – drużyna piłkarek nożnych wywalczyła historyczny awans do Ekstraligi, debiutancki sezon w najwyższej klasie rozgrywek,
Osobowość Sportowa Roku – Stanisław Dobosz – przewodniczący Rady Sportu przy Prezydencie Miasta Radomia, członek władz światowej federacji boksu AIBA,
Impreza Roku – 6 Radom Basket Cup – międzynarodowa impreza, której organizatorem był MKS Piotrówka. Przez kilka dni rywalizowało prawie 1000 młodych koszykarzy, 68 zespołów z 37 klubów,
Sponsor Roku – Firma JARMEX – Jarosław Jaskulski – od wielu lat firma wspiera sportowców z Radomia w różnych dyscyplinach sportu: boksie, siatkówce, koszykówce.














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Business Proposal – Formal Overview
—
1. Executive Summary
The proposed venture will provide a specialized product/service designed to meet
a clearly identified market need. The business model is built
on proven demand indicators, competitive analysis, and realistic financial assumptions.
All figures are derived from primary research sources (industry reports, customer surveys)
or secondary data (government statistics, trade publications).
—
2. Market Analysis
Segment Size (USD) Growth % Primary Source
Target customers (e.g., SMEs in manufacturing) 150 M 4.8% Industry
Association Annual Report 2023
Total addressable market (TAM) 500 M 5.2% Global Market Insights,
2023
Serviceable obtainable market (SOM) for first 3 years 30 M
— Derived from TAM × penetration assumptions
Assumptions
– 10% of TAM is reachable in year 1 due to geographic and product fit.
– Growth rate aligns with industry CAGR.
—
Slide: Market Opportunity
Key Takeaways
Metric Value
TAM (2023) $500M
SOM (Years 1–3) $30M
Expected ARR in Year 3 $12M
Average deal size $120K
Customer acquisition cost (CAC) $5K
Lifetime value (LTV) $45K
Revenue Projection
– Year 1: $4.8M (40% of SOM)
– Year 2: $10M (67%)
– Year 3: $12M (80%)
Gross Margin
– >70% due to SaaS nature and minimal support overhead.
Slide 6 – Funding Request
Item Amount ($USD)
Product Development & Engineering 4,000,000
Sales & Marketing Expansion 3,000,000
Talent Acquisition (Engineering, Ops, Support) 1,
500,000
Legal / Compliance / IP 300,000
Miscellaneous Contingency 200,000
Total 9,000,000
Use‑Case Summary
Build next‑generation AI engine & secure data
pipelines.
Deploy sales team across North America & Europe; run multi‑channel marketing campaigns.
Hire senior engineers, a data scientist lead, and compliance officer.
4. Funding Plan
Stage Target Amount Valuation (Pre‑Money) Capital Raised Post‑Money Valuation
Seed $1.5M $10M $1.5M $11.5M
Series A $4M $30M $4M $34M
Series B $8M $70M $8M $78M
Rationale:
Seed: Covers initial product development and market validation; modest dilution.
Series A: Funds hiring of key talent, scaling operations, and expanding the customer base.
Series B: Enables significant growth initiatives such as
geographic expansion, product diversification, and strategic partnerships.
6. Risk Assessment & Mitigation
Category Potential Risks Mitigation Strategies
Market Adoption Slow uptake due to entrenched competitors or lack of
awareness. Aggressive marketing, free trials, partner referrals; continuous customer education.
Competitive Response Competitors may launch similar subscription models quickly.
Maintain strong IP, continuously improve product features,
and build community loyalty.
Technology Reliability System outages or performance bottlenecks
affect user satisfaction. Robust infrastructure with redundancy, proactive
monitoring, SLAs for uptime.
Data Security & Compliance Breach of sensitive client data leading to
legal penalties. Regular security audits, encryption at rest and in transit, compliance with GDPR/CCPA.
Financial Risks Cash flow constraints if subscription uptake slower than expected.
Maintain conservative financial planning, secure lines of credit, diversify revenue streams.
—
5. Recommendation
Based on the analysis above:
Market Opportunity: The digital collaboration space
is growing rapidly; early adopters are willing to
pay for reliable, integrated solutions.
Competitive Positioning: Your platform’s integration with
industry-standard tools and emphasis on secure, compliant
data handling can differentiate it from generic whiteboard apps.
Business Model Viability: Subscription pricing aligns well with the recurring revenue model favored by SaaS
businesses. A freemium or free trial strategy can accelerate user
acquisition.
Risk Mitigation: The primary risks involve intense competition and ensuring platform reliability at
scale. These can be addressed through continuous product improvement, robust infrastructure, and
strategic partnerships.
Recommendation: Proceed to develop a minimum viable product (MVP) focusing on core whiteboard functionality, secure real-time collaboration, and seamless integration with
popular tools such as Google Workspace, Microsoft Office, and Slack.
Simultaneously, build out the subscription pricing structure and marketing plan. anavar results after 2 weeks woman validating user interest
through pilot testing and early adopters, scale infrastructure and expand feature set.
2. Comparative Overview of Three Whiteboard
SaaS Models
Feature Model A – Standalone Whiteboard Platform Model B – Integrated Collaboration Suite (e.g., Google
Workspace) Model C – Enterprise Design Tool (e.g.,
Figma, InVision)
Core Functionality Unlimited canvas space; rich drawing tools
(vector shapes, pens, brushes); real‑time collaboration with chat
and cursors. Whiteboard embedded as a native app within the suite; supports text,
images, PDFs, and basic shapes; collaborative editing
with version history. Design prototyping, vector graphics, component
libraries; whiteboard features for brainstorming; integrated handoff to developers;
advanced design systems management.
Target Audience Remote teams across any industry needing low‑cost collaboration: startups,
non‑profits, marketing agencies, educational groups.
Corporate users already invested in the suite ecosystem (Google
Workspace, Microsoft 365). Designers, product managers, engineers working on UI/UX;
large organizations with design systems and cross‑functional collaboration needs.
Integration Landscape Supports sharing via URLs, embedding in wikis or documentation tools
(e.g., Notion), integration with chat platforms (Slack, Teams) for quick link posting.
Seamless import/export to native office apps; tight integration with
email clients, calendars, and file storage (Drive, OneDrive).
APIs for automating export of drawings, embedding in design tools,
connecting to issue trackers (Jira), version control hooks.
Scalability & Performance Built on modern web stacks; real‑time rendering scales with
client browsers; backend uses scalable cloud services; minimal server load per document.
Relies on distributed file systems and caching layers; designed for enterprise usage with thousands of concurrent users; high
availability SLAs. Must handle large binary assets
(high‑resolution SVGs, CAD files); requires efficient
compression and streaming; may need CDN integration for global distribution.
—
5. What If: „If You Can’t Do It” Scenarios
Scenario A – Inability to Provide a Web-Based Drawing Tool
Implications: Users would lose the ability to create or modify drawings
directly in the browser, potentially requiring desktop
applications or manual upload of pre‑created SVGs.
Mitigation: Offer downloadable templates and clear instructions for
external editors (e.g., Adobe Illustrator, Inkscape).
Provide a simple „Upload” interface with validation against accepted file formats.
Scenario B – Failure to Support SVG Upload
Implications: Users would be unable to incorporate custom designs
into their documents, limiting personalization. The system might fall
back on a generic placeholder image.
Mitigation: Enforce strict upload requirements (size limits, format checks) but also provide a set of high‑quality default
images that users can select from without uploading.
Scenario C – Inadequate Integration with the Main Application
Implications: The sub‑application might run in isolation, causing data loss
or duplication. Users could face confusion if their inputs are not
reflected in the main document.
Mitigation: Design clear APIs and data contracts
between the two applications. Implement transactional operations so that changes made in the sub‑app are
atomically applied to the main app.
7. Practical Implementation Strategies
7.1 Shared Data Stores and Synchronization
Using a common database or in‑memory cache ensures consistency
across both applications. Changes from either
side should trigger events (e.g., via message queues) to propagate
updates.
7.2 Versioning and Rollback Mechanisms
Since the sub‑application can alter core data, maintaining version histories allows users to revert unintended
changes, enhancing safety.
7.3 Security Considerations
The sub‑app must enforce authentication and authorization checks, mirroring those of
the main app, to prevent privilege escalation or unauthorized modifications.
—
8. Conclusion
When a secondary application performs non‑invasive operations—reading data without
altering it—the risk to core business logic is minimal.
Its integration can be handled lightly: exposing read-only interfaces and ensuring that any changes to underlying data remain outside its scope.
Conversely, a non‑read sub‑application that writes
to the same tables or records as the primary system directly influences the state of critical business entities.
This coupling introduces significant risk: unintended side effects, data integrity
violations, and security vulnerabilities. To manage
this, one must design robust interfaces (e.g., read-only APIs), enforce strict
access controls, monitor for race conditions, and ideally decouple the sub‑application’s data stores.
In sum, the safety of a sub‑application hinges on its data interaction patterns: read‑only operations can be safely integrated with minimal impact, while write operations demand careful architectural isolation and stringent
governance to prevent destabilizing the core system.
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2018-02-06CJC 1295 and ipamorelin are two of the most frequently discussed
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is essential to understand that these peptides can produce a range of side
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CJC 1295 Ipamorelin Side Effects: A Comprehensive Guide
The side effect profile for CJC 1295 and ipamorelin is generally considered mild compared to anabolic steroids or other performance enhancers.
Nevertheless, users frequently report several common reactions that can occur at different
stages of a treatment cycle.
Short‑Term Side Effects
Local injection site reactions – swelling, redness,
itching, or bruising are typical when the peptide is
administered subcutaneously. These symptoms usually resolve within 24 to 48 hours but may be more
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Long‑Term Side Effects
Hormonal imbalance – chronic elevation of growth hormone can alter insulin-like
growth factor 1 (IGF‑1) levels, potentially impacting glucose metabolism and increasing the risk of insulin resistance over prolonged use.
Monitoring blood sugar profiles is recommended for extended cycles.
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Rare Side Effects
Allergic reactions such as hives, difficulty breathing, or anaphylaxis have been reported in isolated cases.
If any severe allergic response occurs, immediate medical attention is essential.
Elevated blood pressure – a few users noted transient increases
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The combination of CJC 1295 and ipamorelin leverages two distinct pathways to stimulate endogenous growth hormone release.
While they are often used together, each peptide has its own pharmacokinetic profile and mode of action that contribute to the overall efficacy of the regimen.
What Are CJC 1295 and Ipamorelin?
CJC 1295 – This is a synthetic analog of growth hormone‑releasing hormone (GHRH).
It binds to GHRH receptors in the pituitary gland, prompting a sustained release of growth
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Cycle Duration – Most cycles last between 4 to 12 weeks depending on training goals and desired anabolic outcomes.
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