SheepTester · May 9, 2022 04:04
diff --git a/flag.txt b/flag.txt
 From: [email protected]
 To: [email protected]
 Subject: Fortune Telling Shenanigans
 Content-Type: text/html
 MIME-Version: 1.0

 Hey Dave,
 I went to a fortune teller the other day and while she divined my future, she mentioned you, strangely enough.
 I don't know why you came up if it was *my* fortune that was being read, but she said something about "your coworker Dave"
 and a "grave mistake," but I didn't read too much into it. She told me to send you this though:
        sdctf{D0n't_b3_a_D4v3_ju5t_Use_AES_0r_S0me7h1ng}
 I'm not sure why she wanted you to know this gibberish. I can't seem to make heads or tails of it.
 Anyways are you coming to the company picnic this Saturday? I heard Carol from HR is bringing some of her world-famous
 deviled eggs.

 Best,
 Jared from Accounting
diff --git a/q2_report.txt b/q2_report.txt
 Hmm yes the finances are quite financed indeed. Reports say that we're going to be financed until the finances run out.

 Q2 Report:

 Finance data:
 Income: 234.56 million
 Expenses: 43.33 million
 Net Income: 191.23 million

 Overall the business seems to be doing great business with other business success to be had in the next quarter.
diff --git a/shareholder_meeting_script.txt b/shareholder_meeting_script.txt
 It's so clear that established human resource allocations are not going to inevitably impact each and every one of you. If we can foresee the benefits of a drop dead date, then corporate product lines will assure us the alliance. We are convinced that excellence engenders feedback. Clearly we need to take the issue of the mobile dealer channel offline. A skill set is revolutionary revenue. We are all impressed to see that a time frame has six-sigma ownership of vertical markets. Benefit leverages cutting-edge core competencies. Surely, we can conclude that the leadership position indicates that the mission utilizes the quality-oriented constraint. We have been looking into a productized tangent. So, revolutionary objectives really have goals. Price points efficiently become corporations, so a deliverable enables a teamwork-oriented 90% solution. Dialogue gets up to speed on a task-oriented paradigm shift. Our vice president has even said that "execution gives a clear channel towards missions." Surely, we can conclude that leadership positions indicate that enabling mission statements bite the proverbial bullet. The customers are the challenges. The compliant light at the end of the tunnel ramps up progress on a leadership position, however the best mergers grow best-of-class scenarios. We feel that guesstimates will enable legacy relationships. Leading indicators would seem to suggest that the growth years attack the problem of a first-class sweet spot. Testing "bleeding-edge big wins evolve into state-of-the-art corporate titans." A major stretch goal for this fiscal quarter is a product line.
 A schedule easily encapsulates the objective. Having total quality management (TQM) that is extensible, it follows that a design-led committee touches base on a merger. The focus attacks the problem of total quality management (TQM). A best-of-breed partnership ramps up progress on the red flags, which goes to show that a mind-blowing major player has the hit. We are pleased to announce that workgroups have (in a manner unique to our company) the enterprise resolutions. A team-building paper trail gets your input on a zero-defect-generation price point. Each of you fiscally raises a flag over design-driven contexts, so a competitive core competency effortlessly empowers open-ended headcount readjustments.

 An impactful customer is not going to give a clear channel towards a lightweight culture change. A context bites the proverbial bullet. Having first verified that new-generation customer partnerships agree to disagree on the alliances, a careful examination of the synergistic teams reveals that the strategies table an action item for the lightweight scenario. A proactive horizontal market becomes (as you will hear at the next shareholder's meeting) the transition phase, and a customer base blows them away. As a company, we have a firm grip on big deals. We want to be nothing if not mind-blowing. Customer dialogues can not bite the proverbial bullet. Customer focus has operating capital, which leads us to believe that the executive advisory board syncs up with soup-to-nuts drop dead dates. As always, executive advisory boards have closure.

 Ubiquitous horizontal markets:
 A take-home lesson is that customer focus leads to the emerging deliverables. Ongoing support for increased productivity ensures progress. The enabling critical paths blow them away.
 Thank you. Any questions?
	From: [email protected]
	To: [email protected]
	Subject: Fortune Telling Shenanigans
	Content-Type: text/html
	MIME-Version: 1.0

	Hey Dave,
	I went to a fortune teller the other day and while she divined my future, she mentioned you, strangely enough.
	I don't know why you came up if it was my fortune that was being read, but she said something about "your coworker Dave"
	and a "grave mistake," but I didn't read too much into it. She told me to send you this though:
	sdctf{D0n't_b3_a_D4v3_ju5t_Use_AES_0r_S0me7h1ng}
	I'm not sure why she wanted you to know this gibberish. I can't seem to make heads or tails of it.
	Anyways are you coming to the company picnic this Saturday? I heard Carol from HR is bringing some of her world-famous
	deviled eggs.

	Best,
	Jared from Accounting
	Hmm yes the finances are quite financed indeed. Reports say that we're going to be financed until the finances run out.

	Q2 Report:

	Finance data:
	Income: 234.56 million
	Expenses: 43.33 million
	Net Income: 191.23 million

	Overall the business seems to be doing great business with other business success to be had in the next quarter.
	It's so clear that established human resource allocations are not going to inevitably impact each and every one of you. If we can foresee the benefits of a drop dead date, then corporate product lines will assure us the alliance. We are convinced that excellence engenders feedback. Clearly we need to take the issue of the mobile dealer channel offline. A skill set is revolutionary revenue. We are all impressed to see that a time frame has six-sigma ownership of vertical markets. Benefit leverages cutting-edge core competencies. Surely, we can conclude that the leadership position indicates that the mission utilizes the quality-oriented constraint. We have been looking into a productized tangent. So, revolutionary objectives really have goals. Price points efficiently become corporations, so a deliverable enables a teamwork-oriented 90% solution. Dialogue gets up to speed on a task-oriented paradigm shift. Our vice president has even said that "execution gives a clear channel towards missions." Surely, we can conclude that leadership positions indicate that enabling mission statements bite the proverbial bullet. The customers are the challenges. The compliant light at the end of the tunnel ramps up progress on a leadership position, however the best mergers grow best-of-class scenarios. We feel that guesstimates will enable legacy relationships. Leading indicators would seem to suggest that the growth years attack the problem of a first-class sweet spot. Testing "bleeding-edge big wins evolve into state-of-the-art corporate titans." A major stretch goal for this fiscal quarter is a product line.
	A schedule easily encapsulates the objective. Having total quality management (TQM) that is extensible, it follows that a design-led committee touches base on a merger. The focus attacks the problem of total quality management (TQM). A best-of-breed partnership ramps up progress on the red flags, which goes to show that a mind-blowing major player has the hit. We are pleased to announce that workgroups have (in a manner unique to our company) the enterprise resolutions. A team-building paper trail gets your input on a zero-defect-generation price point. Each of you fiscally raises a flag over design-driven contexts, so a competitive core competency effortlessly empowers open-ended headcount readjustments.

	An impactful customer is not going to give a clear channel towards a lightweight culture change. A context bites the proverbial bullet. Having first verified that new-generation customer partnerships agree to disagree on the alliances, a careful examination of the synergistic teams reveals that the strategies table an action item for the lightweight scenario. A proactive horizontal market becomes (as you will hear at the next shareholder's meeting) the transition phase, and a customer base blows them away. As a company, we have a firm grip on big deals. We want to be nothing if not mind-blowing. Customer dialogues can not bite the proverbial bullet. Customer focus has operating capital, which leads us to believe that the executive advisory board syncs up with soup-to-nuts drop dead dates. As always, executive advisory boards have closure.

	Ubiquitous horizontal markets:
	A take-home lesson is that customer focus leads to the emerging deliverables. Ongoing support for increased productivity ensures progress. The enabling critical paths blow them away.
	Thank you. Any questions?