I never thought twice about playing again following my freshman year. The University of Arkansas medical staff and others I spoke to provided me all the information I needed to be fully confident in my decision to return to the field. I gained a lot from playing again during my sophomore season. Things that no one can ever take away from me. I led the SEC regular season in rushing in my first season as a starter. I threw a touchdown pass (thanks Coach Enos). I grew with my teammates. I stayed healthy. I proved to myself that I could do it at the highest level in the SEC.
PAST RESULTS ARE NOT INDICATIVE OF FUTURE RESULTS. THERE IS RISK OF LOSS AS WELL AS THE OPPORTUNITY FOR GAIN WHEN INVESTING IN MANAGED FUNDS. WHEN CONSIDERING ALTERNATIVE INVESTMENTS, INCLUDING HEDGE FUNDS, YOU SHOULD CONSIDER VARIOUS RISKS INCLUDING THE FACT THAT SOME PRODUCTS: OFTEN ENGAGE IN LEVERAGING AND OTHER SPECULATIVE INVESTMENT PRACTICES THAT MAY INCREASE THE RISK OF INVESTMENT LOSS, CAN BE ILLIQUID, ARE NOT REQUIRED TO PROVIDE PERIODIC PRICING OR VALUATION INFORMATION TO INVESTORS, MAY INVOLVE COMPLEX TAX STRUCTURES AND DELAYS IN DISTRIBUTING IMPORTANT TAX INFORMATION, ARE NOT SUBJECT TO THE SAME REGULATORY REQUIREMENTS AS MUTUAL FUNDS, OFTEN CHARGE HIGH FEES, AND IN MANY CASES THE UNDERLYING INVESTMENTS ARE NOT TRANSPARENT AND ARE KNOWN ONLY TO THE INVESTMENT MANAGER. Alternative investment performance can be volatile. An investor could lose all or a substantial amount of his or her investment. Often, alternative investment fund and account managers have total trading authority over their funds or accounts; the use of a single advisor applying generally similar trading programs could mean lack of diversification and, consequently, higher risk. There is often no secondary market for an investor's interest in alternative investments, and none is expected to develop. You are advised to discuss with your financial advisers your investment options and whether any investment is suitable for your specific needs prior to making any investments.
Economists had first set their sights on transforming the military in the 1960s. The free‑marketer Milton Friedman guided the 1969 Nixon group that sketched the blueprint for the post-draft military. He advocated a vision of the military as an ideal free‑market institution. In Friedman’s ideal, cash payments and bonuses would drive enlistment, and the military’s traditional benefits and social welfare programmes – no better than any other government social programme – would be abolished. If abolition proved too difficult, the remaining services and benefits would be contracted out to the private sector.