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How Sheng Wang finds 'Purple' comedy in a stuck drawer and a toothbrush choice
Comedian Sheng Wang discusses how his second special "Purple" represents a major evolution from his 2022 debut, reflecting his growth from intimate clubs to touring major theaters nationwide.
Walmart CFO bullish on e-commerce growth, Marketplace potential - Talk Business & Politics
Walmart’s e-commerce business has become a meaningful contributor to the retailer’s growth, now comprising roughly 20% of the company’s revenue. Last year, Walmart’s e-commerce sales exceeded $150 billion, with 27%...
Tesla's Big Pivot: Robotics, AI, and Energy Growth vs. a Slowing Car Business
Misericordia University Appoints New Dean to Lead College of Business
Misericordia University has appointed Todd A. Shawver, DBA, CMA as dean of its College of Business, effective July 1, 2026. A proven academic leader with a strong track record in enrollment growth, program innovation, and student success, Shawver brings extensive experience in advancing business education aligned with workforce needs and institutional mission.
Covista taps Walden University leader to integrate marketing, digital innovation
Health care education company Covista is expanding the role of Walden University President Michael Betz to include chief growth and innovation officer duties.
New business center aims to spark growth in Wagoner after decades without new development
A new business center in downtown Wagoner is bringing fresh momentum to a community that has not seen new commercial construction in more than two decades.
EV shakeout: Everyone's losing in the US, except Tesla and Toyota
US EV sales plunge 27% in Q1 2026, with Tesla holding 54% share. Most automakers struggle, while Toyota posts rare growth.
Behind China's 'active efforts' for an Iran ceasefire: Business trumps politics
The big risk for Beijing is that the Iran war drags down global demand for the exports that are driving China's economic growth.
Behind China's 'active efforts' for an Iran ceasefire: Business trumps politics
The big risk for Beijing is that the Iran war drags down global demand for the exports that are driving China's economic growth.
Business owners see growth in Little Rock’s Riverdale area
Multiple restaurant owners in Riverdale described the growth of more businesses popping up in their area. One of the owners was Fidel Samour, who owned Fidel and Co., Red Door and Loca Luna.
Canadian distillery reports 'immense growth' after provinces pull U.S. liquors
One Canadian distillery said the retaliatory ban on U.S. alcohol products has caused a surge in sales of locally-produced liquor.
U.S. Chamber of Commerce Small Business Index
Small businesses are healthy but cautious in Q1 2026, with inflation back as the No. 1 concern and owners dialing back growth plans.
The Fidelis Partnership Launches Capital Solutions Business, Led by Howden's Gammoh
Pine Walk, the specialist MGA platform of The Fidelis Partnership (TFP), has launched a new capital solutions business called Mezura Capital Partners.
Live Nation Entertainment (LYV) Is Up 7.2% After DOJ Antitrust Settlement Eases Breakup Fears – Has The Bull Case Changed?
In recent days, Live Nation Entertainment reached a settlement with the U.S. Department of Justice over an antitrust lawsuit, agreeing to divest 13 exclusive booking agreements and cap ticketing service fees at its owned amphitheaters. This resolution has eased concerns about a potential structural breakup, prompting analysts to highlight how reduced legal uncertainty may support the company’s operational plans and growth ambitions. We’ll now examine how the DOJ settlement, which removes...
ArtsGala to showcase Wright State students’ artistic growth with elegant entertainment extravaganza
Wright State ArtsGala returns Saturday, April 11, in the Creative Arts Center, offering an evening of performances, fine dining and a silent auction to support student scholarships in theatre, dance, music, motion pictures and visual art. Continue reading →
Women’s Sports See Historic Growth. It’s Time Its Athletes Get Paid Like It
Women's sports viewership is breaking records. Here's how rising audiences can better translate into equal pay for women athletes across leagues and sports.
Amazon Rises Toward Key Level; CEO Says This Is 'On Fire'
Andy Jassy touted growth for the tech giant's custom AI chips.
Sony Pictures Entertainment Will Reportedly Lay Off Hundreds
This is a "targeted and strategic" choice for growth.
Perfetti Van Melle announces Rebecca Dunphey as new president of Americas business unit
Erlanger-based Perfetti Van Melle has announced Rebecca Dunphey as the company’s new president of the Americas business unit. She assumed the role April 6. Dunphey succeeds Sylvia Buxton, who led the rapid growth of the North America business for more than seven years. Under Buxton’s leadership, the company became the third largest confectionery manufacturer in...
Robbins mayor says village ‘open for business’ | ChicagoLIVE
Mayor Darren Bryant highlights new investments and development opportunities as the south suburban community looks to attract growth.
Oregonians tell Governor Kotek high costs, taxes are holding back business growth
A new statewide survey of Oregonians sends a clear and message: high costs, taxes and regulations are making it harder for businesses.
Oregonians tell Governor Kotek high costs, taxes are holding back business growth
A new statewide survey of Oregonians sends a clear and message: high costs, taxes and regulations are making it harder for businesses.
The East Baton Rouge Parish Library: Where entrepreneurs go to grow
Sponsored by East Baton Rouge Parish Library When it comes to powering local entrepreneurship, the East Baton Rouge Parish Library and The Alliance are building one of the region’s most dynamic engines for small business growth. Their collaborative Small Business Engine Series has evolved into a practical, boots-on-the-ground resource for aspiring and established business owners alike, blending […]
South Carolina governor candidates tout infrastructure, growth at business forum
South Carolina’s crumbling roads, aging bridges and gaps in broadband access.
Global Politics Shifts Competitive Balance In China’s Aviation Markets
While international capacity for the Chinese market has rebounded, growth has been uneven.
Sony Pictures Entertainment Cuts Hundreds of Jobs in TV, Film
Sony Pictures Entertainment is restructuring its business to better position the company for growth, leading to job cuts across its film, TV and corporate divisions in the coming months.
Sony Pictures Layoffs Underway: Refocus To Fuel Growth
Sony Pictures Entertainment is proceeding with layoffs across its motion picture group, Sony Pictures Television and corporate offices.
Ella Duggan Promoted to Branch & Business Development Manager at The Merrimack
Merrimack County Savings Bank (The Merrimack) congratulates Ella Duggan on her promotion to Branch & Business Development Manager. In this role, Duggan will oversee branch operations while continuing to serve Contoocook and its small business community. “Ella’s promotion is well-earned and reflects her consistent growth over the years,” said Michelle Olivier, RVP Branch Manager at The Merrimack. “I’m […]
Inside Huntington’s growing music & entertainment scene
Within the past decade, Huntington has drastically improved its music and entertainment scene. Growth of live music locales like The Loud, 9th Street Live and summer concert series provide exposure and experience to local artists. This change has opened new doors for Huntington musicians, especially Marshall students looking to launch a music career. One live...
Freestone Grove's growth spurt sees assets jump past $6 billion
Freestone Grove, a hedge fund launched by Citadel veterans Todd Barker and Daniel Morillo, has expanded assets and headcount since launching in 2024.
The MacBook Neo is proof that Google’s Pixel plan was right all along
Apple's MacBook Neo validates the Google Pixel strategy by emphasizing user experience and ecosystem growth over raw hardware benchmarks.
Oil rises above $110 as Trump deadline looms for Iran to reopen strait
IMF head warns Middle East war will lead to higher inflation and slower global growth
FTI Consulting Adds Three Leading Mining and Resources Business Improvement Experts
SYDNEY, April 06, 2026 (GLOBE NEWSWIRE) -- FTI Consulting, Inc. (NYSE: FCN) today announced the appointments of James Chapman, Steve Dyson and Franz Wentzel as Senior Managing Directors in its Australian Transformation practice, bringing their experience as former global heads of Big Four accounting firm mining practices to help clients realise their full value potential. The appointments of Mr. Chapman, Mr. Dyson and Mr. Wentzel continue the firm’s growth of its Transformation – Mining team, fo
McConnell weighs in on Trump's proposed defense budget
Sen. Mitch McConnell, who leads the appropriations subcommittee on defense, said he welcomed "the president’s request for significant growth"
Hess Midstream: The Issue Continues To Be The Bakken Upstream Business
Hess Midstream (HESM) faces Bakken risks as high costs and flat 200k BOED output limit growth while Chevron shifts capital. Read the latest analysis on the stock here.
Taylor Hougland Joins Pella Corporation as EVP & Group President, Business Units Accomplished Executive to Lead Pella's Portfolio Growth and Performance
Pella Corporation is pleased to announce the appointment of Taylor Hougland as Executive Vice President & Group President, Business Units, effective April 6, 2026. In this new role, Hougland will report directly to Emily Videtto, President & Chief Operating Officer.
WellSpan Health CEO Roxanna Gapstur announces retirement
Roxanna Gapstur, president and CEO of WellSpan Health, is planning to retire after leading significant growth.
A Look At Six Flags Entertainment (FUN) Valuation After Richard Haddrill Becomes Executive Chairman
Boardroom shift at Six Flags Entertainment (FUN) Six Flags Entertainment (FUN) appointed Richard “Dick” Haddrill as Executive Chairman on March 25, 2026, positioning a seasoned entertainment and gaming leader to focus on profitability and long term growth initiatives. See our latest analysis for Six Flags Entertainment. The latest boardroom change comes after a 9.75% 90 day share price return and an 8.26% year to date share price return, set against a 44.17% 1 year total shareholder return...
Opening Doors to Opportunity: How Governors are Supporting Entrepreneurship
New businesses – including small businesses – are the backbone of the economy. They drive job growth, reduce poverty and strengthen GDP. Yet, the rate of new business formation in America has fallen by nearly half over 40+ years. It’s far more expensive to start a business in the U.S. than the U.K., China, Australia, Brazil, Canada, Sweden, […]
The inside scoop of UWW-TV sports
Sports coverage has never been limited to one format. It varies from written recaps to watching highlights or listening on the radio. Providing these services is important for engagement within a community, and it has been proven with Whitewater being an example of growth and connection through sports. Students and locals can tune into media...
A Look At BrightSpring Health Services (BTSG) Valuation After Strong Revenue Growth And Upgraded EBITDA Guidance
BrightSpring Health Services (BTSG) is drawing attention after reporting a quarter with 16.3% year on year revenue growth and full year EBITDA guidance that exceeded analyst expectations. See our latest analysis for BrightSpring Health Services. The latest $43.10 share price comes after a 2.6% 1 day share price return and a 9.8% 90 day share price return. The 1 year total shareholder return of about 1.5x reflects how investors have reacted to the strong results and recent leadership...
Thailand plans reforms to boost growth and cut business costs, PM draft statement says
Thailand will pursue broad economic and administrative reforms, aim for faster growth and cut business costs through the use of technology, according to a draft policy statement set to be delivered by the prime minister later this week.
Jaws! BBQ named Southern Upshur Business Association’s Business of the Year
The Southern Upshur Business Association honored Jaws! BBQ as its 2026 Business of the Year at the group’s annual dinner in Buckhannon. Owner Gary Connell thanked the community for decades of support as SUBA highlighted the family business’s growth and local giving.
Reflecting on science, learning and leadership
ASBMB President Joan Conaway reflects on her term, celebrating the society’s resilience, advocacy, journal growth and commitment to education, while looking ahead to a vibrant future under incoming president Ed Eisenstein.
Wes Lee New Album ft. Mick Jenkins: Growth & Fatherhood
Inside the mindset and message behind the music | News-Talk 1380 WAOK
A Conversation With Capital Group’s Head Of Experiential Marketing Ajith Krishnankutty On The Need To Evolve Events Into Marketing Channels That Build Brand + Drive Business Growth
Ajith Krishnankutty On The Need To Evolve Events Into Marketing Channels That Build Brand + Drive Business Growth
Scientists find hidden brain cells helping deadly cancer grow
Scientists in Canada have uncovered a surprising weakness in glioblastoma, one of the deadliest brain cancers. They found that certain brain cells—once believed to only support healthy nerves—can actually help tumors grow by sending signals that strengthen cancer cells. When researchers blocked this communication, tumor growth slowed dramatically in lab models.
Why Smart Founders Build Big Business Infrastructure Before They Scale
Scaling a company takes more than grit and growth. Founders who invest early in institutional-grade benefits can reduce risk, attract top talent, and build a culture that performs under pressure.
A Dermatologist Told Me How This LED Device Reverses Thinning Hair so Well, a Reviewer Saw “3 Inches of Growth”
A reviewer saw three inches of hair growth after using CurrentBody’s LED Red Light Hair Growth Helmet, and a dermatologist explains how. Shop it for $860 on the brand’s website.
Natural disasters and political instability hampered U.S. museum attendance in 2025
The Art Newspaper's latest annual study of "the world's 100 most visited art museums" also reveals signs of modest growth.
Dead insects. Fuzzy white growth. Expired foods. Worst SC Midlands March restaurant inspections
There are plenty of great restaurants in the Midlands, but many don’t meet the state’s health and safety standards.
A Look At Melco Resorts & Entertainment (MLCO) Valuation After Recent Analyst Downgrades And Earnings Miss
Recent shifts in analyst sentiment toward Melco Resorts & Entertainment (MLCO) have put the stock in focus, after several major banks flagged slower expected Macau EBITDA growth, liquidity questions, margin pressure, and mixed quarterly results. See our latest analysis for Melco Resorts & Entertainment. At a share price of US$5.68, Melco Resorts & Entertainment has seen a 1 day share price return of a 1.56% decline and a 90 day share price return of a 24.37% decline. The 1 year total...
Hélène Bouffard
Circana has appointed Hélène Bouffard as Chief People Officer, where she will lead the company’s global people strategy and guide organizational evolution during a period of accelerated growth.
Sphere Entertainment (SPHR) Is Up 17.4% After Wizard of Oz-Driven Revenue Surge and Global Expansion Plans
Sphere Entertainment recently reported past-quarter revenue growth of 28%, powered by the success of its “Wizard of Oz at Sphere” production in Las Vegas, which has sold more than two million tickets and helped narrow operating losses in the Sphere segment. On the back of this stronger performance, the company is now moving ahead with international Sphere developments in Abu Dhabi and National Harbor, signaling a push to replicate its immersive venue model beyond the US. We’ll now examine...
MassLive: Boston, Springfield land on top 10 list of best cities for STEM professionals
Boston and Springfield were among the "Top 10 best metro areas for STEM professionals" in 2018, according to statistics compiled by WalletHub, a personal finance website. STEM stands for science, technology, engineering and mathematics. Boston was ranked second and Springfield eighth on the list. Worcester came in at 18th. The full results can be found here. "We made another good list," Springfield Mayor Domenic Sarno said. "Glad to see our educational and workforce development are starting to pay off - this is all about a good four-letter word - jobs!" The 100 largest metropolitan areas in the country were ranked in 17 key metrics, WalletHub said. The evaluation ranged from "per-capita job openings for STEM graduates to annual median growth for STEM jobs, to projected demand for STEM workers by 2020," according to the summary. Seattle was top-rated, followed in order by Boston; Pittsburgh; Austin, Texas; Minneapolis; Madison, Wisconsin; Salt Lake City; Springfield; Chicago; and Atlanta. Original article: https://www.masslive.com/news/index.ssf/2018/11/springfield_makes_top_10_natio.html
How the Chattanooga INCubator became a powerhouse for small business growth and innovation
In 2025, the Chattanooga Chamber's INCubator program solidified its role as one of the Chattanooga region's most powerful engines for small business growth, innovation, and economic resilience. As a flagship program of the Chattanooga Area Chamber of Commerce and manager of the 127,000-square-foot Hamilton County Business Development Center, the INCubator exists for one clear purpose: to help entrepreneurs scale their businesses, create jobs, and strengthen the economic heartbeat of the region. The programs progress in 2025 demonstrated that mission in action -- through expanded programming, deeper engagement, and measurable impact across the local entrepreneurial ecosystem.
‘This is a-maz-ing’: Women’s Final Four highlights growth of women’s sports
The Women’s Final Four marks explosive growth of women’s sports, bringing in high ticket prices, new NIL cohorts and brand partnerships while encouraging community engagement and leadership development.
Governor Lombardo touts sports growth, diversification amid NBA talks in Vegas
Nevada Gov. Joe Lombardo told business leaders in Las Vegas on Wednesday morning that expanding professional sports in Southern Nevada can help strengthen and d
Iterative Health, US Heart & Vascular Partner to Advance Community-Based Cardiovascular Research
April 2, 2026 — Iterative Health and US Heart & Vascular (USHV) have announced a strategic partnership to advance research through community-based innovation in cardiovascular care. "Clinical research is one of the most powerful ways we expand access, improve patient outcomes, and shape the future of cardiovascular care," said Robbie Allen, chief executive officer of US Heart & Vascular. "By partnering with Iterative Health, we are strengthening our ability to bring innovative therapies directly into the communities we serve. This collaboration ensures our physicians and patients have access to leading-edge trials while allowing US Heart & Vascular to remain focused on delivering exceptional, physician-led care." Under the agreement, USHV research sites will join Iterative Health’s global site network, which now spans over 100 sites across three continents. The companies share a commitment to advancing clinical research as a driver of care innovation, and this collaboration represents a major milestone for both organizations, strengthening USHV's leadership in community-based cardiovascular research and expanding Iterative Health's multispecialty focus beyond GI, hepatology, and obesity into cardiology. USHV clinical research sites will gain access to Iterative Health's centralized operational backbone, providing end-to-end support across clinical research operations, services, business development, technology innovation, and corporate functions. The strategic partnership reduces operational complexity and unlocks growth potential for USHV research sites while enabling all USHV physicians to expand access to cutting-edge therapies to the thousands of patients they serve annually. "Innovation in cardiovascular medicine shouldn't be limited to a few academic centers," said Thomas Waggoner, DO, MD, RPVI, FACC, FSCAI, FSVM, RPVI, Structural Cardiologist and Medical Director for Clinical Research at Pima Heart & Vascular, and USHV Physician Champion for Clinical Research. "By expanding community-based research across USHV, we're ensuring more patients have access to clinical trials and breakthrough therapies close to home, where trusted relationships with their physicians already exist." This alliance reinforces Iterative Health's standing as the definitive research partner across specialized therapeutic areas, now spanning GI, hepatology, obesity, and cardiovascular care. Trusted by many of the nation's leading provider organizations and biopharma sponsors, Iterative Health's global site network delivers industry-leading trial performance, accelerating life-changing therapies to market at scale. "Entering cardiology through our strategic partnership with US Heart & Vascular is a defining moment for Iterative Health and reflects the strength of our site-serving model," said Jonathan Ng, founder and CEO of Iterative Health. "Together, we are ensuring that thousands of patients have access to the newest available therapies, and that sponsors have a credible, high-performing partner to accelerate cardiovascular trial success." For more information, visit www.iterative.health and https://usheartandvascular.com/.
U.S. small business jobs hold steady in March, Paychex finds
Paychex reports US small business jobs held steady in march with cautious hiring and 2.66% year-over-year wage growth amid ongoing labor challenges.
Fall River's commercial economy 'strong,' mayor says. 4 things to know
Fall River's Mayor Coogan highlights the city's economic strength, job growth, and development in his 2026 State of Business speech.
Rams' Puka Nacua reportedly enters holistic care facility to 'focus on personal growth' amid off-field concerns, lawyer confirms
Business Ownership in Europe: The McDonald’s Model
Discover how franchising with McDonald’s helps entrepreneurs in Europe achieve business ownership, drive growth and support local communities.
Mario Galaxy Movie Exists Because Console Growth Is Tapped Out
Shigeru Miyamoto felt the plumbers had reached their limits on Switch
Group homes licensed by the Health Department drive growth — and problems
Group homes can be licensed by the Department of Human Services or, more recently, by the Department of Health. in Brooklyn Park, which has more group homes than any other city in Minnesota, those Health Department-licensed facilities appear to be responsible for an outsize number of the police calls that the city says are overwhelming its first responders.
First Alert Forward: Canadian entrepreneurs bet on St. Louis region for business growth
Three Canadian entrepreneurs have relocated to the St. Louis region, building multimillion-dollar businesses and urging others to consider the area as immigration policy tightens and other cities compete for talent.
US business inventories unexpectedly fall in January
U.S. business inventories unexpectedly fell in January amid a large decline in stocks at wholesalers, suggesting inventory investment could weigh on economic growth in the first quarter.
Amazon facility in Redding expected to open by summer at Stillwater Business Park
A long-planned vision for industrial growth in Redding is taking a major step forward.
JPMorgan expands lending to close gaps in housing, small business access
JPMorgan Chase is launching the “American Dream Initiative” to expand access to homeownership, small business growth and financial stability, The Wall Street Journal writes. The effort comes as CEO Jamie Dimon warns the U.S. economy risks stagnation without stronger investment and policy support. The nation’s largest bank plans to add 3 million new small business […]
Private Employment Steadied In March As Health Care Boosted Job Growth
Job growth continues to favor certain industries, including health care, ADP said.
Alumni Spotlight: Bonny Dahm’s Role in Transforming Healthcare Policy Into Action | Johns Hopkins Bloomberg School of Public Health
Bonny Dahm, MHS ’08, puts her Bloomberg School training to use by leading strategic initiatives at the intersection of policy, operations, and growth.
PNC Private Bank Research Reveals Business Owners Increasingly Want Integrated Financial Advice to Help Align Business, Personal Goals
PNC Private Bank® today revealed research findings exploring the intersection of business ownership and personal wealth. The findings are outlined in the inaugural "Business Owner Wealth Insights" report, which draws on a national survey conducted with Ipsos. The survey explores how middle-market business owners balance growth, succession and legacy for their businesses and personal finances.
2026 Perspectives in Private Equity: Sports
Professional sports continue to emerge as an attractive asset class for private equity investors, as evolving ownership dynamics, attractive fundamentals and underlying growth drivers create opportunities. Sports investments offer sponsors an opportunity to diversify portfolios, reduce risk and deliver uncorrelated returns, while tapping into an industry experiencing strong growth driven by continued demand for content, league expansion and the adoption of new revenue models. Sports teams and leagues can also represent unique trophy assets for investors, often delivering intangible value beyond financial returns.
Airbnb Externship Shows 3L Isabel Samayoa How Legal Strategy Drives Business Growth - UC Law San Francisco (Formerly UC Hastings)
An externship at Airbnb provided 3L Isabel Samayoa exposure to areas such as contracts, licensing, risk management, and growth strategy, helping her develop the skills and experience to thrive in her future career as a corporate transactions attorney. 3L student Isabel Samayoa reflects on her work with Airbnb’s in-house legal team through UC Law SF’s Corporate Counsel Externship Program. Supported Airbnb’s legal team on commercial contracts, open-source licensing, external partnerships, product counseling, and legal research. Observed how legal advice aligns with business strategy and risk management. Gained exposure to strategic decision-making while preparing for a career in corporate transactions. Q: What did you do in this corporate externship? A: I supported the Airbnb legal team across several functions, including commercial contracts, open-source licensing matters, strategic external partnerships, legal research, real estate matters, internal AI integration, and product counseling. I also gained exposure to corporate structure counseling, litigation, patent counseling, and the company’s broader business strategy. Q: What did you take away from this experience? A: One of the most valuable parts of this experience was learning how a business actually operates. I had never worked on such a large team in the private sector, so I had little exposure to how companies run internally. I learned how lawyers can provide valuable advice to support business goals, seeing how leadership evaluates risk and develops growth strategies. Understanding those priorities allows me to calibrate my legal advice to clients, balancing the client’s goals against the level of risk they are willing to take. Q: How does this experience support your career goals? A: Exploring the anatomy of a successful company was incredibly valuable because I plan to pursue a career as a corporate transactions lawyer. Being in the room with the teams discussing important decisions allowed me to see firsthand the factors that contribute to that success and how lawyers help guide those decisions. Q: Would you recommend UC Law SF and this externship? Why? A: I would absolutely recommend this opportunity. While the team worked on high-stakes matters at a highly successful company, they still created an environment where I felt welcomed. They trusted me with meaningful work and supported me every step of the way. This helped me build confidence in my analytical abilities. Q: What’s your favorite UC Law SF memory so far? A: Some of my favorite UC Law SF memories, aside from my time at Airbnb, involve mentorship. I have benefited from mentorship and have also had the chance to mentor other law students. Watching the students I mentored go on to mentor others has been particularly rewarding. I think mentorship is integral to the legal profession, and it has been inspiring to see that culture thrive at UC Law SF and continue beyond the classroom. The Evidence of Success series highlights UC Law SF students as they share how the College’s opportunities equip them with the experience, skills, and confidence to excel in the legal profession.
Jenny McCarthy endures 'living hell' as hidden dental infection leads to shocking health crisis
Jenny McCarthy says mycotoxin poisoning caused her jawbone infections, missing teeth and eyelid growths, calling the ordeal a "living hell" on the "Heal Squad" podcast.
Huawei Net Profit Rises on Auto Business Expansion
Net profit rose 8.7% in 2025 from a year earlier. The fastest growth came in what Huawei calls its intelligent automotive solution business.
Why Ohio business leaders backing Acton for governor
Business leaders endorse Dr. Amy Acton for Ohio governor, citing her vision for economic growth and talent retention.
JPMorgan to increase small-business lending, hire more credit officers
JPMorgan Chase is planning a significant increase in loans to small businesses in coming years as part of a plan aimed at boosting growth in local U.S. economies.
Digitalbox targets further acquisitions as mobile entertainment portfolio expands
Digitalbox PLC (AIM:DBOX, FRA:RLXB), the mobile-first digital media company, is targeting further growth through acquisitions and new brand launches in 2026 after expanding its portfolio to ten brands and reporting a seventh consecutive year of profitability. The company, which owns...
UK house prices rise and economic growth revised up but Iran clouds outlook
Rolling coverage of the latest economic and financial news
Business to receive $1 million in Federal funding to strengthen cross-border supply chains through program at University at Buffalo
Western New York businesses are set to receive a major boost thanks to $1 million in new federal funding aimed at improving cross-border supply chain operations and economic growth in the region. Acc...
There may be 10 times as many citizen scientists in Australia as we thought – and that’s great news for science
Citizens have contributed to science in Australia for many decades – and the field is now undergoing rapid growth
Hasbro Entertainment Hires Animation Veteran Rob Doherty as New VP of Production
Hasbro Entertainment has announced the appointment of Rob Doherty as Vice President, Production. He will oversee production across Hasbro’s expanding animation and digital content slate, supporting the company’s continued growth in the space. Doherty brings over 30 years of experience in the kids’ television industry, with deep expertise in development and international co-productions. He has […]
TROY Small Business Development Center director shares 'platform for doing business with the United States' at Inc. Festival
Troy University’s commitment to advancing entrepreneurship and economic opportunity across borders was recently represented on an international stage as Juliana Bolivar, Center Director of the Alabama Small Business Development Center Network at Troy University, participated as a speaker at INC Monterrey, one of Latin America’s leading gatherings focused on innovation, business development and economic growth.
Helen H. Hobbs, M.D., honored for innovation in cardiovascular science
Helen H. Hobbs, M.D., Professor in the Eugene McDermott Center for Human Growth and Development and of Internal Medicine and Molecular Genetics at UT Southwestern Medical Center, has been named the recipient of the 2026 Valentin Fuster Award for Innovation in Science by the American College of Cardiology (ACC).
Silencer Central acquires vacant Wells Fargo building for future growth
A former Wells Fargo call center is off the market -- bought by its neighboring business for future growth.
Inspired Entertainment: Free Optionality In Strata
Inspired Entertainment's digital iGaming drives margin growth, leverage falls, and STRATA adds upside. Find out why INSE stock is a strong buy.
Why GM thinks OnStar, Super Cruise subscriptions will soon ‘fundamentally transform’ its business
GM sees an "exponential opportunity" to grow its high-margin subscription business, CFO Paul Jacobson said, pointing to strong year-over-year revenue growth.
Do good neighbors make good economies? Minnesota could be a test case
Economic studies strongly suggest that higher levels of trust can lead to increased commerce, promote financial innovation and even foster economic growth. Will the neighborly care and civic engagement in Minnesota during the Immigration and Customs Enforcement surge translate into economic resilience?
Health care jobs growth is stagnating at the biggest for-profit firms
Major health insurers are trimming jobs, and Medicaid cuts could soon force hospitals to lay off workers.
Off-farm income supports 30% to 40% of agricultural producers
Many farmers rely on outside income for cash flow, benefits and business growth, but time management and sustainability planning remain critical.
Watch Hua Medicine on Earnings, Business Expansion Plans
Chinese biotech firm Hua Medicine sees robust growth in 2026 after reporting a 93% jump in full-year revenue. Speaking exclusively to Bloomberg's "The China Show," Chief Strategy Officer George Lin discusses the outlook for the company’s flagship drug dorzagliatin and plans to expand to additional markets.
Allison Carroll brings small business perspective to Abilene council race, emphasizes housing, growth
ABILENE, Texas (KTAB/KRBC) – Abilene City Council Place 4 candidate Allison Carroll said her years as a small business owner and community leader have prepared her to help guide the city thro…
Steven Fulop on Fighting for Business Interests in Zohran Mamdani's New York
Steven Fulop, the new President and CEO of the Partnership for New York City, the city’s leading big business advocacy group, spoke with The New York Editorial Board on the morning of March 19, 2026. Fulop recently began in the role after 12 years as mayor of Jersey City and a 2025 run for governor of New Jersey. He replaced longtime Partnership President/CEO Kathryn Wylde. (photo by Liena Žagare) Participating journalists: Nicole Gelinas, Josh Greenman, Alyssa Katz, Ben Max, Akash Mehta, Harry Siegel, Ben Smith, Liena Žagare Full Transcript **Ben Max**Good morning. Thanks for being here. So start us off: The people who hired you for this role, what did they make clear were their top priorities for you coming into it, and for the Partnership, and what did you sort-of pitch as the direction you thought things could go? Give us a little of that bifurcation of where the minds met in terms of the priorities and the leadership for the new era. **Steven Fulop**Let me explain to you how I ended up in the job, OK? That’s probably a good starting point, because I don’t think anybody initially thought that I was the pick that they coveted or thought that would be an ideal fit for this position. I’d run for [New Jersey] governor, as you guys know, and I was very deliberate in the lane that I was taking as a candidate for governor. The same candidate when I ran for mayor and city council — it was outside the establishment. It was building on issues, single-issue voters — very, very concentrated on detailed policy. And I thought that if I could build an organization, outside of the typical political organization, of single-issue voters, you could become viable because they’re passionate people generally, OK? And one is mayor, outside the establishment doing that. You won two races in the country that Obama actually engaged in as president. Rahm Emanuel and Jeremiah Healy, my predecessor, was a ten-year incumbent. So we won based on this structure. Run for governor, kind of in that same model. And I thought at the time that 550,000 people would turn out in the election. That was based on history in a similar election, when Chris Christie left and it was Trump’s first-year primary, you know, changeover in governor. There was five hundred or four eighty-seven [thousand]. So I thought five-fifty was a bump up. Same numbers Sherrill had, Ras Baraka had. I thought five hundred and fifty thousand people in the election, six candidates running that are viable — two congresspeople, two mayors, senate president, and the teachers’ union president — that if I got to a hundred and thirty thousand votes, single-issue passionate voters, I would get in through the primary with twenty, twenty-five percent, and then put it back together even though I was kind of the outside establishment guy. I think I did everything perfect during that election, OK? With the exception of winning. Which is the big deal. But I miscalculated one thing. And I don’t know in hindsight how I could have changed anything. But I miscalculated that the turnout ended up spiking to eight-fifty, OK? So I said five-fifty. We all said five-fifty. Going into Election Day on Tuesday, and I’m a pretty pragmatic person. Going into Election Day on Tuesday, if you said, Steve, are you gonna win? I would have told you, we caught them and we’re gonna win, OK? We have more volunteers. I mean, to give you perspective on it: Uber, which is a data company, like, the week before, they wrote a million-dollar check to my super PAC, five hundred [thousand] to Sherrill, five hundred [thousand] to Ciattarelli. Election Day, the New York Times embedded one reporter, photographer for most of the day with only one of us, me. CNN, the day before, me, right? The trend was there. I miscalculated that there was an additional 300,000 people that came out. I saw, similar to here [in New York City], the voter numbers surging early, and I just thought it was a displaced Election-Day voter. I thought you were so excited to vote that you were voting early. I never imagined that there were 300,000 additional people voting. And if you tuned in late, then you would have ultimately– I had the wrong message. My message was, Trenton was broken, these are the things we would fix. And Sherrill, for example, was: I’m a helicopter pilot to fight Trump, right? Her message was better for that. It was over in five minutes. So why do I tell you that? I was shell-shocked, didn’t really know what happened, and the way this business works is when you lose, your phone goes dead. Nobody calls. It’s just, that’s it. Silence. And so, I’m trying to think about what happened and two weeks after the fact, I get a phone call by this guy. His name is Jim Simpson. He was Christie’s DOT chair, OK? Commissioner. And he worked on the widening of the Pulaski Skyway with me as the mayor of Jersey City. And Christie went after me with Bridgegate, and I was a government witness during Bridgegate. But even when nobody in the Christie administration could talk to me, Jim Simpson was always like, I have this major project going through Hudson County, predominantly Jersey City. I’m gonna deal with the guy. And he would tell you that Steve was a professional, good guy to deal with. I think that’s what Jim Simpson would say. I didn’t talk to Jim Simpson for 12 years. I lose the election. Two weeks after, I get a phone call. He leaves a voicemail. Hey, Steve, it’s Jim Simpson. Can you give me a call back? And I was kind of like fuck the world at that point. I didn’t want to call anybody back. And I called Jim Simpson back, and I was like, Hey, Jim. How’s it going? And he says to me, he says, Look, I’m very thankful you remember who I am, blah, blah, blah, blah. He said, Look, I had an issue in a warehouse I own in Jersey City. Didn’t know really how to navigate the building department. I figured it out, right? But thanks for calling me back. That was the conversation, OK? And I’m like, OK, great. You know? Whatever. So the conversation ended. He says, You know, I moved to Pennsylvania, but I’m sometimes up in New York. If I’m up there again, why don’t we just get together? I said Sure. I got nothing but time, right? And so he calls again about a week-and-a-half later, says, I’m gonna be in New York tomorrow. Wanna grab breakfast? Sure. So we meet for breakfast, and he knew nothing about me. When I got there, he was googling me, OK? Like, he knew nothing about my deeds. He’s like, Oh, you were in the military. That’s amazing. Like, it was a weird conversation. And, you know, towards the end of the conversation, he says, What are you gonna do next? And I said, I honestly don’t know. You know, I think maybe this, maybe that. And he says, You know who you should call? I said, No idea. Who, Jim? And he says, I don’t get along with her, he said. I used to be a Rockefeller fellow. I do not get along with her. We do not see eye to eye, but you should call this woman named Kathy Wylde. And I said, I met Kathy, ten years ago once. I don’t know if I would call her, and I don’t…That’s a weird conversation, just to call a stranger and ask for help with a job, right? And he says, No, you should figure out how to call her. We’re gonna figure out how to get you in touch with her again. I gotta think about it. I said, OK. We left. I never thought anything of it. He calls me four days later, and he says, I was giving it some thought. I was googling and I saw she’s leaving [as President and CEO of the Partnership for New York City]. You should apply for the job. And I said, I don’t know anybody. It’s a weird dynamic. And he said, We gotta figure it out. You know? Good guy. A couple weeks later, I was going to a conference in Montana, and three years earlier, I had met Rob Speyer at the conference. Spoke to Rob probably twice in my life since then, OK? But, we had a night we sat next to each other at a dinner, had a nice conversation. So I texted him. I said, Are you going to this conference by chance, in a couple weeks? He said, I am going, right? I said, Oh, can I grab you when you’re there for a couple minutes? He said, Sure. I go with my wife. He comes over, says hello. He knew my wife from a couple years ago, pleasantries. I said, Hey, Rob. you know, I texted you, if I could speak to you. He said, Yeah, yeah. What’s up? And I was, like, nervous at this point. I’m, like, sweating. Like, I’m gonna give a pitch. I said, I see you’re very involved with the Partnership. I think I’d be killer at that job. And he says, Why? And I gave him a pitch, which I’ll tell you in a second. And he said, Honestly, he said, Steve, there’s 12 people in the search committee. He says, I couldn’t even help you if I wanted to, nor would I. But what I can do when people ask me is just get in touch with Heidrick & Struggles and, go through the process. I said, That’s all I could ask. It’s fine. So I send him a text two days later with my resume, and I said I was serious about this. Can you connect me to the person? He says, Sure. Heidrick & Struggles would tell you that they did the interview as a courtesy. And that they thought that it was going nowhere, largely because when the search committee, which is a who’s who of business, outlined who they wanted, they said they wanted somebody from New York City, and they wanted somebody who was not in elected office. So here I am. I would go through these interviews, and I would outline what I thought the Partnership was doing wrong, and how politics has changed, and where I thought the potential was. Largely that the model of shuttle diplomacy, of relationships in the way that it worked 20, 30 years ago, doesn’t work anymore. And today you see, both with Mamdani and Trump— The assets that they [Partnership member companies] have are that they have 800,000 employees. They have the ability to communicate at scale, and they have a general centrist message, and none of those things are leveraged in any meaningful way, is what I would outline. And I really believe, and I continue to believe, that if the Partnership is perceived as a voice of very wealthy people and the CEOs, it will no longer exist in five or ten years. And the reason I say that is because one of the assets that people value is this convening component. And it’s a convening component because you have everybody from, you know, the CEO of JP Morgan and Goldman Sachs towards mid-level to low-level CEOs, and they want to be in the room with the next person in that food chain, so to speak. And when people view it as not good use of their time, because it’s not effective, you start seeing deterioration and you no longer get that involvement. And I would explain this to them, and I would say, This is how we’re going to organize employees, and I think is the most effective way to do it. It’s something that I did as a [mayor] or a candidate when I was running these campaigns, so it’s something I know. And they would ask a lot of questions, and we would go through this model in detail, and they would ask, and they would just move me along in the campaign in, in this situation. And then at the end, probably ten interviews in, the woman from, you know, Heidrick says, You know, I think, you know, as crazy it is, you might land this plane. And I said I knew I was going to land the plane. But— **Josh Greenman**Can I ask? So you mentioned— **Steven Fulop**Sorry to take so much time on that, but— **Josh Greenman**Three hundred thousand, or I forget the number. **Steven Fulop**Eight hundred thousand. **Josh Greenman**Eight hundred thousand employees. And correct me if any of the assumptions embedded in the question are wrong. But you’re a membership organization, you’re supposed to be speaking for the large employers. **Steven Fulop**Yes. Large employees. Employers and employees. **Josh Greenman**Employers and employees. But you don’t canvas them every time an issue comes up. You described it as centrist. OK. An issue comes up. First of all, how do you, as the head of the Partnership, decide whether to get engaged and involved in that particular issue? And second of all, how do you decide what the posture of the Partnership is, if it’s not predefined? How much of it is your instinct? How much of it is, Let me take the temperature of the employees and the employers first? **Steven Fulop**The honest answer is I think it’s a hybrid. At the last board meeting, I spoke about being more narrow in the things that we’re going to be involved in. I think it’s very important we’re very deliberate and specific on issues that we care about and being less involved in kind of broad things that don’t necessarily touch 250 of the different companies. **Josh Greenman**Even though you made a statement about antisemitism. **Steven Fulop**I made a statement on antisemitism because it touches a lot of our companies, if not all of them, because they have Jewish employees, and they’re all very invested here. **Ben Smith**What’s something that you think the Partnership should get out of? **Steven Fulop**We had a lot of time last year in the fashion industry. I think the fashion industry is important. I don’t know who reads that report ultimately or how you move the needle ultimately on the fashion industry. We did some work very publicly on short-term rentals. Not really sure that that’s the best place to be spending a lot of time, because I don’t think it pertains to every single person here. I think that there are things that do pertain, quality-of-life issues that touch everybody. How do those things come to light? So I spoke broadly at the executive board meeting about things that I thought were important. They had lots of questions, Why this, that, and I outlined things both in a framework of government and politics: This is what I think. This is where the opportunity is. This is where the vulnerability is, et cetera, and we went through some of that stuff. When we’re working, for example, now, I gotta review it. We’ve been going back and forth on a blueprint of things to change for New York City that I think, or our team thinks, are meaningful, practical, and tangible things that you could change that would impact the budget in a meaningful way. And a normal person would say, You’re probably right about that. And the politics could be tough for those. So put a litany of, let’s say, 330 of them together. A lot of it’s our team’s ideas. Some of them are a little bit maybe venturing into a place that the Partnership historically has felt maybe uncomfortable. Those are broader conversations because I don’t yet have 20 years of trust with those people. So I say, Here’s what I’m looking to do. Here’s the reasons why. And we have those conversations with the executive board. **Liena Žagare**Does universal childcare fit into that? **Steven Fulop**Universal childcare is a part of it ‘cause— universal childcare is a part of it. It’s definitely in there. And I’ll tell you this. We polled our employee base because we were curious. It’s something again that touches, I believe, the affordability crisis. I think Mamdani and Hochul are right on this. It touches everybody who lives here in some way or another. Roughly two-thirds of our employers provide some sort of childcare today. Some is on-site, some is off-site, some is subsidies for low-income, some is subsidies for everybody, some is using a tax credit. And I’ve said this to the mayor before, that our knowledge of this space is vast because we have experience, practical experience on this sort of thing that others don’t have. They may have abstract experience or be ideological in a certain way. We experience it. We can tell you what works and what doesn’t work in the Building Department, what the challenges are in the bureaucracy, what the issues are in accomplishing this in a different way, because a lot of us have tried to provide that, right? So how do we communicate that publicly in a way that makes sense from our objective, which is improving New York, and at the same time in a way that’s value-added to the mayor or the administration, is kind of where we are. But it’s a hundred-percent part of that blueprint. There is a section on this. **Akash Mehta**It’s interesting to hear you emphasize that you represent the employees, not just the employers. Are there formal structures that put that into practice? Are there elected board positions from the employee base, or anything like that? **Steven Fulop**What we’re starting to do now— So it’s a shift, OK? And what we’re doing now, the short answer is no. What we’re doing now is starting a lot of these town hall-type conversations with the CEOs and me. It is an April, May, June, two, three-year initiative, where we’re talking about civic involvement, the importance of New York, and people can opt to sign up for information from us. So we’re communicating in that way. People will opt in, and then we’ll have the ability to better communicate with the employee base with regards to what we’re doing. You know, there’s no secrets to what I’m saying. I mean— **Ben Smith**But you think the opportunity is to mobilize employees? **Steven Fulop**The opportunity is to better communicate because I think there’s a disconnect between a lot of the things that happen, and how and when we communicate to employees things that may impact them. Because you have all sorts of legalities, and general counsels, obviously, that put obstacles in place on this stuff. And we need to figure out a way, because people are invested here in a meaningful way, so they should have knowledge of this. I don’t believe– Of course, our employee base is different than working for the Hotel Trade Council or Carpenters [union] or whatever, right? They’re monolithic, told to do something, they’re gonna do it. Employee bases aren’t that. I think that’s an asset. Having a generally college-educated employee base, if you lay out an issue in a reasonable way, they could make an informed decision whether that works for them or doesn’t work for them. The— **Akash Mehta**Wait, the carpenters can’t make an informed decision? **Steven Fulop**I didn’t say they can’t make an informed decision. I’m gonna say they’re more monolithic in what they do, and it’s driven by the decision of a leader, specifically in the Carpenters. The Carpenters would say from their executive board, maybe in Washington, maybe in New York, maybe in New Jersey, say, Directionally, we are supporting Ben. And then we support Ben. We don’t have that luxury. That’s not the way we’re structured. **Akash Mehta**What does that have to do with them being college-educated? **Steven Fulop**Well, it doesn’t have to. I mean, I think that you don’t have to necessarily be college-educated, it’s a fair question, to weigh something. But I think generally somebody that’s gone through some sort of rigorous education and training on pragmatic thinking has a better chance because they’ve been educated to think that way. I don’t think it’s a referendum on, you only could understand an issue if you’re college-educated. **Alyssa Katz**But I want to dig in a little more to that when you’re talking about pragmatic thinking, because it’s not an elephant exactly, but the sort-of power in the room is the mayor, who’s elected with actually a lot of college-educated support. And also based on a sort of different way of looking at pretty much everything in some ways, right? Like around– OK, we’re gonna start with principles, we’ll figure out the practicalities later. And also around mobilizing large numbers of people who have interests potentially at odds with capitalism, right? Tenants, people who generally think that money and politics and billionaires are the core problem, or a core problem to address, and on and on. So I’m interested in your efforts to mobilize people in that light. I mean, are you looking to build a counterforce? How does that factor in? **Steven Fulop**I don’t use a “counter force.” I don’t think people are generally sympathetic or upset with capitalism or sympathetic to socialism. I view it more as a couple of things were true in the November election. A, you had an alternative to Mamdani that was tremendously flawed. So they had a ceiling. It was an exact situation that happened in Jersey City, where you had a former governor who resigned in disgrace running for mayor, my old seat, same exact outcome. So it wasn’t, it wasn’t a reflection of, everybody’s sympathetic to socialism. I think elections are choices ultimately, and these are the four choices that you ultimately had. Do I think that people are frustrated and more fiscally liberal than they’ve ever been before? Yeah, absolutely. I think that when people say that I, people say, a twenty-year model ago would say, I am, you know, fiscally conservative and socially liberal, that model has flipped really. People are fiscally liberal because what’s going on today isn’t working for them. They’re not necessarily sympathetic to socialism, but they’re open to trying things because there’s an acknowledgement that what’s happening isn’t working. And we see that too. We’re not blind to that. So do I think that you can organize a counterweight, was the question? Is that what it is? I don’t know if I would frame it as a counterweight. I think that you need to organize something that has a voice that is relevant in the political atmosphere, definitely. **Josh Greenman**Can you just explain both the number and percentage of people the Partnership represents of employees, versus the employment base of the city as a whole? **Steven Fulop**Yeah, I don’t know the— **Josh Greenman**What’s happened to that over time? I’m curious, like, is it— **Steven Fulop**I can get that to you. I don’t know. I don’t know that— **Josh Greenman**And then the other is inside the Partnership. What are the constituent companies and groups, and…Are there a couple of companies that have a highly disproportionate share of Partnership members? **Steven Fulop**No. **Josh Greenman**So how broad-based is it? Can you just describe it? **Steven Fulop**I mean, there’s 350 companies. They range in size from– I mean, they would be significant companies, maybe 50 employees, OK, to several thousand employees. But on the executive board, you can see from the site and the broader board, they vary in size and background. Most of the companies you would have some familiarity with. But, they vary in size. **Josh Greenman**How is it determined whether you’re part of the Partnership as a company in New York City? **Steven Fulop**As part of the Partnership, is generally we go through a process of meetings. I meet with them initially, provide them some information. They express that they’re interested, I express that we’re interested. I take it to the board to make sure that we’re moving in that direction, and then the board validates that. This year we’ve had, I mean, a bunch more have joined, and we’ve restructured some things so some have left intentionally. It’s not intentionally, but I guess– **Nicole Gelinas**You’re running pretty hard against the two income-tax hike proposals that the mayor ran for office and won on. Do you see the employee base as part of the battle against those tax increases? Would Partnership company employees go up to Albany to make their point known against that? **Steven Fulop**Yeah. But I don’t think you’re gonna have that same sort of advocacy group that the DSA does. It’s a totally different type of person that would engage, number one. Do I think that a lot of the employees would be opposed to an increased tax structure in New York? I think without clear parameters on what that tax structure looks like, I think the answer is yes. And it’s not only the income taxes that we’re concerned about. So we’ll go into that, too. The reality on this is, if you look at it from a reasonable point of view, if you added the income tax, the payroll, the PTET tax, which is one that we care a lot about and we’re concerned about, the corporate tax, the estate tax, and the property taxes: You put all of those together, right? And you said, OK, we’re gonna do them all. And without some structural changes to the budget, you will be at the trough again in three years. And I think a reasonable person who’s even supportive of, maybe, the highest earners paying more would say, Does it make sense to do this every two or three years, and at what point is there a tripwire? So I think, yeah, the people would be sympathetic. It depends how and what information you provide and how those taxes are. But we don’t have that structure in place yet. I just got started. So we’re just building that stuff out, which I’ve told you, but it’s new days on this. **Nicole Gelinas**So there’s, there’s a reasonable person, and then there’s Albany. Now that the budget is— **Steven Fulop**No, I gotta be careful ‘cause I gotta work with people. So I can’t say they’re unreasonable. **Nicole Gelinas**Now that the budget is just a week-and-a-half away, what do you see as your prospects for stopping those tax hikes? And if you don’t stop them, does that hurt your power early on? **Steven Fulop**No. I don’t think any reasonable person would say that there’s a structure in place today, after two months of me being there, that is gonna push back against everything in Albany from a political standpoint. I don’t think that’s a fair thing to say. I don’t think the Partnership leadership think of it that way, and I think that most people wouldn’t think of it that way. I think the governor has been very strong [against tax increases], so that’s good. That pass-through tax that was put in place when the SALT reduction was eliminated, and now there’s a proposal to eliminate that, that would be an income tax increase on not only the wealthiest people, it would be an income tax increase on business owners throughout the city. And that is one that we’re keeping track of right now that I think doesn’t get the scrutiny that it deserves. Everybody focuses on the income tax and the corporate tax, which the governor is fairly clear, at least now, that she’s not supportive of, but we’ll see. **Josh Greenman**On the corporate tax, Mamdani has repeatedly said it shouldn’t harm the climate here in New York City because it applies to anyone who does business in the state, not if you’re headquartered here, so it shouldn’t lead to corporate flight of any kind. Is that how you see it? **Steven Fulop**No. So first of all, it’s challenging when it’s depicted as corporate flight, because then it becomes a conversation around, Well, you didn’t leave. You didn’t leave. So I know what I did is OK because you didn’t leave. The reality of how this works is that it’s attrition over time, and decisions on where to scale outside of New York. That’s generally how this works. And because the immediacy isn’t there, people don’t view it as, Well, I made this decision, and tomorrow you left. And that’s a challenge for us, because the argument we lose, even though what we’re saying happens to be true, that people constantly are making decisions to scale [businesses] elsewhere. You see it. You see it. So I think that his argument is flawed, although it’s a political argument ultimately is what he’s making, and I understand that. But if you do change the tax rate as he proposes, you will be one hundred percent higher than New Jersey, right, which is at 11 percent, and you would be at 22 percent, according to the CBC, when you layer in all these other things. So at that point, you start saying, Well, I have the same talent pool that I’m pulling from here in the New York system. I’m no longer making the decision to go to Texas or Florida or Tennessee, where it’s a geographic total distance, but at a hundred percent premium to be in New York City, is that worth it, and should I be elsewhere? Your competition is elsewhere at that point in proximity. That’s the dangerous thing to what he’s saying. **Ben Smith**Do you think even more broadly, there is just this sense among— ’cause I think you’re right. You talk to business leaders, and most of the really big businesses in New York don’t care about New York anymore. They’re not New York businesses. They’re global businesses that happen to be here, and New York taxes are a diminishing share of the thing they worry about. Because they’re so global now, they don’t have the kind of commitment they did when David Rockefeller was running the Partnership. And I think a lot of them and a lot of people just think, long-term, New York is cooked. There’s a flight not to Jersey, but to the Sun Belt — to Houston, to Dallas, to Atlanta, to Miami — that’s kind of unstoppable at this point. And you see just the growth of those cities demographically. You see it in terms of their businesses. You know, maybe that’s not this year or next, but I think if you just literally look at the lines on paper of New York, Philadelphia, Boston…these northeastern cities, versus the Sun Belt. Just feels like an irreversible trend: these places are in decline, these places are rising. This is probably beyond our professional careers even, we’ll be fine. But do you think long-term that it’s true, that New York is just sort of irreversibly declining? **Steven Fulop**I think it’s fragile. There’s a lot of indicators and pressure to push people away, and there isn’t an easy solution to it. First, let’s just talk about last week. Regardless of what you say about the corporate tax conversation, we could disagree or agree, regardless. You know, your job isn’t to agree or disagree. But using the estate tax that was proposed last week, OK, or two weeks ago, nobody above the age of 60 would live in New York City if that happened to be approved. Period. End of story. You would see flight, because no sane person would do that? Because the tax rates, that you’re not talking about the one percent, you’re talking about somebody who has a $750,000 home or apartment, OK? You know who that is. So you have pressure because of the dialogue that’s happening there for sure. You definitely have gradual attrition and people moving jobs elsewhere because they’re more portable. There’s no question about that. You have pressure at the bottom because it is very hard for entry-level people to find jobs, and at the same time to find housing. It’s a true thing here in New York, the pressure. So you have a lot of difficult situations going on and absence of a tough political solution, meaning willing to make decisions that are not popular, you won’t be able to change the trajectory. And that is only one that the mayor can actually drive, OK? So the property tax reform stuff that de Blasio and Adams both tried to do, it’s necessary. It’s really necessary, but it’s gotta be driven by the mayor leaning into it, making that a number one priority. Use things like FHEPS, OK? You guys have all written about that. **Ben Smith**I don’t know what that is, sorry. **Steven Fulop**It’s the rental assistance program, OK? It’s growing at four percent per month. It’s a billion-dollar-plus program. Four percent per month! It’s not sustainable. And if the mayor was sitting here, he would say, Well, I didn’t approve the expansion of the program. That’s what he would say. Because I had a conversation with one of his people last night on this, and I said, Yeah, but the expansion would have made it worse. The existing program is four percent per month, right? We need to solve for that. How do you solve for that? That program is a byproduct of the de Blasio administration when Cuomo got rid of the rental assistance program at the state, and so the city inherited that. There isn’t another city in the country that has a similar entitlement program. It’s not sustainable. That program belongs at the state or at the federal government, but it is a politically tough thing to do. So you gotta be able to make decisions like the property tax reform, that. Those are not easy things to do. But outside of that, your trajectory for the city is very, very dangerous. It’s a fact, you know? [Note: After this interview occurred but before it was published, the Mamdani administration continued the appeal of a court ruling requiring the city to expand the FHEPS program as dictated in a law passed by the City Council, while the two sides of City Hall negotiate a potential settlement.] **Akash Mehta**Do you broadly agree with Mamdani’s analysis that Cuomo shafted New York City — that Albany shafted New York City under Cuomo? **Steven Fulop**Honestly, it predates me, so it’s hard for me to kind of give you a fair assessment on that. I would tell you that I was mayor for 12 years in Jersey City, economic backbone for New Jersey. We drive jobs, we drive the statewide economy, we drive every number. It’s disproportionately housing growth. Everything is Jersey City. And I used to say, We don’t get what we put in. We don’t get that back. It’s true, OK. I know New Jersey and New York both say to the federal government, you know, they both pay much more to the federal government than what they get back. I mean, this is a narrative that people say. It’s probably true. Does it get corrected? I don’t know. You know, it’s on the governor’s situation. I have no idea, is the short answer, ‘cause I’m not in the weeds on that. **Akash Mehta**One quick question on the tax battle. The Partnership has a [501] C4 that was seeded with $10 million. What are your plans for the group? Are you planning to spend that money on this battle? **Steven Fulop**Um…unclear. And, conversations this week on that. You know— **Josh Greenman**Do you run the C4? **Steven Fulop**We hired an executive director this week. There is a willingness, we had a call this week and there is a willingness to spend real money to make sure that New York City stays competitive. So this was literally this week. There was a call. I would tell you that there is a serious appetite there. It’s literally a ripe conversation that’s happening in the last 24 hours. Good question, though. **Nicole Gelinas**Large donors proved last year that they’re very good at spending a lot of money — but it didn’t work. In fact, it may have worked against them. Are you confident that beyond the money, you understand local and state politics well enough that some of these people are actually listening? I mean, is [State Assembly Speaker] Carl Heastie, is [State Senate Majority Leader] Andrea Stewart-Cousins listening to these arguments and saying, We didn’t realize that the potential for attrition in the corporate side was this great. Because the money hasn’t worked before. **Steven Fulop**The short answer is, I’ve been there two months. I doubt at this stage, we don’t have that relationship. I mean, I’ve met everybody. I doubt that I have the standing or credibility with them to make, or the structure in place to make that argument today more compelling than it was made six months ago. It’s just the reality of the situation. I think that you have two types of people that exist in any political sphere. You have ideologues and opportunistic people, OK, that just think about their next election. Those are the two types only. And absent somebody that has an alternative, the opportunistic person will only always be sympathetic to the ideologue, because they view that as their best route to get reelected because that’s where the gravity of energy is. **Josh Greenman**What were you? **Steven Fulop**It’s a good question. I was a hybrid. **Josh Greenman**Oh, the only one. **Steven Fulop**[Laughing] That’s right. I was unique. I think that when you look at Albany, you have a growing DSA base for sure. The question that I would have as I get into it is how much of those— the rest of the people that aren’t pure ideologues are there because there’s not an alternative that they see, can be supportive, and helpful to a pragmatic view. So I don’t know what they’ll listen to — Carl and Andrea — in the next week-and-a-half. I mean, who knows? **Josh Greenman**Should we charge more for street parking? **Steven Fulop**It’s a good question. I happen to be a supporter of some of those proposals on street safety and better streets. I don’t think it’s a broader position that the Partnership has taken, and I don’t think it’s something, going back to what I said earlier, narrowing view and going back to your question earlier on how we approve things. I’ll tell you that, as I wrote out this idea of a blueprint of things that, pragmatically, that are politically difficult to change that I believe are the right things to do, I included it in there. And going back to what you said and questioned earlier in how we get these things approved, because the nature of what we wrote, you know, once we get it to a place, I will circulate that a little bit more to the executive board and get some more feedback on whether we wanna go down this road at this point or not, or not at this time. So there’s a process on this stuff. **Ben Max**What are a few other examples? So property tax reform, some streetscape stuff, universal childcare, what else? **Steven Fulop**If you can wait till next week, it’ll be better. OK. Like– **Josh Greenman**Are you fast enough for the political world? What I’m saying is, if you’ve got to go through that process, and these conversations are happening, the budget’s gonna be cooked in ten days, are you gonna be behind the curve? **Steven Fulop**I am obsessed with the political world. I mean, I, I lived in this— Ben MaxHe means the Partnership. **Josh Greenman**The Partnership. Is the Partnership behind the curve if it’s got to deliberate on all this? **Steven Fulop**Look, I think the answer is yes. The short answer is, I don’t know, right? Like, I don’t know. I’ve not been in long enough to have a gauge on all of this. But my gut tells me yes, because the leadership there is hyper-engaged in New York City and the Partnership, it’s not something where they just kind of parachute in once every three months and think about, kind of the Partnership and what’s happening in Albany and happening in New York City. They happen to be very engaged here on a regular basis. So I think the short answer is yes. They will be able to turn stuff around relatively quickly, and I feel pretty good about that. It’s not where I think about obstacles. **Ben Max**So big picture, I’m still trying to figure out right now: What does the Partnership care about, big picture. I know you’re working on a blueprint. I know you’re rethinking some of this, but is it first and foremost, the business climate and economic growth? **Steven Fulop**Right now, I wouldn’t say this is in perpetuity. I mean, obviously, in this moment in time, it’s competitiveness and the business climate. But when the C4 was launched initially last year, they spent money on one initiative, OK? Spent a couple million dollars on the discovery bill. It had nothing to do with finances, taxes. It had to do with public safety and what they viewed as in the best interest of quality of life. So their interests aren’t necessarily only about taxes. We happen just to be in this fire drill at this moment that I got thrown into, where there’s a new tax proposal every other day. So trying to deal with that is where we are right now. I think broadly speaking, the place of the Partnership is really wanting to have a relationship where we’re kind of helping bridge the gap between the public and private sector, and helping find solutions. We have a venture fund, a $200 million venture fund, which I don’t think gets the recognition it deserves. It’s been involved in creating 37,000 jobs, seeding very early-stage New York companies that do a lot of good here. We have a tech lab that partners with DOT, with the Port Authority, with New Jersey Transit, experimenting on technologies to make government more efficient. It is a collaboration that has happened for 15 or 20 years. A lot of companies are a part of that, new companies helping on that on-ramp. It is a unique and special thing. We actually, I think, at the end of this month, have kind of that shark tank at our office where everybody comes in and pitches, and the board of that is like a who’s who. So, I mean, there’s a lot of things beyond what you guys see on the C4 and the advocacy and the lobbying sort-of side. **Nicole Gelinas**So on the Transit Tech Lab, some of the ideas that have come out of there have been very good ideas. But more broadly, for the MTA or the state and local government to actually save enough money so that we don’t have what you described with them coming back for new revenue every couple years, you have to confront the unions on some big issues, whether it’s work rules on the construction side, whether it’s two people on every single subway train, whether it’s Department of Education rules that mean they can’t be as flexible as charter schools. Do you see the Partnership taking on the unions in any sense? **Steven Fulop**Going back to the pragmatic that you said, I would use the word pragmatic and then you asked me about kind of a little bit more about that. You brought up the conductors on the trains and the proposals on that. It is very expensive. There isn’t a city in the country that has that structure. If you outline that to an employee of XYZ Corporation, and you said to them, Here’s the landscape, OK, We need help with XYZ, I would venture to say that they would be sympathetic to our point of view. That’s what I was getting at, just to give that to you earlier. You know, the New York Post called me the day that Mamdani entered into the— he said at the end of a press conference, I wasn’t there, obviously, but he mentioned that he wasn’t gonna do the sweeps of the homeless encampment. And it was probably my second or third day on the job. And the Post called and said, Do you want to comment on this? And I said, Yeah. And I said something critical of him at the time. Prior to doing that, because it was like my second or third day, I did say to some of the people on the team, going back to how nimble the organization is, I said, Hey, I would like to comment on this, OK? Because I think it’s wrong, his approach, and I think he’s gonna have to move off of where he is, ultimately. And some people said, Well, is that really the hill you wanna climb? Is that really that important to us? And I said, It absolutely is. Because, A, he’s wrong on the issue, and B, it’s a quality-of-life issue. Going back to the fact that it ended up being right, he ended up moving on, and you could see it from, like, far away, just based on being a legislator versus an executive and accountability. But I think our job is to call balls and strikes and just be fair about it. So do I think– Let me say it this way better. If you are gonna grow housing, OK, ‘cause he says it’s a priority. During his election, when he was a candidate, he would tell you if he was sitting here, he would tell you, you look at his CBS, the debates, he would talk about Jersey City and Tokyo, Jersey City and Tokyo as housing growth models. He would tell you that if he was sitting here — he said it on TV multiple times. Now, he followed that about what we did in Jersey City ‘cause we grew a lot. How are we able to grow? OK, A, you had layers of government here that we do not have there, so you need to clean that up. We upzoned, of course, more aggressively than the City of Yes around transit centers, which you have to do here for sure. And then the third part about it is that if you mandate affordable housing, community givebacks, the union labor, et cetera, et cetera, the projects financially cannot handle that. They don’t pencil out. So what we would generally do is that, on the union labor front, because the people that get squeezed the most were the ones that pressure the building trades better, because their jobs are usually the ones that get–are most competitive, are the less skilled parts of the building trades. So when you build a high-rise building, the electricians, the plumbers, the operating engineers, the ironworkers are generally gonna be union, because it’s a more complicated thing. Carpenters, laborers, painters generally are the ones that have competition from non-union, and that’s really where it is ultimately. And we would say in Jersey City, on the projects that are important to us, if they were coming to the city for some sort of subsidies or big zoning changes, and it was an important project, we would work with the developer to give the unions a last look to be competitive with the open-shop bid, and some sort of grace between five and ten percent to be competitive. Now, absent that, there is no way to get it built in union labor. So if the mayor continues to be strident that everything is gonna be a hundred percent building trades, you’re never gonna meet the objective of whatever he has a hundred, two hundred thousand units. So I think that our voice is gonna be that you need some practical reforms to these incentives, and practical reforms means that you cannot pay a 30 percent premium for the carpenters. **Nicole Gelinas**So something very simple on that, though. Two people on a train. Would you see yourself making a statement similar to the encampments that, you know, Hey, intuitively, it doesn’t make a lot of sense to leave people in encampments. Intuitively, it doesn’t make a lot of sense to mandate two people on a train. Would you just call up the Post and say that, or that’s a different— **Steven Fulop**I don’t think that— I think if you called me and you said to me, What do you think? I’d probably just answer you, that I think it’s not something that any other city does, and in a financial crisis, you probably gotta be reasonable about that. **Ben Max**This is what you got hired in part for, right? To be out there more and to be a voice pushing back. **Steven Fulop**I think that it’s just my personality. I don’t know if it’s necessarily, it’s just like this is— You’d ask me, and I would say it. I wouldn’t go call up the Post and say, Let me-- Carl [Campanile], let me comment on this, right? I wouldn’t do that. Like, that’s not how I would think about it, right? I’d be going with my day, and then Carl would say, Do you care to comment on this? Or he would call, and I would just be like, Yeah, I think so and so. And he would say, Is that on the record? And generally, I’m not gonna say, This is off the record, on anything. I generally just talk. OK? So— **Josh Greenman**You talked about incentives, government incentives. I want to talk about literal government incentives, like, Amazon, right? Remember how many years ago, half of Amazon’s HQ2 was gonna be here. **Steven Fulop**Yeah, I remember. We tried to pitch it too. **Josh Greenman**It didn’t happen. You tried to pitch it, too. What do you think of the state’s current corporate incentives? Do they make sense as currently structured? To try to attract businesses to New York State, to try and attract businesses to New York City, there are various programs. There’s been a lot of talk about restructuring those programs to make them more rational, and there’s a larger question of, should we have this environment in which cities chase corporations by throwing money at them or tax abatements at them, or should there be some kind of compact where cities agree that they don’t do this to each other? **Steven Fulop**Yeah. I generally think — putting on my mayor’s hat — that the structure exists today is a race to zero, and it’s not healthy from the public side. But you cannot unilaterally disarm, is the unfortunate part of the conversation. And so absent governors getting together and having some sort of détente where they’re no longer doing that, I do not see how a state doesn’t participate in this. That said, I think that the competitiveness conversation in New York and New York City is more complicated than just incentives. I think that, you think about other places in the country, where people have mobility to get to, and there’s opportunity, there’s more of a deliberate effort to attract beyond just the incentives. Texas reordered their entire court system to replicate Delaware, to make it more friendly for corporations. They’re having a Texas stock exchange to have better access to capital markets. It’s more of a deliberate strategy than just saying, Hey, we’re gonna give incentives. Now, it is not helpful– you know, people, absent certainty on communication, they try to interpret a lot of what somebody means or what they say. So, governor or mayor says X, Y, Z in a statement, they try to interpret, what does that ultimately mean? How should I envision that to manifest itself for what I’m trying to do? And the thing that we are trying to calibrate for, and I say this publicly and privately, is that a lot of the rhetoric out of City Hall, which is consistent tax, tax, tax on any front that’s possible, whether you make $500,000, whether you have a house that’s $750,000, whether it’s a pass-through and you have a small business, it creates a very volatile environment. And that’s the problem ultimately. So I think you need certainty on that. **Josh Greenman**I have one other topic that we haven’t talked about that I just wanna make sure we discuss, which is AI. You represent a lot of employees. And AI is going to be increasingly a large employer, in theory in the city, but it’s also coming for some of those employees’ jobs, maybe many of those employees’ jobs. **Ben Smith**And the employers are very excited about it. **Josh Greenman**And some of the employers, the CEOs, are excited about being able to save dollars and innovate in various ways. **Steven Fulop**Well, they don’t communicate that with me, but just go ahead. **Josh Greenman**So how do you, how do you balance those tensions, which are very, very real, among employees who might be excited and employers who might be excited about AI, and those who might say, Holy shit, my job is gonna be gone in 10 years, or five? **Steven Fulop**I think that that is— I said this, maybe I touched on it a little bit earlier, I think that young people not being able to find jobs and the housing crisis was pressure from the bottom that is one of the most at-risk situations for New York. AI is part of that conversation, potentially — so you have macro environment, why people aren’t hiring, and then AI might be part of that too. You know, though they don’t clarify that with me. They don’t say, Here’s the reason I’m doing this or doing that. I do think that one of the biggest risks over the next 12 or 18 months is the AI impact on jobs. I agree. And I don’t think anybody has a good solution, both in the Partnership or in City Hall, yet on that. And in order to kind of figure out how to do that and solve for that, I think that you need to have some sort of broader conversation on implications. I will tell you that one of the things that we outlined in kind of what we were talking about on this blueprint was that, I do think that part of the procurement process for city government services needs to factor in who is training and who is factoring in the AI conversation, and those scores should be appropriately weighted, beneficial for companies that are thinking about training or have a training program as part of it. So we’re trying to think of ways to kinda think about training people and getting people into another space and using the leverage of City Hall to do that. I don’t think there’s a broad enough plan yet to solve for it. It is the biggest risk for New York, because New York City relies on white-collar jobs disproportionately for its budget. And where AI is coming is directly at the white-collar jobs as opposed to the blue-collar jobs. And so New York City is poised to get hit in a different sort-of way than anybody else. Short answer is, I don’t think anybody has a clear-eyed solution on that. Some of that’s gotta be set by the mayor, you know, that’s the truth too. I said earlier in the conversation, we had a roundtable on childcare in December with the mayor. And the mayor, at the end of it, I said to his staff, I said, You know, we outlined some of the inefficiencies and bureaucracies to getting these childcare centers open, which we’re familiar with. I told you earlier. We can help you with that from a technology standpoint, okay? And this goes back to making tough decisions. You’ve seen employee headcount since COVID skyrocket at City Hall. Whole, another conversation. I mean, that’s a fair thing to say. We said we’d help you with some efficiencies on that from a technology standpoint. And they were nice in their response but there was really no follow-up on that. And, and my point on that is we can only do so much from the Partnership. You need a dance partner in order to dance, right? Like, that’s really the reality of this. So, I do not know the solution, and I push back. People aren’t— They don’t, at least they don’t express to me they’re happy about, you know, not hiring jobs. You know, maybe to you, Ben. But, and AI displacement, I think people are very concerned about it in the Partnership too. **Harry Siegel**You said maybe without some changes, the Partnership won’t be there in five to ten years. We just did have a big turnout election, that led to an avowedly socialist mayor. Can you just step back and say— **Steven Fulop**No, I think the Partnership— I think I clarified that on the, that current trajectory of how it positions itself needed to change. So I think that’s part of the reason we’re here, to make sure it’s relevant for the next ten years, but— **Harry Siegel**But the business community seems increasingly less relevant to the political direction of the city. The Partnership seems less relevant. This is a bit of an inside conversation. For people who maybe vaguely know what it is or just spot its name in headlines or whatever, what is the point of the Partnership? And frankly, what is the good and utility that the business community brings to the city, if you just want to explain that? **Steven Fulop**What does the Partnership add to the city? **Harry Siegel**Sure. **Steven Fulop**Or the politics shifting left. **Harry Siegel**However you want to take it. **Steven Fulop**I think, forget about the Partnership as an organization for a second. I think the big corporations add a disproportionate amount of philanthropy, revenue, budget help, employee help to the ecosystem here in New York City. If those larger corporations migrate out, you would have a massive budget problem, you would have significant more unemployment, and the amount of philanthropy, which is tens of millions of dollars a year across, which sometimes is underreported or undershared, is a good thing ultimately, helps private institutions or public institutions, culture and arts institutions disproportionately, hospitals disproportionately. So I think that the business community here has a huge impact. The Partnership acts as a conduit from them to the public sector, and has multiple layers to it as I touched on earlier, where we help incubate early companies, facilitate connection to New York City, help advocate for policy change, et cetera, et cetera. **Harry Siegel**Outside of real estate, the business community, as you and Ben [Smith] were talking about, is less and less rooted here, and the problem is sort of a slow trickle to other regions, as opposed to people just pushing out and moving. Lots more people are voting. They seem less interested in the priorities of the business community. You’re talking about employees as a sort of base for the organization, 800,000 of them. I’m just trying to understand how business makes itself more relevant. **Steven Fulop**That’s a little bit of a process that I touched on earlier, a little bit of the transition that I touched on earlier on why we’re here. I think that people, as you saw in this last election, are struggling, an affordability crisis is real. There’s a lot of pressure, whether it’s jobs or housing. I think that’s all real. And I think that people have become, as I said earlier, fiscally more liberal because what’s working for them today and not working today has shifted from 10 years ago. So in order to be relevant, we need to be cognizant of that. **Alyssa Katz**People mentioned earlier that antisemitism is a priority for you, fighting it, and you know, I know you— **Steven Fulop**It’s a priority for us, yeah. **Alyssa Katz**Yeah, and we had a couple incidents that may have coincided with right when you arrived at the Partnership, right? The most visible one was, you know, this Israeli drone company. **Steven Fulop**Oh, the Israeli drone company, Easy Aerial? Yeah. OK. **Alyssa Katz**Yeah. What’s the other one? **Steven Fulop**It was the Park East Synagogue situation. **Alyssa Katz**Oh, right. Well, listen, but I’m talking purely on the business side. We can talk about it more broadly. But you know, there’s a company that was in a city-owned property. The city says it was a lease issue but it had been the target of a campaign saying, Well, you’re providing drones to the Israeli military, and we need you out of here. And then sure enough, that’s exactly what happened. And I’m just kind of curious about how you are approaching that kind of pressure on Israeli individuals and their businesses to get out of town, basically. How do you address that? **Steven Fulop**I think it’s a new conversation, obviously. We do think that antisemitism is rising, and it’s a significant concern. The BDS conversation and singling out one country to different standards than other countries that the U.S. or the public agrees with or disagrees with, or that has human rights violations or doesn’t have human rights violations, is a totally different conversation that we don’t agree with — singling out a single country. And the reality is that that BDS conversation, building on that, is not acceptable to us. And as you see elected officials more vocal in this space, unfortunately, if that ends up being, I think that is a place you’d definitely see us spend money. **Liena Žagare**Do you think Mayor Mamdani is doing a good job, and where would you— **Steven Fulop**Doing a good job? **Liena Žagare**Yeah. Doing a good job in the city and— **Steven Fulop**I think— Yeah, look, I think— **Liena Žagare**Where should he be more careful? **Steven Fulop**I think, I think there is— The short answer is, it’s been two-and-a-half months, so it’s hard to tell. I think that there’s a lot of mixed signals between things he says sometimes in smaller meetings versus what he says publicly. I think that, there’s been some missteps along the way, like for example the real estate tax proposal I thought was a misstep. I think that there’s been some really encouraging things. How he’s handled the president has been terrific. And I think that the city is in a better place than anybody would have thought post-election with regards to the president as a result of his communication there. I think that he has shown some willingness to move away from an extreme left position that he came in. That transition from a legislator to an executive is a transition, and from being a backbench Assemblyperson to a prominent front and center mayor, that transition is always complicated. Homeless encampments, the library funding, the FHEPS situation, he’s moderated some of those views, which are good. And at the same time, I think sometimes going back to how we interpret things that he puts out there, sometimes he’ll put something out that we’ll interpret in a way that I – ‘cause you have no choice but to interpret this stuff – you’re concerned about. You know, like, and I’ve said to them, Look, when American Express announced their headquarters, right? It’s a big deal. You know, a big American brand establishing a significant presence again here, recommitting. It’s good for his narrative ultimately, right? You know, that was in the works for some time. Or the Bank of America situation. If you look at the kind of statements that came out as a result of that, they never acknowledged the corporate side. They talked about the building trades. And that signals to us, A, questions about the housing conversation, right? And B, whether you understand the ecosystem that American Express employs thousands of people here, and they’re hugely involved philanthropically and committed to the city, and what that means. So I would say it’s mixed. **Nicole Gelinas**One thing that’s been missing from the ecosystem is a person like Dick Ravitch, who passed a...
Scientists Stunned: Colossal Eggs Discovered 3,500 Meters Beneath an Active Volcano
Beneath an active seafloor volcano off Vancouver Island, researchers have documented a congregation of giant eggs at roughly 3,500 meters, a discovery that reframes how life can flourish under extreme conditions. The eggs belong to the Pacific white skate, an elusive deep‑sea species adapted to cold, crushing pressure and perpetual darkness. What seemed an unlikely nursery is actually a geothermally warmed refuge, where subtle heat helps embryos survive a marathon incubation. The finding links volcanic energy to a quiet engine of biodiversity, turning a hostile landscape into an incubator. A living volcano, a hidden nursery The seamount long assumed dormant now exhales mineral‑rich, shimmering plumes, proof of hydrothermal life at depth. Expedition cameras swept across black basalt and pale bacterial mats, revealing vents that pulse with warmth. That warmth, though modest by human standards, alters the physics of development for cold‑adapted embryos. In a realm where metabolism creeps, even a few degrees can mean faster growth and higher survival. The volcano is not only active; it is ecologically formative, drafting a blueprint for a thriving oasis. Giant eggs and a skate built for the abyss The Pacific white skate, Bathyraja spinosissima, is built for the abyss: broad wings, armored spines, and a life history that trades speed for endurance. Females lay outsized, rectangular “mermaid’s purses,” often 46–50 centimeters long, packed with rich yolk to fuel years of growth. In the frigid deep, embryos can require around four years to hatch, a timeline that magnifies every energetic advantage. The scale is striking—large eggs, large adults, and a textbook case of deep‑sea gigantism. The volcano’s gentle heat may literally shave months or years from the wait. Why heat matters at the bottom of the sea Hydrothermal circulation delivers low‑level warmth without the turbulence that would scatter fragile egg‑cases. Slightly elevated temperatures accelerate enzyme kinetics, nudging development along while keeping embryos within a safe range. Mineral‑laden fluids likely shape local microbiomes, which, in turn, can influence biofilms on egg surfaces. The environment acts like a slow, steady incubator, countering the deep sea’s tyrannies of cold and scarcity. For a species with long maturation and few offspring, every incremental boost compounds across generations. An ecosystem sculpted by fire and water Seafloor volcanoes create steep environmental gradients, stitching together hot vents, cool eddies, and mineral gardens into mosaic habitats. Microbes harvest chemical energy, seeding food webs that support crustaceans, fishes, and skates. Cameras documented egg‑cases nestled among rocky ledges, near communities nourished by vent‑driven chemistry. These islands of productivity behave like deep‑sea oases, sustaining life far beyond the vent orifice’s flickering light. The nursery’s success underscores how geological forces engineer biological opportunity. “Finding a cradle of life tucked beneath a breathing volcano reminds us that the planet’s harshest places can be profoundly generous.” What the discovery could change The nursery reframes conservation priorities in regions where volcanism quietly underwrites reproduction. Protecting hydrothermal corridors could safeguard entire lifecycles, not just charismatic adults spotted during occasional surveys. It also sharpens questions about how climate‑driven shifts in ocean circulation might influence vent activity, temperature fields, and embryo survival. With methodical mapping, time‑series cameras, and environmental DNA, scientists can track whether nurseries remain stable or drift with geologic rhythms. Key implications include: Enhanced understanding of deep‑sea reproduction at hydrothermal sites. New conservation targets centered on geothermal nurseries. Comparative studies with other volcanic regions, from the Galápagos to rift zones. Biotechnological insights from organisms adapted to long, cold development. Better models of how seafloor heat shapes regional biodiversity. Methods behind the revelation Remotely operated vehicles threaded through chimney fields, gathering video, temperatures, and mineral signatures. High‑definition imagery captured the distinctive, horned egg cases, their edges dusted with fine volcanic silt. Geochemical profiles mapped how heat and chemicals disperse, outlining the “thermal lanes” where eggs most cluster. Combined, these datasets reveal a nursery organized by geothermal topography, with egg‑cases concentrated in pockets of gentle, sustained warmth. A fragile boon in a changing ocean Deep‑sea environments feel remote, yet they intersect with global pressures: mining proposals, cable routes, and shifting oxygen levels. The nursery’s resilience hinges on stable heat flow, intact substrates, and minimal disturbance from noise or sediment. Safeguarding such places is not just about protecting novelty; it preserves a slow, ancient strategy that lets large, long‑lived animals endure in the coldest reaches of the Pacific. Where geology and biology meet, the planet’s deep time still writes living stories. This volcano‑warmed nursery adds a vital chapter to that story, revealing how subtle thermal gifts can tip the scales toward life in the abyss. With each dive, researchers trace the contours of an unseen world, where fire feeds water, and water—against all odds—feeds the future.
Stablecoin payments go 'invisible' in Southeast Asia as crypto card business surges
StraitsX, a Singapore-based company, has seen rapid growth in its stablecoin card program, with a 40x surge in transaction volume and an 83x increase in card issuance between 2024 and 2025.
Warner farm’s lavender business flourishes, enabled by USDA value-added grant program
Growth is at the top of Missy Biagiotti’s mind. Already, she counts on the help of more than 20 employees during the busiest months of the year at Lavender Fields at Pumpkin Blossom Farm in Warner, while new horizons lie ahead for the business she co-owns with her husband, Mike. The couple is adding three […]
Miami Marketing Leader Bruce Turkel Talks Branding, Business Growth, and Miami’s Evolution on “Localized Miami”
Tyler Sloat Joins Hinge Health Board As Growth And Discipline Focus
Hinge Health (NYSE:HNGE) appointed Tyler Sloat to its board of directors, adding a leader with experience in high growth technology companies. Sloat has held senior roles at companies that have gone through rapid expansion and IPOs. The appointment signals a focus on scaling Hinge Health's business and strengthening governance as the company matures. Hinge Health focuses on digital musculoskeletal care, a segment that sits at the intersection of healthcare and technology. As employers and...