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Hershey to transition to a new CFO
Dave Hulays succeeds Steve Voskuil.
Sony's PlayStation disc plant is losing 10 percent of its volume in 2028, not 90
Sony’s PlayStation disc plant is losing 10 percent of its volume in 2028, not 90 Sony won’t license disc pressing to anyone else, Microsoft does, and a former PlayStation boss thinks that’s the whole problem. When Sony DADC chief Dietmar Tanzer spoke with an Austrian broadcaster in July about PlayStation disc production at the Thalgau plant, a number of press outlets misunderstood the report, writing that production would fall to a tenth of current levels. It won’t. Sony DADC confirmed to Game this week that the figure is a 10 percent decline, not a decline to 10 percent. “To clarify and avoid any misleading information: in that statement Dietmar anticipated an overall product volume decline by 10 percent, not a decline down to 10 percent,” a spokesperson with Sony DADC told Game. That figure covers 2028. Tanzer didn’t put a number on the years after, and the spokesperson declined to comment further. What we do know is that on July 1, PlayStation announced that physical game disc production for all new games releasing on PlayStation consoles will be discontinued starting January 2028 and that the transition has no impact on games that have already released in disc format or will be releasing in disc format prior to that month. “So, there will be reorders going to the market after January 2028,” the Sony DADC spokesperson said. “For details around that I would ask you to liaise with the PR team from PlayStation, as we can’t speak or comment on their behalf.” PlayStation officials did not respond to questions about reorders or other disc-related matters. But I did recently speak with Shawn Layden, Game Industry Strategic Advisor and former chairman of SIE Worldwide Studios, who called a future without physical PlayStation discs “depressing, but solvable.” then added, “I think.” The chief hurdle to third-party manufacturing of collector’s editions or any other version of a PlayStation game disc is that Sony owns the proprietary process to press those discs, Layden said. “And unless they decide or determine a way to license that to some of these bespoke disc manufacturers, there’s no way to make it happen,” he said. Layden was careful to add that he understands the concept but doesn’t have “line of sight on the particulars.” “Depressing but solvable, I think.” — Shawn Layden Microsoft already licenses replication to outside plants. Xbox discs are pressed by manufacturers Microsoft certifies as Authorized Replicators, a term defined in its publisher agreements, with the approved list set at the company’s sole discretion and Microsoft retaining the right to halt manufacture. The structure is still in place today: publishers select an Authorized Replicator in Partner Center and submit a bill of materials created with a Microsoft representative. Sony, by contrast, presses PlayStation discs through Sony DADC, its own manufacturing subsidiary. No one I spoke with said they were in discussions with Sony about doing that, and PlayStation hasn’t responded to questions about whether it would be open to a licensing deal. There is an obvious reason Sony might not want to. Niko Partners analyst Daniel Ahmad pointed it out on the day of the announcement: it’s a platform-led decision, he wrote, designed to cut costs, eliminate the resale market, and drive all revenue through the PlayStation Store. The math is not subtle. On a $70 third-party game sold through the PlayStation Store, Sony keeps $21. Sold at retail, Ahmad says, it earns about half that. Licensing disc replication to an outside manufacturer might not be worth it. And even if it were, it seems unlikely that such a deal would come from boutique companies like iam8bit, which sells collector’s editions of video games. “We would absolutely love to find a way forward to continue making physical PlayStation games,” said Jon Gibson, co-owner and co-creative director of the company. “We are big believers in giving humans the option to truly own media. If we can play a role in helping make that a reality for the future of PlayStation games, count iam8bit in!” If it were to happen, it would most likely be with a company like Conectiv Supply Chain Solutions, a Memphis-based manufacturer of optical discs and vinyl records that also runs third-party logistics, fulfillment and distribution for packaged media. The company, which was formed in 2025 when Los Angeles private equity firm Variant Equity Advisors purchased Vantiva’s Supply Chain Solutions division, traces its lineage back to Technicolor. When it sold the division, Vantiva described the business as having served video game creators for more than 25 years. Conectiv is also buying, not shrinking. Last month it acquired SDS, the distributor for Universal and Warner Bros. home entertainment, consolidating those studios’ packaged-media pipeline from pressing plant to retail shelf. I reached out to Conectiv and its CEO, but haven’t heard back. Layden pointed to music and books in our discussion about the ongoing value of physical media. “No one ever saw the comeback of cassette tape,” he said. “And vinyl didn’t so much come back. The flame went down, the fire’s dying, but the ember was always there, and it just kind of came back. Much like the book business. We thought we’d all be on Kindles right now. “I believe that physical media is crucial and important. One of the things that makes us gamers, one of the core game mechanics, going back to the beginning of time, is collecting stuff. “Did you get all the diamonds in Crash Bandicoot? Did you get all the stars in Mario? And we like to collect our games. And we have a game shelf. And we put all our boxes up there. And if you’re super hardcore, when you buy a game, you buy two copies, right? One stays in the shrink wrap, and you play the other one. What happens to that important cultural part of the gaming world? You know, we buy the steelbook and the three-disc Final Fantasy set and the figurine and, you know, you can’t download any of that. “What happens to that?” And Layden believes it shouldn’t have been a revenue question for PlayStation. “This was a core thing to the experience of our most devoted fans,” he said. “Yeah, it’s fan service. Why would we take that away? Well, we can’t afford to. It’s already 120 bucks, you know, limited edition special purchase onyx box version of whatever, and those sell at a higher rate than the box selling at $69.99 does. So yeah, the market has said they will continue to buy them. You’re just saying you just don’t want to make them anymore.” Layden said he was recently talking with someone about these sorts of business decisions and how they’re made. Too often, he said, it’s all about the financials and nothing else. “OK, we can do this and save this much money, or we can invest this to look at that outcome, or we can do this and have this happen over there, or move this team to Sri Lanka,” he said. “But each one of those, someone also has to have a ledger there saying, ‘OK, what is the brand impact from that move?’ “Iif you can’t resell it, do you really own it?” — Shawn Layden “If we do that, dollars and cents work out. I get it. That’s just math. But what’s the brand impact? Are people going to say, ‘Good move, you guys?’ Or are they going to say, ‘We hate you guys. Quit doing that.’ And sometimes they say, ‘We hate you.’ Then you take a note and say, OK, how much of that can we live with? How much ‘we hate you’ is OK. And when does it go over the line? “I see a lot of companies making decisions which, objectively speaking, I don’t know what the dollar end of that was for you, Mr. Company, but your brand value just dropped 30 percent. So I hope it was worth it.” Of course, shifting to a digital-only model for games raises other issues beyond simply wanting to collect. The biggest is ownership. Layden pointed out that once you go to a streaming-only or download-only model, it’s just a digital footprint on a hard drive. “What does ownership mean anymore?” he said. “It’s a genuine question. Well, in fact, it’s not even a question anymore. It’s like you are shifting the model from ownership to accessibility. “And what’s always been true, which people forget, is you’ve never been able to sell your iTunes library. And you can’t sell your PlayStation download library. So if you can’t resell it, do you really own it?” The touching tribute found in the credits for Star Wars Zero Company. Resonance: A Plague Tale Legacy Interview and Hands-On with a Minoan Masterpiece Star Wars Zero Company hands-on: Attack Astromechs, permadeath, and delightfully fatal Rube Goldberg tactics Control Resonant opens up as you get stronger — and as characters start trusting you
Weekly Rundown: LeanTaaS acquires care transition platform Aidin; Hims expands to Australia
Stay up to date on the latest in health tech, digital health and health AI news with this weekly brief. Read below for news from the week of Aug. 31 to Sept. 4. | The latest news from Vitality, Icario, LeanTaas, Aidin, Healwell AI and Hims.
Fall Events Preview: A look at what's happening in northeast Indiana
With Labor Day weekend comes the transition from summer to the fall events season. But just because the days are shorter doesn’t mean there isn’t a lot of fun to
Michael Lombardi resigns as North Carolina football GM amid school investigation
North Carolina football general manager Michael Lombardi has resigned, ending the tenure of an immediate hire in Bill Belichick’s NFL-to-college coaching transition who had been on on paid administrative leave as the subject of a school investigation.
Leadership transition for the HAPO Center
The contractor operating the HAPO Center has announced a leadership transition for the venue as owner Franklin County considers diverse options for the facility’s future.
Penobscot Community Health Care announces consolidation and layoffs amid financial challenges
Penobscot Community Health Care says it's closing its Adult Wellness Center in Bangor in November and will transition patients to other locations. It's also eliminating 16 administrative positions, though 11 employees will transfer to new roles.
VCU Health awards cleaning services contract to new vendor, to pay $26M in first year
The contractor transition means at least a temporary layoff of more than 500 employees, though many of them are expected to be rehired by the new vendor.
Seminar offers insight into planning business transitions
The best time to think about selling your business might be months (or even years) before you identify a buyer. Carrie Peterson offers tips into a smooth, profitable transition.
Fort Bragg Veteran celebrates expansion of high-end experiential entertainment brand
Photo provided by EscapologyAfter 15 years as an Army officer at Fort Bragg, Fayetteville resident Dan Cooke transitioned to business ownership to bring high-end experiential entertainment to North Carolina, applying strict military operational systems to scale his footprint across the state.Cooke got his start in the Army’s Boots to Business program.“Boots to Business was instrumental in preparing me to start a company. The program taught me how to develop a business plan, conduct market and financial analysis and critically evaluate whether a business concept was actually viable,” shared Cooke. “What made the program particularly valuable was that the instructors and mentors had real-world business experience…At the end of the course, I had to present and defend that plan. From there, they directed me to SCORE, where mentors helped me further refine the plan. I eventually presented it to a bank, which was impressed with the level of preparation, and I secured the financing necessary to build the business.”As Cooke neared the end of his military career, he began to wonder what would come next. Through his faith and some valuable mentors, he found the right avenue for his entrepreneurial interests.“While working on my instrument pilot rating, my flight instructor happened to tell me about escape rooms and the economics behind building them. He thought they could make for an interesting business. I took the analytical skills I had developed in the military, along with what I learned through Boots to Business, and began comparing the escape-room model against other opportunities I was considering,” explained Cooke. Cooke opened his first Escapology location in Fayetteville in 2019.“My approach was to start small and prove the model. Fayetteville made sense because I was already there, understood the market and could minimize my initial risk. It also became clear very quickly that I needed a partner that could provide the creative design, branding and industry knowledge that I did not have. After researching a number of options, Escapology became that partner,” added Cooke.Following the success of his initial venue in Fayetteville and a venue in Charlotte that opened in 2023, Cooke recently expanded into Raleigh with his third Escapology venue at Crabtree Valley Mall.His North Carolina footprint now includes:Fayetteville: A 5-room venue launched right after his Army transition in 2019.Charlotte: A 10-room venue opened in 2023, doubling his original operational footprint.Raleigh (Crabtree Valley Mall): A 6-room venue opened in May 2026, with plans to expand to 10 full rooms.Beyond his venues, Cooke expanded his local footprint by launching Jade Solutions in Aberdeen, N.C., an OEM manufacturing business that now builds prop and technical solutions for Escapology venues systemwide.Cooke shared that his long-term goal is to continue expanding Escapology in a healthy and sustainable way while enjoying the journey. “I actually did not start an entertainment business because I personally loved escape rooms. I started a business because I love the game of business itself. Growing up, I loved military simulation games and business tycoon games. I eventually had the opportunity to experience the first of those in the real world — I went to war, led troops and played my part in the military. Today, I would much rather apply that same drive to the real-world game of building businesses.I don't play business computer games anymore. I get to wake up and do it for real every day,” shared Cooke.
Inconsistent health records limit care and research for menopausal women
More attention than ever is being paid today to midlife women's health, including the menopause transition.
ATLAS publishes first paper on Public Engagement with Science
You can’t exactly take the ATLAS experiment on tour. At 7,000 tonnes and buried 100 metres underground at CERN, it’s not easy to move. So, for more than a decade, the ATLAS Collaboration has found another way to bring the experiment to people around the world: live, interactive virtual visits with the scientists who work on it. In a recent paper published in the European Physical Journal Plus, the ATLAS Collaboration documents the evolution and impact of its flagship Virtual Visits programme. The paper is the Collaboration’s first publication focused specifically on science education, communication and outreach. It traces the programme from its beginnings as an experimental outreach effort in 2010 through its growth into a global programme – connecting classrooms in the Amazon, schools in the Himalayas and even a research station in Antarctica. Drawing on data collected between 2019 and 2025, the paper examines the programme’s reach and impact. Global reach, local connection Figure 1: World map showing the number of virtual visits across participating countries from 2019 to 2025. Cooler colours (purple and blue) are used for countries with fewer visits, and warmer colours (red and orange) for countries with more visits. (Image: ATLAS Collaboration/CERN) The core mission of the ATLAS Virtual Visit programme is to connect audiences worldwide with particle physicists and engage them in accessible discussions about cutting-edge research. While visiting CERN in person is an unforgettable experience, financial and logistical barriers can make such a trip difficult for many students and public groups. Video conferencing has allowed the Collaboration to break down these barriers: between 2019 and 2025, the Collaboration hosted 698 virtual visits, engaging tens of thousands of participants across nearly 70 countries (see Figure 1). Interactivity is central to the programme. Far from simple one-way broadcasts, Virtual Visit audience members are encouraged to engage in conversation with the scientist(s) hosting the visit. Most hosts are volunteers from the ATLAS Collaboration, who bring their diverse scientific expertise, language skills and cultural backgrounds to each visit. Where possible, audiences are paired with volunteer scientists who share their native language and cultural background, making it easier to engage, ask questions and connect with the hosts. Between 2019 and 2025, Virtual Visits were held in 19 different languages. The core mission of the ATLAS Virtual Visit programme is to connect audiences worldwide with particle physicists and engage them in accessible discussions about cutting-edge research. Constant evolution Figure 2: The number of ATLAS Virtual Visits organised annually since 2019. (Image: ATLAS Collaboration/CERN) The ATLAS Virtual Visit programme has continuously evolved to enhance the visitor experience. Early sessions were hosted directly from the ATLAS Control Room before transitioning in 2014 to a dedicated space in the ATLAS Visitor Centre, equipped with modern videoconferencing technology. In 2019, the ATLAS Collaboration expanded the programme’s reach, introducing live Virtual Visits from the experimental cavern during year-end maintenance stops and long LHC shutdowns. These exclusive sessions take participants beyond the ATLAS visitor platform, offering real-time, up-close views of the towering detector. When the COVID-19 pandemic disrupted in-person gatherings worldwide, demand for virtual engagement surged. The ATLAS Collaboration adapted rapidly by introducing Open Virtual Visits streamed via Zoom and YouTube, allowing individual science enthusiasts and families to join live guided tours. Figure 2 shows that the programme reached a peak of 155 visits in 2021 and has since maintained around 100 visits per year, demonstrating sustained engagement beyond the pandemic-driven increase. More than just a tour Beyond participation numbers, the paper highlights the positive impact on participants and educators. Teachers report successfully integrating Virtual Visits into their physics curricula, sparking sustained curiosity and in many cases inspiring students to pursue STEM studies and careers. Feedback received also highlighted how the direct dialogue with ATLAS scientists has given students an authentic and personal perspective on particle physics, helping them connect what they learn in the classroom with the people behind ATLAS research. Looking ahead, the programme will continue to evolve with new technologies and communication platforms. The goal is simple: to give even more audiences the opportunity to engage directly with particle physics and make fundamental science open to all. Learn more Breaking barriers: the impact of ATLAS Virtual Visits in science communication (Eur. Phys. J. Plus 141, 874 (2026), arXiv:2601.22457, see figures) ATLAS Virtual Visit Dashboard Register for an ATLAS Virtual Visit
In standoff with Newsom, California Democrats claw back $450 million for climate projects
Gov. Gavin Newsom’s new carbon market rules threatened money for certain climate programs. He struck a deal to continue funding for transit and water projects.
Venus May Once Have Suffered A "Moon-Forming" Impact, But The Resulting Satellite Wouldn't Have Stuck Around For Long
It seems a large companion is difficult for a planet that size and distance from the Sun to hold on to, which might be bad news for life on Venus-like exoplanets.
Aisha Wahab prepares to transition from the California Senate to Congress
California State Sen. Aisha Wahab joined California Politics 360 to discuss her transition to Congress after winning the Bay Area’s special election to serve the remainder of former Rep. Eric Swalwell’s term following his resignation in April amid allegations of sexual assault and misconduct.
California Politics 360 full episode | Rep.-elect Aisha Wahab prepares for transition to US Capitol
State lawmakers have until Aug. 31 at midnight to change or create new laws for the year.
Politics Unusual: NJ Transit president, NYS Sen. Gournardes
In this special episode of Politics Unusual, FOX 5 NY's Teresa Priolo speaks with NJ Transit President and CEO Kris Kolluri about the $4 million loss during the World Cup. Also, a conversation with State Senator Andrew Gounardes about protecting children from the negative effects of social media.
From builder to philanthropist: How entrepreneurial business owners can navigate wealth transitions, identity and purpose
For many entrepreneurial business owners, the next phase involves giving—approached with the same intentionality that built their company.
Pikachu Visits Apple Park, Meets Tim Cook and John Ternus
Tim Cook shared an inside look at the work he is doing behind the scenes as he prepares to step down as Apple's CEO next week. Cook has been preparing incoming CEO John Ternus for the transition over the last several months, and today he introduced Ternus to popular Pokémon character Pikachu. Cook said he and Ternus met with the Pokémon team to talk gaming.
Supporting State and Local Health Policy Leaders Through High-Stakes Change
News article: Welcoming 2026-27 Milbank State Leadership Program Cohorts Improving health outcomes through gubernatorial transitions and amid significant federal
Bill Gates Says AI Needs A Transition Plan. Business Doesn't Have One Either.
Bill Gates's new essay urges urgent global deliberation on AI, predicting a turbulent era where policy choices now will determine if it becomes an equalizer or a source of injustice.
County Announces Actions, Leadership Transition After Release of Misconduct Claims in Behavioral Health Services
The County is making changes as a result of investigations into misconduct to ensure integrity, equity and accountability in our work, including serving some of our most vulnerable residents.
Health & Medical Organizations Support Strong Energy Standards
Advocating for practical policies to make it easier to transition to healthier and more efficient appliances for improved indoor air quality in homes.
Gavin Newsom is selling his Sacramento mansion
The sale is Newsom's "next step" ahead of his job transition next year.
H2F Proponency Transitions to the MCoE advancing the Army’s Holistic Health and Fitness System
The H2F System continues to evolve as the US Army’s primary investment in Soldier readiness and lethality and is now aligned under the new Transformatio...
CORE Business Interiors: Built in the downturn
Fresno's CORE Business Interiors, founded during the 2009 downturn, wins a 2026 Family Owned Business Award as leadership transitions.
The Herd Builds Community and Connections for Business Grad Students
Starting a graduate business program at Cal State Fullerton’s College of Business and Economics can be both exciting and challenging. For students balancing coursework with careers, family responsibilities and other commitments, finding a community can make the transition to graduate school easier and more rewarding. At Cal State Fullerton, The Herd is working to create that community. […]
Perseverance Captures Another Phobos Transit
NASA’s Perseverance Mars rover used its Mastcam-Z camera to capture the silhouette of Phobos, one of the two Martian moons, as it crossed in front of the Sun
Residential broker relocates its Saco business center
The transition is part of the company’s efforts to strengthen its presence in southern Maine.
‘Absurd’: children to see gambling logos on sports jerseys until 2032 in transition period condemned by Pocock
Government says it hopes clubs will end jersey deals with wagering companies earlier, but calls it a commercial decision
The Data Center Backlash Bursts Into the Midterms
With opposition to the centers mounting, many Democrats and a growing number of Republicans are campaigning against them.
New Mexico cannabis businesses prepare for six-day inventory system blackout
NM cannabis operators are raising concerns about revenue loss and layoffs as the state transitions to a new inventory system, which includes a six-day blackout period starting August 25.
WHO RUNS MARYLAND POLITICS NOW?
ByThe Maryland Wire The Machine Didn’t Die — It Broke Apart Mike Miller is gone. Steny Hoyer is retiring. The two men who helped define Maryland political power for generations are disappearing from the map. Nobody has inherited all of what they controlled. Instead, Maryland power has fractured among Wes Moore, legislative leaders, county organizations, federal figures and a new generation fighting to connect the pieces. By The Maryland Wire For decades, there were two names in Maryland politics that required almost no explanation. Mike Miller. Steny Hoyer. You didn’t necessarily have to agree with them. You didn’t even have to like them. But everyone understood something: Not social-media power. Not cable-news power. Not the temporary power that comes from one big election. They possessed political infrastructure. Relationships. Institutional memory. Donors. Staff. Allies. County leaders. Lobbyists. Legislators. Operatives. And the ability to connect people who needed something with people capable of delivering it. Today one is gone. The other is preparing to leave Congress after more than four decades. And Maryland faces a question it hasn’t had to answer in generations: The answer may be: Nobody. At least not the way Miller once did. Maryland’s old machine wasn’t inherited by one person. It fragmented. And now several ambitious political networks are competing to assemble the pieces. Miller presided over the Maryland Senate for 33 years, becoming one of the longest-serving legislative leaders in American history. He stepped down as Senate president in 2019 and died in January 2021. (Behavioral and Social Sciences) But Miller’s real power wasn’t the title printed on his door. It was the accumulation of relationships behind it. Miller came from Maryland’s old Democratic organization and developed into an extraordinarily adaptable political operator, retaining authority even as the Senate around him became younger and more liberal. (The Washington Post) He understood something fundamental: politics is information. Who wants what? Who owes whom? Which senator needs help? Which county executive wants something in the budget? Which committee chairman can move a bill? Which lobbyist represents which client? Which candidate should receive support today because that candidate could be a senator ten years from now? Miller knew the answers because he’d spent decades collecting them. Miller’s influence wasn’t confined to elected officials. Former Miller aides became prominent Annapolis lobbyists. Maryland Matters noted figures such as Joseph Bryce and Timothy Perry among the high-profile lobbyists who had once served as top Miller aides. (Maryland Matters) That was one of Miller’s greatest political achievements. He didn’t merely accumulate power around himself. He produced alumni. Staffers became lobbyists. Legislators became committee chairs. Allies became power brokers. And decades of relationships reinforced one another. By the end, Mike Miller wasn’t simply a person. He was an ecosystem. Hoyer’s network was different. Miller’s power was rooted in Annapolis. Hoyer connected Maryland to Washington. He served in the Maryland Senate before winning election to Congress in 1981 and ultimately became one of the longest-serving members of the U.S. House and a longtime No. 2 in House Democratic leadership. In January 2026, Hoyer announced that he would retire rather than seek another term. (The Washington Post) His influence stretched through: Prince George’s County, Southern Maryland, Congress, federal agencies, donors, campaign organizations, and generations of Democratic candidates. And Hoyer had something machine builders value enormously: a succession network. That became obvious almost immediately. When Hoyer announced his retirement, Maryland’s 5th Congressional District exploded with candidates. Twenty-four Democrats entered the race. But when the votes were counted, the winner was Adrian Boafo, Hoyer’s former campaign manager. Boafo wasn’t running without establishment help. He was endorsed by Hoyer. He was endorsed by Governor Wes Moore. And he ultimately won the Democratic nomination. (AP News) In his victory speech, Boafo described the result as voters deciding it was time to “pass the torch to a new generation of leaders.” (AP News) That phrase captures the transition perfectly. Hoyer’s seat isn’t simply being vacated. Parts of his network are being transferred. But they aren’t being transferred to another Steny Hoyer. They’re being absorbed into a newer political constellation. And standing prominently inside that constellation is Wes Moore. If someone forces you to name the single person sitting nearest the center of Maryland Democratic politics today, the answer is Governor Wes Moore. The 2026 Democratic gubernatorial primary underscored the scale of his position. Moore won renomination overwhelmingly, receiving roughly 88% of the Democratic primary vote. (WBAL-TV) But raw votes tell only part of the story. Look at the party infrastructure. The Maryland Democratic Party says Steuart Pittman ran for state party chairman in 2025 “at the suggestion of Governor Wes Moore.” Pittman took office that July. (The Maryland Democratic Party) That’s important. Governors traditionally influence their state parties. But party leadership plus fundraising, endorsements, executive appointments and national relationships creates the beginning of something bigger: a political network that could survive the governor’s term. Moore also played a role in the Hoyer succession by backing Boafo. That’s how political organizations reproduce themselves. You support tomorrow’s politician today. And that’s the distinction that matters. Moore has enormous statewide visibility. Miller had decades of accumulated legislative control. Moore can endorse candidates. Miller could influence the environment in which legislators lived every day. Committee assignments. Leadership positions. Legislative priorities. Relationships that had been accumulating since before many current lawmakers entered politics. Moore may have a larger national profile than Miller ever possessed. But he doesn’t possess Miller’s half-century of Annapolis memory. Nobody does. Which is why the modern Maryland political structure looks less like a pyramid and more like several power centers connected by overlapping relationships. One of those centers belongs to Senate President Bill Ferguson. Ferguson controls an institution no governor can simply command. The Senate. Maryland’s official 2026 legislative records identify Ferguson as Senate President. (Maryland General Assembly) That means influence over: committee structure, Senate leadership, legislative priorities, confirmations, and negotiations with the House and governor. But Ferguson is not Mike Miller 2.0. Miller’s extraordinary longevity allowed him to become almost inseparable from the institution. Ferguson possesses the office. Miller possessed the office plus decades of political mythology and accumulated relationships. Those aren’t the same thing. The House now has its own new center of gravity. Official 2026 legislative records identify Joseline Peña-Melnyk as Speaker of the House of Delegates, alongside Ferguson as Senate President. (Maryland General Assembly) That makes the current Maryland governing triangle: Executive power. Senate power. House power. None fully controls the others. And that fact alone demonstrates how different modern Maryland is from the Miller era. The governor proposes. The legislature disposes. Committee leaders negotiate. County interests intervene. And political coalitions shift issue by issue. That’s not one machine. That’s a networked power structure. Then there’s U.S. Senator Angela Alsobrooks. Her significance isn’t that she is the new Hoyer. She isn’t. Hoyer spent decades constructing his network. Alsobrooks brings something different: Prince George’s County roots, a statewide electoral organization, a United States Senate platform, and relationships with national Democratic leaders. That makes her a critical bridge between Maryland and Washington at precisely the moment Hoyer leaves. Hoyer’s retirement therefore doesn’t necessarily weaken Prince George’s influence. It changes who carries it. Prince George’s itself is undergoing a dramatic generational transition. Official 2026 results show Aisha Braveboy winning the Democratic County Executive primary with 87,944 votes and 73.31% of the vote. (Maryland State Board of Elections) That’s political infrastructure. Prince George’s is one of Maryland’s central Democratic vote engines. A county executive with that level of primary support gains: appointments, budget influence, organizational relationships, donor access, and a platform for cultivating the next generation of political leadership. Braveboy therefore isn’t merely another person on the Maryland power map. She controls a place from which a political organization can be built. Boafo is particularly interesting because he sits almost perfectly at the intersection between the old and new worlds. He worked for Hoyer. Hoyer endorsed him. Moore endorsed him. Then Boafo beat an enormous Democratic field for Hoyer’s seat. (AP News) That doesn’t make him powerful on Hoyer’s scale. He’s just beginning. But it illustrates how power actually transfers: not through a ceremonial handoff, but through endorsements, donors, staff, relationships, and voter confidence. Boafo may become Hoyer’s congressional successor. He will not automatically inherit Hoyer’s 40-plus years of political capital. That part has to be rebuilt. This is the part that often gets overlooked. When a machine breaks apart, power doesn’t only move upward. Some people’s relationships become less valuable. Former Miller aides still know Annapolis. Former Miller allies still possess institutional memory. Veteran lobbyists don’t forget how legislation works. But something fundamental disappeared when Miller did: the common center. The person capable of connecting all of them instantly was gone. That changes the value of a political network. Imagine knowing everybody in Annapolis. Useful. Now imagine the person who introduced many of those people, appointed committee chairs, influenced Senate priorities and understood decades of relationships is simultaneously Senate President. Much more useful. Remove that person and the individual relationships remain. But the system becomes decentralized. First: Bill Ferguson. The Senate’s institutional relationships now run through his leadership rather than Miller’s. Second: the House leadership. With the Miller-Busch generation gone, today’s House leaders are building their own committee chairs, alliances and relationships. Third: Wes Moore. Moore became governor after Miller was gone. That distinction matters. Earlier governors had to operate with Miller sitting across State Circle. Moore entered office during a generational reset. Instead of negotiating with the old machine, he has the opportunity to help build the next network. Fourth: Angela Alsobrooks and the emerging Prince George’s generation. Hoyer is leaving. Miller is gone. The county’s political leadership now belongs to another generation. Fifth: politicians who were outside the old Miller organization. When someone dominates an institution for 33 years, inevitably some politicians develop within that organization and others outside it. Miller’s departure created room for people who may never have risen as quickly under the old structure. That’s the biggest point. If Mike Miller’s power had simply transferred to Bill Ferguson, Maryland would still have a machine. If Hoyer’s influence simply transferred to Boafo, Maryland would still have a machine. If every county leader simply took orders from Moore, Maryland would have a machine. None of those things happened. Instead: Moore controls the statewide executive platform. Ferguson controls the Senate. Peña-Melnyk controls the House. Alsobrooks has statewide and federal reach. Braveboy has Prince George’s executive power. Pittman leads the state Democratic Party after Moore encouraged him to seek the role. (The Maryland Democratic Party) Boafo represents the beginning of the post-Hoyer congressional generation. And Baltimore, Montgomery County, organized labor, donors and other county organizations maintain their own centers of influence. That’s not one machine. If you want to understand where Maryland power is moving, don’t simply watch office titles. Watch endorsements. Who does Moore support? Who does Alsobrooks support? Who gets Ferguson’s allies? Who gets House leadership? Who gets Hoyer’s blessing? Who gets labor? Who gets major donors? And most importantly: That is where the new Maryland network becomes visible. The Boafo race was a textbook example. Hoyer’s successor didn’t emerge randomly from 24 candidates. He had ties to the outgoing incumbent and support from the governor. The old network and the emerging one overlapped. And voters chose him. (AP News) Moore may ultimately become the most important person in determining whether Maryland develops another durable statewide political organization. But the test isn’t whether Moore himself remains popular. The test is what happens to the people he supports. Which delegates become senators? Which senators become committee chairs? Which county officials become executives? Which staffers become candidates? Which appointees become statewide leaders? Who gets his donor network? Who gets his political advisers? Who eventually gets his endorsement when Maryland faces a post-Moore gubernatorial succession fight? That’s how we’ll know whether Moore was merely a successful governor— or the founder of another generation of Maryland power. There’s another category worth watching: politicians who came from Miller’s Maryland but remain active in the new one. Dereck Davis is one. Anthony Brown is another. Veteran legislators and former officials throughout the state still possess old relationships that newer politicians don’t. These people can function as bridges. That’s important because political systems rarely reset completely. The new machine usually grows partly from pieces of the old one. Donors don’t disappear. Lobbyists don’t disappear. Operatives don’t disappear. Institutional memory doesn’t disappear. They find new centers of gravity. If you want one name: His overwhelming 2026 Democratic renomination, executive authority, national profile and influence within the Maryland Democratic Party make that difficult to dispute. (WBAL-TV) But saying Moore “runs Maryland” the way Miller once ran the Senate would oversimplify the reality. Maryland power today looks more like this: WES MOORE Statewide organization.Appointments.Fundraising.Executive government.National Democratic relationships. BILL FERGUSON The Senate.Committees.Confirmations.Legislative leverage. JOSELINE PEÑA-MELNYK The House.Committee leadership.Budget and legislative leverage. ANGELA ALSOBROOKS Statewide electoral organization.Federal platform.Prince George’s relationships.National Democratic connections. AISHA BRAVEBOY Prince George’s executive organization.County government.A major Democratic vote base. THE POST-HOYER GENERATION Boafo and the emerging political class that will have to rebuild Hoyer’s Washington-Maryland network rather than simply inherit it. It did something more interesting. Mike Miller’s influence was too personal, too old and too deeply rooted in his own relationships to be inherited whole. Hoyer’s network is too extensive and too intertwined with decades of congressional politics to fit neatly inside one successor. So the pieces are moving. Toward Moore. Toward Ferguson. Toward Peña-Melnyk. Toward Alsobrooks. Toward Braveboy. Toward younger candidates and new county organizations. And toward veteran political survivors who understand both eras. That’s the next chapter of Maryland politics. The person who eventually connects: Annapolis, Prince George’s, Montgomery County, Baltimore, labor, business, donors, the Maryland Democratic Party, and the congressional delegation will possess something Maryland hasn’t truly seen since Miller’s heyday. Not merely another elected official. And maybe that’s why searching for “the next Mike Miller” is the wrong exercise. There may never be another one. The more important question is: Miller spent half a century becoming that person. Hoyer spent decades becoming another version of it. Maryland’s current political leaders are still competing for the privilege. And until somebody actually connects all those pieces, the most accurate answer to the question “Who runs Maryland?” may be the most fascinating one of all: No one does. Not anymore. But there are plenty of people trying. Sources University of Maryland and Maryland Matters — Miller’s 33-year Senate presidency and political legacy. (Behavioral and Social Sciences) Washington Post historical reporting — Miller’s rise from Maryland machine politics and ability to retain power as the Senate evolved. (The Washington Post) Maryland Matters — former top Miller aides who moved into Annapolis lobbying and the changing Senate power structure. (Maryland Matters) Washington Post and Reuters — Hoyer’s January 2026 retirement announcement after more than four decades in Congress and his long Democratic leadership career. (The Washington Post) Associated Press — Adrian Boafo’s 2026 victory in the Democratic primary to succeed Hoyer, including Hoyer and Moore’s support and Boafo’s “pass the torch” remarks. (AP News) Maryland Democratic Party — Steuart Pittman’s official biography stating that he sought the state chairmanship at Moore’s suggestion. (The Maryland Democratic Party) Maryland General Assembly — official 2026 records identifying Bill Ferguson as Senate President and Joseline Peña-Melnyk as Speaker. (Maryland General Assembly) Maryland State Board of Elections — official 2026 Prince George’s County results showing Aisha Braveboy’s dominant County Executive primary victory. (Maryland State Board of Elections) 2026 election reporting — Moore’s overwhelming Democratic gubernatorial primary victory. (WBAL-TV)
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Chartbook 464 The"China squeeze" - the politics of development counterfactuals.
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Specifically, what options for economic development might have been open to Global South economies like India or the economies of sub-Saharan Africa, had it not been for China’s spectacular industrialization since the late 1990s and the persistent competitiveness of China’s manufacture in low-skilled segments. Chatterjee and Subramanian’s argument is that whilst China has built a powerful position in electrical machinery and other high-skill manufacturing, which is now delivering China Shock 2.0, it also continues to run a trade surplus in low-skill, labour-intensive manufacturing. This surplus is large and has remained largely unchanged in fifteen years. Indeed, in the 2010s, in trade with low-income countries, China’s surplus rapidly increased. On their reading, this squeezes low-income producers in low-skill sectors in which they “should” be able to compete. Source: “China’s Mercantilist Squeeze on Developing Countries” Shoumitro Chatterjee and Arvind Subramanian. Peterson Institute for International Economics 26-7 May 2026 Chatterjee and Subramanian’s wording is telling: (emphasis mine) The canonical trajectory of economic development in the post-World War II period is for countries to transition from agriculture to manufacturing, first in low-skilled manufacturing and then later on to high-skill manufacturing (Herrendorf, Rogerson, and Valentinyi 2013). At the global level, this implies that high-income countries (HICs) that once specialized in low-skilled activities cede manufacturing export space to poorer countries that come along to occupy that space. In 1965, advanced economies accounted for about 60 percent of global value-added exports in four key low-skilled manufacturing sectors, i.e., apparel, leather, textiles, and footwear. Over time this share declined and began to be occupied first by the East Asian tigers and, beginning in the late 1990s, by China. Today China accounts for about 50 percent of the global market. The question is whether China, with its rising prosperity, is continuing to behave like its richer counterparts and ceding export space to poorer followers or to behave unlike them and continuing to occupy space. In terms of the conceptual maneuvers it performs, of the three China shock discourses, the “China squeeze” argument is by far the most ambitious. After all, it bases its critique of China on a counterfactual imagining of the world. Like any counterfactual argument, to construct this alternative reality it must rely on a heuristic model. To make their argument Chatterjee and Subramanian mobilize two key claims. The first reference point is the actual history of rich-country industrialization, what they refer to as the “canonical path”. The idea is that countries transition from agriculture to light industry and low-skilled manufacturing and from there up the value chain. To make this useful as a standard of comparison and a means to construct a normative standard, they adjust sectoral export shares for two factors: 1. the underlying level of economic development of the exporting country, as measured by national income and 2. the degree to which the sector in question is internationalized. The idea being that for a high income country to have a high export share in low-skill sectors is anomalous and even more so if that particular product is highly internationalized and thus suitable for being “conceded” to lower-income competitors. Where should this process end? Here Chatterjee and Subramanian introduce their second benchmark. Their normative idea of a global development path is one in which, in due course, low-skill manufacturing exports are distributed in proportion to a country’s share in the global labour force. They imagine, in other words, a world of proportional, polycentric global development without much national specialization in low-skill manufacturing. A useful benchmark is that, in labor-intensive manufacturing sectors, a country’s share of world exports should be broadly commensurate with its share of the world’s low-skilled labor endowment. … In the Heckscher-Ohlin model, this would be true if value added per worker and export propensities, i.e., fraction of output that is exported, are the same across countries. It is this pleasant liberal vista of orderly global development, progressing towards a general distribution of low-skilled manufacturing against which they judge reality and conclude that the low-income countries are suffering a “China squeeze”. China is not exiting low-skill sectors fast enough Allowing for its gdp level and the degree of globalization, China’s share of low-skill manufacturing exports is far higher than it “should” be. Relative to population, its low-skill share of exports is far too high. That in turn yields the conclusion that huge numbers of jobs - the authors suggest tens of millions - are being hoarded by China. For the four sectors captured in figure 4, this excess in value-added exports is $110 billion in 2022. For all low-skilled sectors overall captured in appendix figure D.1, excess value-added exports amount to $365 billion. The crowding out of LMIC exports by China is therefore substantial. Both these claims have in common that they are strong structuralisms. The first is that development paths ought to resemble each other. The second is that broadly speaking as far as low-skilled manufacturing is concerned, all countries are alike. If the world currently diverges from the distribution of trade implied by these assumptions, if China is not following the advanced economy path and has huge exports, this must be the result of “policy”, which the authors then put in question as illegitimate or unfair. Thus the naturalistic construction of a canonical path leading to a “level” distribution of low-skilled manufacturing reveals itself to be a polemical tool. From the point of view of China shock polemics, this discourse is no doubt welcome. But as an account of economic history, it must surely be regarded as nothing short of bamboozling. Development paths do not follow a regular, natural sequence. As David Fishman put it aptly, “development is not a queue”. They are always and everywhere, through and through political. Development is not so much a process, as a project. Each such project is more or less well adjusted to its context. As Gerschenkron taught uneven and combined development implies differentiation rather than simple imitation on a single parth. It may be true that Europe and the US exited relatively early from low-skill work. But clearly technology has changed. As C&S themselves point out, China no longer enjoys a low wage environment. Do they really believe that such huge differences can be accounted for either by industrial policy, which as they admit does not operate powerfully in low-skill sectors, or by exchange rate manipulation? What is overwhelmingly dominant in explaining the persistence of “low-skill” manufacturing in China are surely the network effects of complex supply chains. Indeed the label of “low-skill” may miss the point. The degree of globalization which Chatterjee and Subramanian decide to conjure away in their model of the development path - to allow for the fact that Europe and American textiles exporters did not enjoy just-in-time logistics in the 1950s - obscures the point that the networks through which Chinese factories supply the world are themselves key parts of the low-skill industrialization project. China isn’t knocking out 1970s style “cheap”. It has redefined the entire product cycle. C&S’s casual reference to “T-shirts” is telling. In today’s “fast fashion”, there is weight on both terms. Fashion and fast. China’s success in delivering on both at unprecedentedly high speed and at unprecedentedly low cost, isn’t a low-skill operation at all. If we see development trajectories not as the serial repetition of the same, but as distinctive, crafted projects that cumulate in complex agglomerations of skill, technology and labor, then this explains why the assumption that low-skilled manufacturing should follow the distribution of population flies in the face of all experience. As countless cases attest, low-wage, low-income developed economies are not by themselves the makings of a competitive production base. As Leon Liao puts it quite fairly: “International trade has never been allocated according to population. A country’s population gives it no natural claim to an equivalent share of global exports." And the remarkable fact is that Subramanian alone and with co-authors has long been making this point, not to pillory China, as is the case of the tendentious _Foreign Affair_s and Peterson pieces, but to highlight the great counterpart to China’s industrial success, namely India’s relative failure. The much-quoted Foreign Affairs piece showed low-skill export shares only for China, not for India. If you put both countries in the picture as Chaterjee and Subramanian have done on other occasions, the picture looks like this. China is far above the line, but India, almost as large in terms of population, is no less anomalous, just in the opposite direction. As far as global populations are concerned, and the imagining of tens of millions of “squeezed” jobs, it is this Sino-Indian pair that account for a huge share of the action. What this graph reveals is not China’s cheating, but India’s “greatest development failure”, at least this is the argument made Arvind Subramanian, this time in co-authorship with Devesh Kapur, in their major book, A Sixth of Humanity. Independent India’s Development Odyssey which appeared with Oxford University Press earlier this year. In this highly critical work on India’s development, China is repeatedly evoked, not to criticize but as a benchmark against which to illuminate what India’s political economy has not delivered i.e. large-scale formal employment for hundreds of millions of citizens. Kapur and Subramanian leave no doubt, if you want to understand why China, not India was the main driver of manufacturing globalization from the 1980s, don’t look to slots opening up in the division of labour thanks to the liberal mindedness of advanced economies, look to the contrasting political economy of the Maoist PRC and India’s post-independence political economy. As Kapur and Subramian note: The great divergence between China and India did not begin in 1978 with the Deng reforms—it was well underway by then. In one of the great ironies of modern history, the conditions created by Maoism turned out to be a great launching pad for industrial globalization. As the comparison of India and China in 1980 makes clear, to imagine manufacturing would be equally distributed when populations are so differently endowed in terms of educational and nutritional is fanciful. Here is the data from Kapur and Subramanian, data which I explored back at the very beginning of Chartbook. As Kapur and Subramanian insist, the striking fact is that even as India’s growth accelerated from the 1980s, structural change has not. Formal employment in India lags woefully behind. Why? As Kapur and Subramanian note, the path-dependent impact of India’s poor early start was devastating. The list of factors they mention is long and weighty: We argue for a new five-fold explanation applicable at different stages of Indian history: in the initial stages, the legacy of two key pre-1980s policies, the neglect of agriculture and the strangling of the domestic private sector, were critical. The failure of broad-based agricultural growth militated against rural industrialization, which would have been devoted to satisfying local needs that would have necessarily been labour intensive. Then, when the boom came after 1980, the thicket of regulation and broader labour protections that were legislated prematurely in a nascent democracy, underpinned by a deep ideological aversion to private capital in general and big capital specifically, became a barrier to attaining the size that would be necessary to compete globally. Similarly, the reforms after 1991, while wide-ranging, did not quite encompass non-tradeable inputs critical to manufacturing, namely, land, logistics infrastructure and power. A combination of low investment (logistics infrastructure), regulation (land) and the continued monopoly supply by state governments (power), combined with residual socialism, kept costs at 75–100 per cent above efficient supply. These factors were compounded on the supply side by the government, which dominated the formal labour market and established exorbitantly high wages at the lower end of the skill spectrum. This made their employment in the labour-intensive sector by the private sector less attractive. Finally, when the services sector and its exports boomed, wages soared even further via a Dutch Disease effect: one successful tradeable sector killed and cannibalized another less-skilled tradable sector, namely, manufacturing. Thus, scarcity-inducing policies of the planning era, precocious democracy and a Gandhian aversion to size; inefficient, monopolistic supply of critical non-tradable inputs; the behemoth of government; and super-successful skill-intensive services successively undermined India’s unskilled labour employment opportunities. The employment failure seems to have been over-determined. … Less quantifiable but no less important are some of the sociological factors that have undermined manufacturing and factory jobs. Take the impact of the success of the IT sector—located in urban areas with better working conditions, such as air-conditioned offices, good schools for children and attractive entertainment options. It became a more attractive place for engineering and management graduates to flock to. … Consider manufacturing and female employment. Indian society makes it difficult for women to work, reflected in India’s unusually low female labour force participation (elaborated in Chapter XIII). Indian society, in particular the routine harassment of women in public spaces, makes it even more difficult for them to travel long distances to take up work.37 Combined with onerous regulations on creating hostels and dormitories for women—which, in turn, prevents multiple shifts of operation—factories need to be located in areas with a large female labour pool. While firms can take apparel plants to female labour or bring them to the plants by building large-scale dormitories, this raises costs. If there was a case for subsidies to encourage labour-intensive manufacturing, housing subsidies to build dormitories for women workers would be a good place to start. All of this meant, that when opportunities did open up, in part thanks to adjustments in China, India was in no position to take advantage. Here is the account of the 2020s from Kapur and Subramanian. It stands in dizzying contrast to the one-sided, “China squeeze” argument delivered in the Peterson and Foreign Affairs pieces: In 2022, for example, India’s share of global exports in clothing (the canonical labour-intensive sector) was 3.1 per cent compared to 32 per cent for China. This is extremely disappointing because China started vacating export space in this sector after the Global Financial Crisis as its wages started rising; it then vacated further space in the aftermath of geopolitical developments that led investors to seek alternative investment locations. Between its peak and today, China lost about 7.5 percentage points of global export share (worth about $43 billion in 2022); over this period, India’s export share remained stagnant at 3 per cent, while that of Vietnam and Bangladesh rose by 3.5 to 4 percentage points. China’s loss did not translate into any gain for India in terms of low-skill exports and employment. Put differently, when the conditions for dynamism and prosperity were established after 1991, and even more tantalizingly when the global export opportunities opened up, it was as if India was a high-wage economy and only skilled labour could benefit from the dynamism. It had converted its physically abundant unskilled workforce into an economically expensive resource, penalizing its use. It is not my mission here to argue for or against Kapur and Subramanian’s interpretation of India’s development trajectory. The point in this context is simply that the “China squeeze” such as it is can only be understood, in relation to the heavy burden of domestic constraints that Kapur and Subramanian so unsparingly enumerate. I am concentrating here on India because it is the great counterpart to China and the unspoken reference point of the “China squeeze” discourse. But the point is more general. Can anyone with a straight face suggest that the main problems afflicting the development of South Africa or Nigeria, the great centers of mass underemployment in sub-saharan Africa, are cheap competition from China driven by Beijing’s industrial policy and an undervalued RMB? Likewise, is the main problem of the American working-class the threat of Chinese competition or the manifest crisis of social reproduction in the United States itself? The point here, as in the discourse around China shock 2.0 in Europe, is to insist that we should not normalize the world and pathologize China, without actually investigating what is going on in America’s industrial wastelands, the German car industry, or India’s lopsided labour market. One-sided pathologization should be understood for what it is, a polemical gesture. Concepts like China shock and China squeeze are, what Reinhart Koselleck, following Carl Schmitt, would have described as “asymmetrische Kampfbegriffe”, or “asymmetrical counter-concepts” or “asymmetrical combat concepts”. If the function of arguments like the “China squeeze” is to alert elites in the rest of the world of the need to rejuvenate and energize their development projects, so be it. But let us see the resulting discourses as the mobilizing interventions that they are. Interestingly, a significant slice of China’s public sphere - the so-called industrial party - have been obsessed for the last twenty years with precisely these questions of counterfactual economic history. Since the mid 2000s, a massive online discourse developed around an alternative history in which Chinese techno-patriots were asked to imagine how they would proceed if they had the possibility of traveling back in time to transport modern technology into the Ming dynasty (1368-1644) thus averting the “great divergence” of the 18th and 19th centuries. It is a fantasy of course, but also a goad. The point was not directed at Westerners. The alternate history is dramatically nationalist, but few n the West had even heard of it until recently. The adherents of the industrial party are not liberal moralists. They don’t project natural ladders of international development and ask why others don’t cede space. They take the Realpolitik of global economic development for granted. Their pointe was directed against fellow Chinese. The rallying cry of the alternative narrative was this: Now that we are beginning to gain steam and push forward on our national development path, now that we are breaking out of the inferior position assigned to us even in the early years following WTO accession, do not lose yourself in humanistic imaginings about better futures. In the spirit of Deng, they called on China to embrace the hard truth of development. Perhaps one might of the Industrial Party as a cultural trend born out of desire for symbolic revenge against those who had inflicted the century of humiliation. In terms of the various temporalities of the “China shock” - retrospective, prospective and counterfactual - one might think of the Industrial Policy discourse as truly speculative, conjuring up the China shock that never was. Or perhaps one might better think of it as imagining a world in which a powerful China was no shock at all, but simply a defining fact of modern history. I love putting out Chartbook. I am particularly pleased that it goes out for free to thousands of subscribers around the world. But, writing this newsletter takes a lot of work. If you are enjoying it and would like to support the project, sign up for one of the subscription options here. It is the equivalent of a fancy cup of coffee per month! Subscribe
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Two major projects could reshape mental health care for Mat-Su youth
The new facilities will offer in-patient mental health care and transitonal beds for youth.
After more than 50 years, Assam Cos. plans to transition business
After 52 years in development and commercial real estate, Assam Cos. is preparing for a future that includes selling a portion of its business.
Trump administration sued for banning gender transition treatments in federal health plans
An arm of the Human Rights Campaign launched a class-action lawsuit on Monday challenging the Trump administration’s gender-affirming care coverage ban in federal workers’ health insurance plans.&n…
Madison Night Mares' new head coach leads team to title series
The Night Mares start a three-game championship series Monday against Wausau Ignite, after a coach transition.
Students 2 Science Appoints Dan Barnett as Executive Director
/PRNewswire/ -- Students 2 Science (S2S) today announced the appointment of Dan Barnett as Executive Director, effective September 1, 2026. Barnett succeeds...
Scientists reveal the hidden force driving the universe’s hottest fluid
When atomic nuclei smash together at nearly the speed of light, they create the hottest fluid in the universe, but scientists may have overlooked one of its most important forces. New simulations reveal that extreme acceleration builds up along the edges of quark-gluon plasma, helping drive its explosive expansion. This acceleration may do far more than move the fluid, potentially changing its temperature-like behavior, influencing particle spins, and even reshaping how matter transitions between fundamental states.
Rochester panel highlights early planning for successful business transitions
Rochester experts emphasize starting succession planning three to five years ahead with clear owner goals and strategic preparation for business transitions.
Top officials leave hospital rate-setting commission amid AHEAD model transition
As Maryland begins the transition into a new hospital rate-setting system, the state commission authorized to establish those rates is heading into its own transition – a change in leadership.
LVMH - The Business With A Governance Problem, Not A Succession One.
All eyes are on the largest luxury empire as the question of succession continues to dominate the business. How will the business transition from its visionary founder?
Q&A: New School of Public Health dean Kari Nadeau wants to expand scholarships, funding
Kari Nadeau began her tenure as dean of the UCLA Fielding School of Public Health on July 1. News senior staffer Shaun Thomas sat down with Nadeau to discuss her transition into the role and her vision for the school’s future.
I'm a Microsoft veteran. Here's who I'd hire for the AI transition
Rob Collie, a veteran Microsoft engineer, offers tips on how to successfully integrate AI into your business and who to hire for the transition.
Hydrogen-powered shipping could deliver $284 billion in annual health benefits
Researchers modeled how replacing conventional global shipping fuels with hydrogen could change PM2.5 and ozone pollution, premature mortality, and monetized health benefits. Under complete transition, the model estimated 129,458 fewer premature deaths and US$284 billion in annual monetized health benefits, although some regions experienced increased pollution from hydrogen production or altered ozone chemistry.
iPhone 18 Pro could introduce new Apple solution for cellular, hints report
iPhone 18 Pro could make a major transition away from Qualcomm modems in favor of an Apple-designed C2. Here’s the latest update.
'Transition moments were exciting'
Bristol City head coach Michael Skubala liked the intensity in his side as they beat Newcastle United 4-1 in a pre-season friendly.
Cigna Reports Earnings Thursday With New CEO, New Business Model
Cigna Group will report its earnings on Thursday under its new chief executive, Brian Evanko. It’s transitioning its pharmacy benefits business to a rebate-free model.
Public health courses provide opportunities for international collaboration and learning
Related News Samantha Garcia, PhD receives National Institutes of Health MOSAIC Postdoctoral Career Transition Award (K99/R00) July 31, 2024 Exploring global health governance: PM 589 in Geneva August 27, 2024 […]
Taufer Leads Team Awarded $9M by NSF To Enable US Transition to AI-Driven Discovery
A project led by Michela Taufer has been awarded $9 million by the National Science Foundation to accelerate AI-driven scientific discovery.
This week in Santa Cruz County business: Local nonprofit partners to help veterans transition into aviation careers; rental market takes dubious top honors for most expensive in the nation
In her latest business column, Jessica M. Pasko highlights a tricounty nonprofit aiming to give veterans more career opportunities, along with dates to keep in mind and more.
Apple's Tim Cook & John Ternus Talk CEO Transition At 'Ted Lasso' Premiere
Outgoing Apple CEO Tim Cook and his successor John Ternus talked with Deadline about the CEO transition and more and at the'Ted Lasso' premiere.
Downtown Bend business district transitioning to new board and director
The Downtown Bend Business District is in transition. Its executive director and three board members are stepping down, as property owners vote for seven new board members this week. The […]
Minecraft Java Edition raises recommended memory to 16GB ahead of Vulkan transition
Mojang has updated the system requirements for Minecraft: Java Edition, raising recommended system memory from 4GB to 16GB. The minimum is now 8GB with a dedicated GPU or 12GB with integrated graphics.
The return of power politics
Post-Cold War integration increased prosperity but did not eliminate rivalry. Emerging powers and strategic risks are driving a prolonged transition.
Hospital’s rocky radiology transition leaves patients ‘almost rioting in the ER’
A new report from the Fredericksburg Free Times sheds light on the struggles Mary Washington Healthcare has faced during its transition away from Radiologic Associates of Fredericksburg.
Bob on Business: More changes at Sundance Square
Also: Transition time at pawn leader; Tesla lease; tea for 10; Southlake sale; and girls and guys on film.
Update on the Political Transition in Burkina Faso and Niger
26 July 2026
Electronic Health Record-Related Burnout: Implementing a Data-Driven Quality Improvement Intervention for Ambulatory Providers After an Electronic Health Record Transition
Background Electronic health records (EHRs) have improved healthcare delivery but have also introduced workflow inefficiencies that contribute to clinician burnout. After-hours EHR use has be...
Kendrick taps commissioners, former administrator, business leaders for transition team
Mayor-elect Steven Kendrick has named three sitting commissioners and a cross-section of Augusta business and community leaders to examine the government before he takes office.
Intermountain Health Plans to Expand Ownership of Hospitals and Clinic Operations Group in Southeast Idaho
Intermountain Health plans to expand its partnership with physicians in a network of facilities and providers in Southeast Idaho that includes two local hospitals along with 60+ affiliate clinics that employ about 2,300 physicians and caregivers. Plans include transitioning Surgery Partners' ownership interests in the network to In...
Trump administration's transit priorities include renaming Penn Station
Trump has floated a desire to rename the iconic rail hub after him in the past.
RTD small business open house connects vendors with contracting opportunities and resources
SBO and Contracting & Procurement thank all the vendors who attended, the project managers who shared their expertise, and Safety and Environmental Compliance, Facilities Maintenance, and RTD Transit Police for helping make the event a remarkable success.