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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.
A Look At Sphere Entertainment (SPHR) Valuation After Guggenheim’s Bullish Update And Las Vegas Event Momentum
What triggered Sphere Entertainment’s latest move? Sphere Entertainment (SPHR) drew fresh attention after Guggenheim responded to strong quarterly results and the Sphere Experience’s Wizard of Oz performance, alongside a packed Las Vegas event schedule, with more optimistic revenue and operating income assumptions. See our latest analysis for Sphere Entertainment. Sphere Entertainment’s recent 6.18% 1 day share price return and 19.15% 7 day share price return, taking the stock to US$127.22,...
Health Ministry reveals wartime preparations in Eilat, Dead Sea amid tense security situation
An internal document from the Ministry of Health reveals the depth of the preparations, which include increasing the number of teams operating around the clock and the number of intensive care units. ...
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...
A Look At Live Nation Entertainment (LYV) Valuation As Concerts Hit Records And Global Expansion Accelerates
Why Live Nation’s 2025 milestones have investors’ attention Live Nation Entertainment (LYV) is back in focus after reporting record adjusted operating income in its Concerts segment for 2025, hosting 159 million fans and outlining new venue openings across Latin America, Europe, and the U.S. See our latest analysis for Live Nation Entertainment. Live Nation’s latest results arrive after a 7.11% 90 day share price return and a 13.35% 1 year total shareholder return, which build on a very large...
NYC Health + Hospitals/Woodhull Appoints Clifford Miller as Chief Operating Officer - NYC Health + Hospitals
NYC Health + Hospitals/Woodhull is proud to announce the appointment of Clifford Miller as its new Chief Operating Officer (COO). With nearly three
Santa Cruz County business filings: Week of March 31
Businesses operating in Santa Cruz County must register with the county clerk. Lookout Santa Cruz reviews the public filings from local businesses to report on new businesses starting in the area.
JetBlue hikes checked bag fees, citing rising operating costs
JetBlue said it hiked fees for "optional services" like checked baggage due to "rising operating costs," as the cost of jet fuel rises.
PAVmed Provides Business Update and Reports Fourth Quarter and Full Year 2025 Financial Results
/PRNewswire/ -- PAVmed Inc. (NASDAQ: PAVM) ("PAVmed" or the "Company"), a diversified commercial-stage medical technology company, operating in the medical...
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...
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Marathon has sold 1.2M copies across Steam, PS5, and Xbox
Alinea Analytics estimates show that Marathon has generated gross revenues of $55M via 1.2M copies sold on Steam, PS5, and Xbox: Looking at the split between Steam, PS5, and Xbox, Steam is clearly the main platform for Marathon, accounting for a little under 70% of the audience (800K copies sold). Meanwhile, PS5 takes about 19% (217K) and Xbox (including console, PC, and cloud) accounts for a bit over 11% or 133K. Marathon is technically a first-party Sony title, so seeing the home console struggle to break 20% of the volume is a notable data point for the ongoing platform-agnostic debate. PlayStation Studios online games will almost certainly continue being multiplatform (despite Sony reportedly pulling back on PC releases). Subscribe for free to get the most accurate games estimates in your inbox twice a week 🫶 Subscribe As for Marathon, the consensus among hardcore players who pushed through the awkward onboarding phase – myself included – is that it’s fantastic. The gunplay, aesthetic, and presentation are among the best in the shooter genre. A great game doesn’t always equal an immediate hit, though, as shown by our estimates. Things are looking lukewarm right now. But this might be one of those marathon-not-a-sprint situations. Had to, didn’t I? Why wasn’t Marathon a hit on the same level as Arc Raiders? One topic that came up in a lot of conversations at GDC this year was why Marathon hasn’t hit the same stratosphere as Arc Raiders. On paper, they’re both extraction shooters, and Marathon has the Bungie pedigree – the house that built the gold standard for gunplay in Halo and Destiny. Marathon’s neon-futuristic aesthetic also distinguishes itself from the gritty realism of Tarkov or the post-apocalyptic hope of ARC Raiders. But vibes can only get you so far for first impressions if the onboarding feels like a brick wall. Marathon is a sweaty PvP-focused experience with a first-time user experience and UI that I can only describe as dreadful. Players are dropped into a complex ecosystem where the UI, though visually striking, is functionally uninformative, forcing users to manually hover over nondescript, identical icons just to identify basic gear or weapon mods. This lack of clarity is compounded by punishing mechanics like a severe heat gauge for movement and a scarcity of vital resources, all without a clear tutorial or a low-stakes mode to learn the ropes. Most people – even top streamers and veteran shooter players – have no idea what’s going on in Marathon at first. Arc is on the complete other end of the spectrum. As we covered here and here, Arc Raiders offers a more collaborative, approachable loop where players often work together toward shared goals. And the objectives are instantly clear. To many players, this contrast only emphasised Marathon’s issues, especially during the testing period. Players understand the Arc Raiders loop within 30 minutes, while Marathon acts as a massive filter, chewing up newcomers and spitting them out before they can experience the depth of Bungie’s signature gunplay. What I’m getting at here is that the poor first-time user experience of Marathon’s Server Slam likely stifled launch sales, while the opposite was true for Arc. Let’s look at the pre-launch copies sold for each game during their respective Server Slams (launch-aligned) : Looking at the trajectory: Arc Raiders saw a massive 80% jump in copies sold during its three-day Server Slam (day -13 to -11). Players jumped in, realised the water was fine, and immediately opened their wallets. Marathon, meanwhile, saw a 49% increase in the four days following its Slam (Day -7 to -3). At the time of each game’s respective launch, Arc Raiders had nearly double the Steam footprint of Marathon – and word of mouth only continued to grow. Bungie could have had more time to fix the onboarding process had the beta happened earlier. But Marathon launched three days after the beta finished. These factors limited the launch sales quite a bit, I reckon. Marathon has found a niche audience, though Despite the friction-heavy start, the data suggests that those who survived Marathon’s onboarding are loving life. We’ve been tracking cross-platform DAUs, and while there’s the expected post-launch leakage, many players are sticking with it. After peaking at 478K total DAUs on its first Saturday, Marathon has settled into a respectable rhythm, holding 345K DAUs as of yesterday and averaging 380K DAUs across the weekend. Steam continues to do the heavy lifting here, consistently accounting for the lion’s share of the daily players. Players have been putting in the hours, too: On Steam, Marathon’s average playtime has climbed to 27.8 hours, significantly outpacing the console averages on PS5 (16.5h) and Xbox (17.3h). Even more telling than the averages: 22% of the Steam audience has surged past the 50-hour mark, and nearly 7% have already logged over 100 hours. Subscribe for free to get the most accurate games estimates in your inbox twice a week 🫶 Subscribe This data suggests that once the Bungie magic clicks, it hooks players deeper than the average extraction shooter. There’s also started to be a shift in the game’s discourse. Marathon launched as one of those games that’s cool to hate. But as Marathon’s 100-hour club grows, we’re seeing conversations around its mechanical merit outweigh the negativity. Several high-profile creators, who were initially vocal critics, have spent the last week coming around on the mechanical depth of the endgame. It’s a subtle but positive signal; the hate train is losing steam, and a new narrative about the game is emerging. Bungie faithfuls unite Another interesting metric in Marathon’s first few weeks is who, exactly, is playing. Bungie leans heavily on its prestige as the “makers of Halo and Destiny,” in its marketing, and that message has clearly hit the mark. On Steam, the gravity (hammer) of Bungie’s previous work is unavoidable. A staggering 78.2% of Marathon players also played Destiny 2. The trend carries across other platforms, with 74.2% of PS5 players and 82.7% of Xbox players also having played Destiny 2. The Halo legacy lives on, it seems. More on that in a bit. While Destiny 2 went free to play, these numbers still represent a high-intent migration of a fanbase that trusts Bungie’s specific brand of kinetic gunplay and cryptic world-building. The Xbox data adds another layer of legacy. About 85.7% of Marathon players on Xbox have played Halo Infinite, while over half of the Steam audience has spent time in Halo Infinite and 36.1% in the Master Chief Collection (a paid collection of the old Bungie-made legacy games). Interestingly, we see a 55.9% overlap with ARC Raiders on Steam. Overlap is even higher there on PlayStation (60.5%) and Xbox (66.5%). And there’s also significant crossover with Helldivers 2 on all platforms, too. Subscribe for free to get the most accurate games estimates in your inbox twice a week 🫶 Subscribe Bungie has found some of its fans with Marathon, and the challenge now is keeping this engaged in a high-stakes PvP environment when they’ve spent the last decade primarily enjoying the power fantasies of PvE. On that note… Go the full 26 miles? Or cut and run? Time for some could’ve, should’ve, would’ve. These things would have improved Marathon’s performance at launch: A more robust onboarding process, perhaps in the form of a short single-player/PvE campaign. We know Bungie fans love this stuff. A traditional arena-based mode akin to Destiny’s Crucible could have been a bridge for the cautious players who’d have been otherwise deterred by the Server Slam. It’s also a great palate cleanser after getting merked. Introducing a dedicated PvE environment would have similarly diversified the conversation and lowered the barrier for the Bungie faithful who found the pure PvP extraction loop too abrasive. PvE is safer than PvP these days. There’s an argument that a thin PvE mode would have just felt like a budget Destiny, potentially hurting the brand more. But given how dire the FTUE is, I think it would have been a net positive. Any kind of tutorialised loop that demystifies the stakes, really. While there is merit in a studio sticking firmly to a singular creative vision, and going all in on the hardcore extraction loop. Less forgiving is the technical reality is that the user interface and first-time user experience (FTUE) were not at a commercial standard for launch. Subscribe for free to get the most accurate games estimates in your inbox twice a week 🫶 Subscribe In a landscape where player time is oversaturated and the most contested currency, a flawed FTUE is a critical failure point. But it’s not all doom and gloom, as Marathon has an incredible, unique gameplay loop, suggesting that financial success is still attainable if Bungie can pivot effectively. Bungie and PlayStation now face a difficult strategic crossroads, though – one within a challenging games market. They could: Double down on Marathon with a long-term Rainbow Six Siege- or No Man’s Sky-style recovery plan, which is something I heard Last Stand Media’s Chris Maldonado mention last week. While this could be a sunk-cost fallacy in action, it could eventually yield the audience the game’s mechanical depth deserves. Shift focus toward the inevitable Destiny 3 or another project, mitigating the escalating opportunity cost and cutting their losses, so to speak. Doing both is an expensive proposition, given the high overhead and burn rate of operating out of Bellevue, Washington. With Sony recently demonstrating a lower threshold for underperforming studios and projects, the margin for error has vanished. Whatever happens, the next six months will determine whether Marathon becomes a cornerstone of Sony’s live-service portfolio or a cautionary tale of vision exceeding accessibility. I’m hoping it’s the former, because Marathon rocks. As always, hit subscribe to get updates on Marathon and other relevant games. Subscribe Want to get your hands on our data for yourself – for free? We’re offering a free trial of our platform for games companies. Send us a message here, or reply to this email, and we’ll set you up. The last word Reply to this email – or reach out here – if you have any feedback for the newsletter – or want to request a game for us to cover. [Alinea Analytics boasts the most accurate PC and console estimates in the business. Game makers use our platform to understand their audience, keep an eye on the competition, monitor sales trends, and spot new opportunities. We equip game studios and financial institutions with accurate data and the confidence to make smarter, data-driven decisions. Want to talk about all things games market data? We’d love to chat!]
Losses triple for Highmark Health in 2025: ‘We’re still in the middle of the storm’
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Microsoft Plans Better Windows 11 RAM Management and a Smoother User Experience
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Urgent Apple warning: Update your iPhone, iPad now
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Core operating profit rises 4% as net profit holds steady, with full-year dividend maintained at HK35 cents
March 22, 2026 -- The Hong Kong and China Gas Company Limited (stock code: 0003, hereinafter referred to as “the Group”) has announced its 2025 ...
Health system operating in full emergency mode following Iranian missile impacts in south
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Douglas County Health Department clears Holiday Inn to reopen water park
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Madison County considers rezoning along scenic byway near Marshall
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Cash Crunch Drives Nigerian Power Producers Out of Business
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Arizona Charges Kalshi With Operating Illegal Gambling Business
Arizona said it filed criminal charges against Kalshi for operating an illegal gambling business in the state.
Kalshi charged criminally in Arizona for operating illegal gambling business
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Washington Spirit Named Finalist for Sports Business Journal’s 2026 Sports Team of the Year
Washington, D.C. (03/17/2025) – The Washington Spirit has been named one of seven finalists for Sports Business Journal’s 2026 Sports Team of the Year Award, marking the first time the organization has been a nominee for the illustrious annual award. Sports Team of the Year honors a best-in-class organization that demonstrates excellence, influence, innovation and creativity in the business practices of operating a sports franchise across all […]
Washington Spirit Named Finalist for Sports Business Journal’s 2026 Sports Team of the Year
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Pair accused of operating fake contracting businesses in Lower Merion Township
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University of Florida Penalizes GOP Group Over Antisemitism Accusations
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Volvo Construction Equipment announces closure of Rokbak business
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The Top Voices Launches Tech Impact Awards for Small and Medium Businesses Operating in the European B2B Market
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iOS 27 likely won't include any major changes to Liquid Glass: report
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UofL to permanently close Rauch Planetarium and Gheens Science Hall, citing cost to reopen
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Sports bar along New Bern Avenue in Raleigh loses permits after multiple shootings
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Apple’s Foldable iPhone to Feature iPad-Like Interface When Opened
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Joseph L. Moore on Why Minority-Owned Businesses Need Trusted Risk Advisors as Growth Expands Across the U.S. Middle Market
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The Shadow Docket Thing Is Bumming Me Out
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Santa Cruz County business filings: Week of March 10
Businesses operating in Santa Cruz County must register with the county clerk. Lookout Santa Cruz reviews the public filings from local businesses to report on new businesses starting in the area.
The “Last Mile” Problem Slowing AI Transformation
Few companies have been able to fundamentally change their operating and business models around AI. The primary obstacle to progress is rarely model quality or data availability, but rather the “last mile” of transformation where technical capability must meet organizational design. There are seven frictions that contribute to this problem: proliferation of pilots, the productivity gap, process debt, the identity problem of tribal knowledge, agentic governance, architectural complexity, and the efficiency trap. To overcome these, companies need to focus on clean-sheet process redesign, strategically capturing knowledge, and managing their new digital workforce.
US state laws push age checks into the operating system
: Bad legislation, but an especially big headache for FOSS
Carbon emissions now more than double the planetary boundary, analysis finds
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California’s Problematic Attempt To Add Age-Verification To Software
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Letter: Moore and Ristow demand higher travel and entertainment budgets to attend conferences | Los Gatan
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Fort Worth bar owners arrested, business cited for illegally operating as a sexually-oriented business
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Apple Releases macOS Tahoe 26.3.1 With Support for Studio Display and Studio Display XDR
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Several Fuel Suppliers in U.A.E. Effectively Close for Business
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Windows 12 release date in 2026 possible, with AI features that may force CPU upgrades
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Data centers fuel $1 billion in Wisconsin business growth, but some question long-term impact
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Jon Rahm fires wild extortion accusation at DP World Tour
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Dana Armagno | Notable Women in Law 2026
Dana Armagno, Operating shareholder at Vedder Price, is one of Crain's Chicago Notable Women in Law 2026.
Berkshire Hathaway reports drop in quarterly profit on insurance operations weakness
Berkshire Hathaway, which wrapped up its final year under Warren Buffett’s leadership, reported Saturday that operating earnings for the fourth quarter totaled $10.2 billion, down 29.8% from last year, on weakness from its insurance business.
Heli-Skiing in California Seemed Like a Pipe Dream. Then These Two Guys Showed Up.
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argenx Reports Full Year 2025 Financial Results and Provides Fourth Quarter Business Update
$1.3 billion in fourth quarter and $4.2 billion in full year global product net sales, representing 90% year‑over‑year growth Delivered $1.1 billion in operating income in 2025, marking first year of operating profitability VYVGART MG label expansion supported by positive ADAPT SERON and OCULUS results; PDUFA target action date of May 10, 2026 for anti‑AChR antibody‑negative (“seronegative”) gMG Management to host conference call today at 2:30 PM CET (8:30 AM ET) February 26, 2026 7:00 AM CET Am
Hall among leaders honored with West Virginia Leadership Business awards
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GVA Files Rule 202 Petition Against Bryan Kastleman Over Alleged Defamation, Business Interference
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Temple Health reported a $50.5 million operating loss in the first half of fiscal 2026
Temple attributed some of the losses to costs related to the opening of Temple Women & Families Hospital in September.
Merck Evolves Human Health Operating Structure to Support Portfolio Execution
Merck Evolves Human Health Operating Structure to Support Portfolio Execution
Merck Evolves Human Health Operating Structure to Support Portfolio Execution
RAHWAY, N.J., February 23, 2026--Merck Evolves Human Health Operating Structure to Support Portfolio Execution
PRET for impact: Advancing pandemic preparedness in the Democratic People’s Republic of Korea
IN THE SPOTLIGHT PRET for impact: Advancing pandemic preparedness in the Democratic People’s Republic of KoreaThe Democratic People’s Republic of Korea (DPR Korea) is making significant progress in strengthening pandemic preparedness, with dedicated support from the WHO South‑East Asia Regional Office (SEARO) and the Pandemic Influenza Preparedness (PIP) Partnership Contribution (PC).Aligned with the WHO Global Influenza Strategy and the Pandemic Influenza Preparedness (PIP) Framework Partnership Contribution High‑Level Implementation Plan III (2024–2030), the country is strengthening its capacity to prepare for and respond to influenza and other respiratory threats. In early 2025, a core team from the Ministry of Public Health of the Democratic People’s Republic of Korea (DPRK) participated in a two‑day virtual workshop, which included a mini‑simulation exercise. The workshop was organized by WHO SEARO in collaboration with the Preparedness and Resilience for Emerging Threats (PRET) Secretariat at WHO headquarters and the WHO Country Office for the DPRK. Read more A REGIONAL CONSULTATION GUIDES WHO SEARO IN DEVELOPING A ROADMAP FOR IMPLEMENTING THE PREPPAREDNESS AND RESILIENCE FOR EMERGING THREATS (PRET) INITIATIVE BASED RESPIRATORY PATHOGEN PANDEMIC PREPAREDNESSInfluenza and other respiratory pathogens with pandemic potential continue to pose major public health risks globally. To strengthen regional preparedness and response, Member States of the WHO South‑East Asia Region (SEAR) convened in Colombo, Sri Lanka, to review and provide input on the draft Roadmap and Action Framework for Broad Respiratory Pathogen Pandemic Planning (2026–2031). Supported through the Pandemic Influenza Preparedness (PIP) Partnership Contribution (PC) funds, the proposed roadmap aims to advance robust, integrated preparedness and response capacities for influenza and other respiratory threats across SEAR. This work is aligned with the Preparedness and Resilience for Emerging Threats (PRET) initiative and the SEAR Strategic Roadmap on Health Security and Health System Resilience for Emergencies Read moreSRI LANKA’S USE OF ANTIVIRALS TO REDUCE THE SEASONAL INFLUENZA BURDEN Sri Lanka is strengthening its influenza response by placing greater emphasis on rapid testing, timely treatment, and integration with maternal health services. With support from WHO, the country is building a stronger evidence base on the burden of influenza and the value of vaccination, advancing a holistic approach to protect vulnerable populations and enhance pandemic preparedness. To reduce hospitalizations and deaths from seasonal influenza, Sri Lanka is taking proactive steps to expand access to rapid diagnostic testing and ensure prompt initiation of treatment. National clinical guidelines recommend the use of oseltamivir for individuals at high risk of complications, helping prevent severe illness and shorten the duration of infection. This strategy not only saves lives but also supports local pharmaceutical production, contributing to a reliable supply of antivirals for both seasonal outbreaks and future pandemics.Read moreBHUTAN BOOSTS PANDEMIC INFLUENZA READINESS WITH PANDEMIC INFLUENZA PREPAREDNESS FRAMEWORK PARTNERSHIP CONTRIBUTION SUPPORTED TRAINING AND SIMULATIONSOriginally developed in 2012, the National Influenza Pandemic Preparedness and Response Plan (NIPPRP) has long served as Bhutan’s central framework for managing influenza threats. In 2024, the plan underwent a comprehensive update to reflect evolving global and regional guidance, lessons learned from the COVID‑19 pandemic, and new capacities developed under the PIP Framework. The revised NIPPRP is now more clearly aligned with Bhutan’s broader emergency and disaster risk management structures, ensuring a coordinated, whole‑of‑government approach to pandemic response. As part of efforts to strengthen national pandemic preparedness, Bhutan conducted three national‑level training sessions followed by simulation exercises on influenza pandemic preparedness and response at five sentinel hospitals between April and May 2025, with support from the PIP Partnership Contribution (PC). These activities brought together more than 140 health professionals and key partners from across the country, with a focus on operationalizing the updated NIPPRP and enhancing readiness at key frontline facilities. Read moreSTRENGTHENING INFLUENZA SURVEILLANCE: WHO BRINGS TOGETHER INFLUENZA EXPERTS FROM SOUTH-EAST ASIA AND WESTERN PACIFIC REGIONSThe World Health Organization (WHO) convened the 18th Bi‑regional Meeting of National Influenza Centres (NICs) and Influenza Surveillance for the WHO South‑East Asia and Western Pacific Regions from 9–11 September 2025. Hosted by the WHO South‑East Asia Regional Office (SEARO), the meeting brought together representatives from Member States, Territories, and Areas across both regions, alongside experts from the WHO Collaborating Centres for Reference and Research on Influenza in Australia and Japan, the WHO Collaborating Centre for Studies on the Ecology of Influenza in Animals in the United States, quadripartite partners (WOAH and FAO), and other technical counterparts. The consultation provided a platform to review progress, share experiences, and outline priorities for strengthening influenza and respiratory pathogen surveillance across the two WHO regions.Read moreNETWORKS AND TECHNICAL PARTNERSHIPSSTRENGTHENING PANDEMIC READINES: SOUTH-EAST ASIA ADVANCES UNITY STUDIES UNDER THE PANDEMIC INFLUENZA PREPAREDNESS INITIATIVEThe WHO Global Influenza Surveillance and Response System (GISRS) Investigations & Studies initiative, also known as Unity Studies, provides a standardized, globally coordinated framework to support these efforts. Originally developed for influenza and adapted during COVID-19, Unity Studies enable countries to conduct rapid, nationally led investigations and studies to assess transmissibility, severity, susceptibility, and intervention effectiveness. To better prepare for future influenza pandemics, WHO has recently launched a network of sites which will be ready to conduct these investigations and studies rapidly in the event of a pandemic, or epidemic of an emerging or re-emerging respiratory pathogen. The WHO South-East Asia Region now hosts six sites of WHO GISRS Unity Studies across the five countries including Sri Lanka, strengthening regional capacity for early pandemic investigations. From 13–16 July 2025 in Colombo, the Global Public Health Summit offered an opportunity to advance this agenda. Read moreSTRENGTHENING PANDEMIC PREPAREDNESS THROUGH UNITY STUDIES: REAL-WORLD APPLICATIONS FROM INDIA IN WHO’S SOUTH-EAST ASIA REGION As countries continue to strengthen their pandemic preparedness through investments in resilient health systems during the interpandemic period, the World Health Organization’s (WHO) Global Influenza Surveillance and Response System (GISRS) Investigations & Studies Global Initiative, Global Initiative, commonly known as Unity Studies, remains a vital framework for respiratory pathogen pandemic preparedness. These standardized epidemiological protocols enable countries to rapidly generate high‑quality data on transmissibility, infection severity, population immunity, and the effectiveness of public health interventions. To highlight how Unity Studies protocols are being adapted and applied in national settings, WHO Headquarters, together with WHO Regional Offices, including the WHO South‑East Asia Regional Office (SEARO), hosted a global webinar. The session showcased case studies from India and the United Kingdom (UK), demonstrating innovative approaches to respiratory virus surveillance and pandemic readiness. Read moreSTRENGTHENING REGIONAL INFLUENZA SURVEILLANCE AND PREPAREDNESS: WHO SEARO HOSTS HIGH-LEVEL WEBINAR AMID RISING H5 THREATS In response to the increasing detection of avian influenza A(H5) cases in humans globally and within the WHO South‑East Asia Region, the WHO Regional Office for South‑East Asia (SEARO) convened a regional webinar on 25 July 2025 to review preparedness mechanisms, strengthen surveillance pathways, and promote timely reporting of unusual respiratory events. The virtual session brought together more than 50 participants from Ministries of Health, National Influenza Centres (NICs), National IHR Focal Points (NFPs), WHO Headquarters, WHO Country Offices across the Region, and WHO Collaborating Centres (CCs) for influenza. The webinar provided an opportunity to share situational updates, discuss surveillance gaps, and reinforce coordination mechanisms critical for early detection and rapid response to avian influenza threats. Read moreOther Key PIP Updates (July-December 2025)MEMBER STATES:Bangladesh drafted and conducted a series of Core Group Meetings in 2025 to review and update the National Pandemic Preparedness and Response Plan for Respiratory Pathogens. In addition, the country carried out Rapid Response Team (RRT) trainings on seasonal and avian influenza and other re‑emerging infectious diseases. Bangladesh also updated its epidemiological data‑training programme for physicians at sentinel surveillance sites, using a revised epidemiological data‑collection tool.Bhutan revised and updated its National Influenza Pandemic Preparedness and Response Plan (NIPPRP) in 2025 and developed a national Standard Operating Procedure (SOP) for influenza outbreak management. DPR Korea conducted a nationwide simulation exercise in July 2025 to support the update of its National Influenza Pandemic Preparedness Plan (2019). This followed a PRET‑based virtual orientation and mini‑simulation exercise held in May 2025 by SEARO and the WHO PRET Secretariat. The comprehensive exercise, conducted across central and provincial levels, assessed strengths and gaps in pandemic influenza preparedness and response. The feedback gathered has been incorporated into the revised draft plan to address identified weaknesses and strengthen overall readiness.India conducted a targeted nationwide online re‑orientation training on review and updates to the influenza portal for all State Surveillance Officers (SSOs) and relevant officials using the Integrated Health Information Platform (IHIP). The training emphasized correct marking and reporting of influenza samples as “unsubtypable” or “not subtyped” where applicable, to ensure accurate national surveillance.Maldives conducted simulation exercises in three atolls based on its existing National Pandemic Preparedness and Response Plan (NPPRP). The country plans to conduct similar exercises in three additional atolls after updating the NPPRP in 2026. In addition, Maldives conducted training on FluID and FluMart as part of a broader data‑management training package for Ministry of Health and Health Protection Agency officials, aimed at improving routine reporting to WHO platforms and the DHIS2 system.In Myanmar, technical support was provided to the National Influenza Centre (NIC) through dedicated human‑resource support (January–December 2025) to sustain data management and laboratory detection capacity for influenza and other emerging and re‑emerging respiratory viruses. This support also included strengthening genomic sequencing capacity.Nepal conducted a consultative workshop on the National Pandemic Preparedness and Response Plan (NPPRP) in July 2025. The workshop engaged key stakeholders from multiple sectors to review lessons from past pandemic responses, assess current mechanisms, and gather critical inputs for strengthening national preparedness. Key recommendations included revising the 2019 NPPRP and developing an updated Influenza Pandemic Preparedness Plan aligned with emerging risks, national priorities, and relevant international frameworks. Nepal also held a two day workshop dedicated to advancing the National Action Plan for Genomic Surveillance, aimed at reinforcing the country’s capacities for early detection and monitoring of emerging respiratory pathogens.Sri Lanka received the final report from WHO on the feasibility assessment for conducting an Influenza Burden of Disease (BoD) study in the country. The assessment, conducted from 28 April to 9 May 2025, included a desk review of existing data sources, document review, visits to sentinel surveillance sites, and key informant interviews. The study identified critical data sources required for a future BoD assessment, as well as their availability and quality. Officials from the Epidemiology Unit, the National Influenza Centre (NIC), and SARI/ILI sentinel hospitals across the country participated in the assessment.Timor Leste conducted on‑the‑job training and monitoring activities at two sentinel surveillance sites to strengthen surveillance and laboratory capacity for the detection of SARI, ILI, ARI, and other respiratory infections. REGIONAL OFFICE:SEARO conducted a Member States Consultation on the first draft of the Regional Roadmap and Strategic Action Framework for implementing WHO’s PRET‑based broad respiratory pathogen pandemic planning for 2026–2031. The consultation took place on 29–30 October 2025 during the final two days of the Regional PIP PC Annual Review and PRET Meeting in Colombo, Sri Lanka. Participants included representatives from Member States, WHO Country Offices, WHO SEARO, WHO Headquarters, partner agencies, and invited multidisciplinary technical experts. They reviewed the draft and provided detailed feedback, which has since been incorporated into a revised version. The consultation helped shape a shared regional vision for robust, PRET‑aligned pandemic preparedness, building on country‑level progress, addressing existing gaps and challenges, and aligning with global and regional health security frameworks. The publication is planned for release during the SEAR regional committee in 2026.SEARO documented the evolution of the National Influenza Pandemic Preparedness Planning process in the Region, tracing its development from its origins as a planning tool for responding to avian influenza outbreaks in 2006, through the experiences of the 2009 and 2019 pandemics, to the current status. The document outlines the way forward for respiratory pathogen pandemic planning across all 10 SEAR countries, aligning future national plans with WHO’s PRET Framework for broad respiratory pathogen pandemic preparedness.The Infectious Hazard Management (IHM) Unit has drafted the WHO South‑East Asia Regional Guidance on Influenza Prevention and Control, aligned with the Global Influenza Strategy and other regional initiatives. The draft is currently under review. Although this technical product was developed in response to a request from the Ministry of Public Health of the Democratic People’s Republic of Korea (MoPH‑DPRK), SEARO is finalizing it for use not only in DPRK but also across all Member States in the Region.The Immunization and Vaccine Development (IVD) Unit, in collaboration with WHE/SEARO, completed a regional landscape analysis on key barriers, challenges, and opportunities for the introduction of seasonal influenza vaccination in WHO South‑East Asia Regional (SEAR) countries.Additionally, the Immunization and Vaccine Development (IVD) Unit has completed a regional landscape analysis of influenza vaccine procurement systems across the WHO South‑East Asia Region (SEAR).KEY MEETINGS AND PUBLICATIONSMEETINGS:Six-month progress review of the implementation of the PIP-PC workplans in SEAR, focusing on Outputs 1 and 2 for the period January to June 2025, and held virtually across three sessions on 4, 8, and 10 July 2025. Read moreAnnual Regional Meeting (Hybrid) on Pandemic Influenza Preparedness (PIP) Partnership Contribution (PC) and WHO’s Preparedness and Resilience for Emerging Threats (PRET) Implementation in SEAR in Colombo, Sri Lanka, 27 to 30 October 2025. Read more18th Bi-regional Meeting (Virtual) of National Influenza Centres (NICs) and influenza surveillance in WHO South-East Asia and Western Pacific Regions from 9 to 11 September 2025. Read morePUBLICATIONSImplications of influenza A virus surveillance in Southeast Asian Region countries: a scoping review of approaches for the surveillance of swine influenza viruses at human-swine interfaces. Read moreAnnual South-East Asia regional meeting on operational planning for implementation of global influenza strategy and preparedness for respiratory viruses in 2025 Report on annual review meeting of implementation of pandemic influenza preparedness (PIP) partnership Contribution (PC) Fund in South-East Asia Region and the simulation exercise on PRET Status of influenza in who south-East Asia Region
Married L.A. County couple charged with operating large-scale sex services business
A married couple in Los Angeles County was arrested and charged with allegedly owning and operating a large-scale online sex services business. The suspects were identified as Kebin Dong, 38, and W…
Live Nation Entertainment Full Year And Fourth Quarter 2025 Results
In 2025, the bond between artists and their global fan bases reached new heights, fueling another year of double-digit growth. As artists continue to unlock untapped markets and headline the world’s most iconic stadiums, we’ve built momentum that carries us into a record-breaking 2026. We’re not just building venues; we’re crafting world-class stages designed to elevate the artist’s vision and their connection to fans. By strategically expanding our global footprint and investing in premium, upgraded infrastructure, we provide the canvas for career-defining performances. This investment doesn’t just drive ticket sales—it revitalizes local economies and cements our venues as cultural anchors. With a deep pipeline of large-scale shows and ticket demand continuing its ascent, we are positioned for another year of double-digit operating income and AOI growth in 2026. Our commitment to being the ultimate partner for artists ensures we are set to compound this double-digit growth for years to come. – Michael Rapino, President and CEO
Daniel Miller
Daniel Miller is a reporter at POLITICO covering the intersection of entertainment, media, sports, technology and politics.Part of POLITICO’s California team since 2026, he examines how Hollywood and Southern California function as engines of political power. Daniel also covers the rainmakers, dealmakers and cultural figures who shape policy debates, elections and public life far beyond the state’s borders.Daniel previously spent 13 years at the Los Angeles Times, most recently as an enterprise reporter in the newspaper’s Metro department, where he worked on investigations and features. He wrote about allegations of sexual misconduct at L.A.’s Magic Castle, chronicled the cratering ventures of a celebrity vegan chef and detailed themystery of a missing million-dollar pocket watch once owned by J.P. Morgan. In 2019, he wrote, reported and hosted "Larger Than Life," an award-winning podcast about the life of an enigmatic L.A. street racer.He previously covered the business of entertainment for The Times, examining the fraught political ties between the Walt Disney Co. and the city of Anaheim, probing the world of second-tier talent agents operating on Hollywood’s fringes and uncovering allegations involving several #MeToo figures.Daniel was named Journalist of the Year at the 2015 National Arts & Entertainment Journalism Awards and, a year later, received the L.A. Press Club’s Entertainment Journalist of the Year award. He was also a finalist for the 2016 Loeb Awards for "Selling Stardom," a series on unscrupulous Hollywood operators. His narrative reporting has been honored by organizations including the Society for Features Journalism, the National Association of Black Journalists and the Motor Press Guild.Daniel began his career reporting in Southern California, writing for the Ventura County Star, the Los Angeles Business Journal and the Hollywood Reporter. He attended Beverly Hills High School and UCLA. He lives in Los Angeles.
Health Catalyst Appoints Ben Albert as Chief Executive Officer
Health Catalyst, Inc. (Nasdaq: HCAT) ("Health Catalyst" or the "Company"), a leading provider of data and analytics technology and services to healthcare organizations, today announced that Ben Albert, the Company's President and Chief Operating Officer (COO), was appointed to serve as Chief Executive Officer (CEO) and as a member of Health Catalyst's Board of Directors ( "Board"), effective February 12, 2026.
Some states push back on Trump recruiting local officers to aid immigration enforcement
Ten states — all led by Democrats — now have statewide policies prohibiting law enforcement officers from cooperating in one of the primary programs Trump is using to carry out his agenda of mass deportations.
HMAC announces closure, forced by dispute with city over unpaid entertainment taxes
Harrisburg Midtown Art Center announced its closure on Tuesday, stating it couldn’t procure essential operating licenses from the city after failing to pay its entertainment taxes. “We acknowledge that entertainment tax is owed,” HMAC, which initially opened in 2009, wrote on Facebook. The venue has already been effectively closed for the past two weeks, according […]
iOS 27 'Rave' Update to Clean Up Code, Could Boost Battery Life
Apple's iOS 27 update will prioritize cleaning up the operating system's internals, with engineers making changes that could result in better battery life, according to Bloomberg's Mark Gurman. The effort is said to be similar to what Apple did with its Snow Leopard Mac update years ago, and will involve removing old code, rewriting existing features, and subtly upgrading apps to improve performance. The result should hopefully be a "snappier, more responsive" OS, says Gurman.
Law enforcement officers shouldn’t wear masks
Should police wear masks? Denver’s City Council thinks no — and is even trying to outlaw it for federal agents operating in the city (because if there’s one thing municipal governments do well, it’s bossing around Washington). Like so many issues where people quickly polarize to one extreme or the other, this issue is nuanced. […]
Google sets accelerated Android 17 release schedule
Besides replacing Developer Previews, the Android 17 Beta cycle is operating on a faster release schedule.
Senate approves bill to protect business franchisees' religious beliefs, operating days
It prohibits a franchisor from requiring existing franchisees with sincerely held religious beliefs to operate on religious days. There are a few exceptions, including when an original franchise agreement required operation on a religious day.
NFL Picks Tiger Woods’ TMRW Sports to Lead Flag Football Ops
The NFL has tapped TMRW Sports to be the operating partner in a league-supported pro flag football circuit, the latest in the NFL's flag push.
AppLovin: When High Quality Businesses Go On Sale, Buy Aggressively (Upgrade)
AppLovin Corporation is upgraded to Strong Buy due to robust operating performance and AI-driven growth. Learn more about APP stock here.
Birmingham Detroit Country Day to join Catholic League in 2026-27
Birmingham Detroit Country Day will join the Catholic High School League in the 2026-27 school year after operating as an independent.
Y Combinator CEO Garry Tan launches dark-money group to influence California politics
The Y Combinator CEO announced "Garry's List," a new big-money group spending and operating in races across the state.
Mars' 'young' volcanoes prove more complex than scientists once thought
What appears to be a single volcanic eruption is often the result of complex processes operating deep beneath the surface, where magma moves, evolves, and changes over long periods of time. To fully understand ...
Embark Studios Is Encouraging Cooperation in ARC Raiders With New Shared Watch Event
Embark Studios launches ARC Raiders’ Shared Watch Event, rewarding players for cooperating against the ARC with cosmetics, tokens, and event progression.
BUSINESS MONDAY: Spotlight on Berkshire Roll-Off—A Family Business Operating Out of Lenox Dale
The small, independent company provides waste management collection and disposal services for residential and commercial customers throughout the county.
Doulas County Health Department warns businesses of shutdown for unrenewed permits
The Douglas County Health Department is warning restaurants of closure for locations that have not renewed their food and drink operating permits.
Judge orders Kalshi to cease its sports-betting business in Massachusetts
A court order barring the New York-based company from operating its sports-betting prediction market in Massachusetts went into effect on Friday.
International science cooperation must go on, say research leaders
Science leaders in Europe and Canada say international cooperation must go on amid geopolitical turmoil. At the same time, Europe and like-minded countries should continue to enhance and diversify international partnerships, a Science|Business conference hears. Hugh Brady, president of Imperial College London, told delegates that Europe’s response to the current geopolitical climate should be to “diversify in terms of research partnerships and build resilience and scale into our own system.”A first priority should be for the EU to sort out the scope of the upcoming European Competitiveness Fund and ensure that, together with the next iteration of Horizon Europe, it can drive the development and scale up of new technologies. The EU and the countries associated to the Horizon Europe programme represent “the world's most successful research innovation ecosystem,” Brady said. In order to mitigate the negative effects of shifting geopolitics, the EU together with the UK, Switzerland, Canada, South Korea and others should talk about “building resilience” and address their own “regional needs,” he added. Responding to TrumpUnder Donald Trump’s leadership, the US government has slashed science budgets and shut down international research programmes. Nearly 8,000 grants at the National Institutes of Health and the National Science Foundation have been frozen or terminated. Courts have overturned most of these cancellations, but the disruption caused remains significant. While Europe may persuade a few thousand disgruntled scientists to move across the ocean to work on topics that have been de-funded in the US, it’s unclear what should happen next with transatlantic scientific cooperation more broadly.“Now is the time for us to show [US researchers] our support as much as we can,” Brady said.The European Research Council (ERC), the EU’s basic science funder, has seen a surge in applicants from the US. According its latest data, US-based researchers submitted 347 proposals to the last three big funding rounds, up from 158 in the previous set of calls. The European Commission has also launched a €22.5 million pilot call in 2025 for the Marie Skłodowska Curie Actions, the EU’s researcher training scheme. It plans to extend this support with a €51.25 million call in 2027 as part of the Choose Europe initiative, which is intended to make the continent a more attractive place to pursue a career in research. Related articlesData corner: US researchers are choosing EuropeEU-India deal highlights growing alignment on technology policyMeanwhile, in the private non-profit sector, the Volkswagen Foundation is experimenting with a new type of grant that would allow US researchers to split their time between the US and Germany. While these schemes are useful, Europe should not bet on an exodus of scientists from the US. “The idea that we might all see them flocking over to Europe is naïve and counterproductive,” said Maria Leptin, president of the ERC, also speaking at the Science|Business conference on February 5. “We need research in the US to be as healthy as possible. I really admire those who are staying there with a will to fight and an optimism that the world will turn into a better place again,” Leptin said. Preserving dataDespite political disruption, academics have found ways to continue cooperating and sharing research data. Leslie Weir, president of the International Federation of Library Associations and Institutions and Canada’s national librarian, said the US cuts have raised concerns about research data security, after ideologically sensitive databases were limited or deleted by the Trump administration. But international organisations teamed up to ensure that the data is not lost. “It's interesting to see that researchers and libraries across North America are collaborating to make sure that data at risk is duplicated elsewhere outside [the US],” Weir said.
Sony Pictures Entertainment Posts 12% Quarterly Revenue Decline
Sony Pictures Entertainment Feb. 4 reported a 12% third-quarter (ended Dec. 31, 2025) revenue decline to under $2.3 billion compared with revenue of more than $2.6 billion in the previous-year period. Operating income dropped more than 11% to $197 million from operating income of $223 million. The top-grossing movie in the current quarter included Chainsaw … Continue reading "Sony Pictures Entertainment Posts 12% Quarterly Revenue Decline"
Cardinal Health Reports Second Quarter Fiscal Year 2026 Results and Raises Outlook
Revenue increased 19% to $65.6 billion GAAP1 operating earnings increased 29% to $707 million; GAAP diluted EPS increased 19% to $1.97 Non-GAAP operating earnings increased 38% to $877 million;...
How Cost Pressures And Loan Constraints Are Reshaping Small Business Decisions
Rising operating costs and tighter access to small business loans are reshaping how owners make decisions in 2025.
Accel Entertainment announces management changes
Distributed-gaming operator Accel Entertainment announced Monday that founder and CEO Andy Rubenstein has been named chairman of the company’s Board of Directors, while Accel’s President of U.S. Gaming Mark Phelan has been appointed chief operating officer. Phelan will succeed Rubenstein as both
Disney’s Entertainment Profits Fall Despite Higher Streaming Results
Walt Disney Co. reported a sharp drop in profits from its entertainment segment for the December quarter, as lower profits from its TV networks offset better results from its streaming business. Profits from Disney’s sports segment, which includes ESPN, also fell. Overall Disney reported 5% higher revenue but 9% lower operating income. The company’s entertainment segment, which includes the
Scientists are hunting for a forbidden antimatter transformation
MACE is a next-generation experiment designed to catch muonium transforming into its antimatter twin, a process that would rewrite the rules of particle physics. The last search for this effect ended more than two decades ago, and MACE plans to leap far beyond it using cutting-edge beams, targets, and detectors. A discovery would point to entirely new forces or particles operating at extreme energy scales.
Intesa Sanpaolo presents its 2026–2029 Business Plan: scaling a proven model with sustainable profitability and strong capital returns
MILAN, Feb. 02, 2026 (GLOBE NEWSWIRE) -- Intesa Sanpaolo unveiled its 2026–2029 Business Plan, setting out a strategy built on businesses already in place, investments already made and a proven operating model. The Plan targets a sustainable ROE >20%, confirms the Group’s Zero-NPL profile and is underpinned by a technology- and fee-driven business model. It is designed to be delivered with no execution risk, supported by Intesa Sanpaolo’s long-standing ability to extract intragroup synergies. Ov
Las Vegas health center extends hours amid flu and respiratory virus surge
The Spring Valley ArchWell Health location in Las Vegas is extending its operating hours to include Saturdays from 9 a.m. to 1 p.m. through the end of March.Th
Milwaukee County's health insurance contract expired, and the county board didn't know about it
The county's legal counsel says operating without a contract is a "catastrophic risk" to county employees
Fertitta Entertainment names longtime executive as COO
Houston-based Fertitta Entertainment on Friday announced the appointment of Nicki Keenan as chief operating officer, where she will oversee the full scope of Landry’s nationwide operations, including its expansive portfolio
Attorney General Jeff Jackson Announces Health Care Fraud Conviction and Settlement
FOR IMMEDIATE RELEASE Friday, January 30, 2026 Contact: comms@ncdoj.gov RALEIGH – Today, Attorney General Jeff Jackson announced Kathy Briggs, co-owner of Neveah & Company, operating as Restorative Medical, was sentenced to 24 months in prison, followed by two years of supervised release, which includes 13 months of home confinement, and ordered to pay $2,483,855.72 in […]
Pitt launches $25M biomedical institute to bring space science from orbit to the operating room
The University of Pittsburgh officially launched a $25 million biomedical institute Thursday aimed at bridging human health on Earth and in space. The Trivedi Institute for Space and Global Biomedicine is one of the first dedicated institutes focused on applying insights from spaceflight to improve human health on Earth, according to Pitt.
Health Care Provider Consolidation
I. Issue Overview Ongoing consolidation among hospitals, physician practices, and other providers poses a serious challenge to the U.S. health care system—offering potential benefits to some but also with significant worrying impact on rising health care prices. Provider consolidation remains pronounced among both hospitals and physician practices. The share of hospitals operating independently declined from … Continued
Leak shows Google's new Aluminium OS in action for the first time
In screenshots and videos, we get a first peek at Google's new operating system that combines Android and ChromeOS.
FreshBooks 2025 Ontario Small Business Snapshot: Owners More Reserved Than U.S. Peers, but Most Say Their Businesses Are Stable
Ontario survey data shows lower optimism and higher interest-rate sensitivity than U.S. counterparts, while operating conditions stay steady for most businessesTORONTO, Jan. 28, 2026 (GLOBE NEWSWIRE) -- Ontario small business owners are entering 2026 with a more reserved outlook than their U.S. counterparts, reflected in lower economic optimism, softer financial sentiment, and greater sensitivity to interest rates, according to a new Ontario snapshot from FreshBooks’ 2025 State of Small Business
Zipps Sports Grill releases statement on federal raids
'WE ARE COOPERATING FULLY': One day after federal agents served more than a dozen search warrants at Zipps Sports Grill locations across the Valley, the company issued a response.
iPhone 5s Gets New Software Update 13 Years After Launch
Alongside iOS 26.2.1, Apple today released an updated version of iOS 12 for devices that are still running that operating system update, eight years after the software was first released. iOS 12.5.8 is available for the iPhone 5s and the iPhone 6, meaning Apple is continuing to support these devices for 13 and 12 years after launch, respectively. The iPhone 5s came out in September 2013, while the iPhone 6 launched in September 2014.
Trump strikes a positive tone on Tim Walz after phone call with the Minnesota governor
Trump's post marks a noticeable shift in the way he’s referred to Walz, whom he's repeatedly criticized for not cooperating with his administration.