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Bickley: Cardinals need Carson Beck on the field
In a 45-21 loss to the Lions on Sunday, the Cardinals continued their trend of bipolar performances, writes Dan Bickley.
Reed Harris added to ASU's Tillman Leadership Council
Reed Harris leads the Big 12 in receiving yards and touchdowns. He is second in catches behind Baylor's Gavin Freeman.
Shadow of the Tomb Raider: Definitive Edition gets surprise Nintendo Switch 2 launch today
The Tomb Raider reboot trilogy concludes on Nintendo Switch 2 today with Shadow of the Tomb Raider: Definitive Edition. Aspyr will be bringing it out within the next few hours. Tomb Raider: Definitive Edition and Rise of the Tomb Raider previously came to the platform. In this one, “Lara must venture through deadly and exotic locations, surviving the unforgiving jungle...
Building health outside the doctor’s office takes center stage at Aspen Ideas
At a “Health is Wealth” panel, experts from Tulsa and beyond discussed how childcare, transit and access to grocery stores are shaping community health.
Amazon Small Business Event: Empowering the Next Generation and Scaling Service-Based Entrepreneurs
Join Hera Hub and Amazon for a hands-on workshop designed to help aspiring entrepreneurs and established service-based business owners bring new products to life. Amazon experts and small business owners will provide practical guidance, useful tools, and actionable next steps to launch a product and build a business with Amazon. This event is free but space is limited to 60 participants and will fill up. The event includes a light breakfast and lunch. Participants will choose from two specialized tracks based on their goals and stage of business. TRACK 1: NEXT GENERATION From Product Idea to Online Store Designed for aspiring young entrepreneurs, from junior high students through college and beyond, who have a product idea or want to explore the world of e-commerce. Amazon small business owners and Amazon experts will review topics such as: • How to develop and refine a product idea • How to set up and sell products on Amazon • What to consider when pricing, marketing, and fulfilling orders • Practical next steps for moving from idea to launch Whether participants already have a product in mind or are simply curious about entrepreneurship, this track will help them see what is possible and give them a roadmap to get started. TRACK 2: SERVICE EXPANSION Turn Your Expertise Into a Product Designed for consultants, coaches, speakers, creatives, and other service-based entrepreneurs who want to expand beyond trading time for money. Participants will explore how to transform their knowledge and expertise into tangible products such as: • Books and workbooks • Journals and planners • Card decks • Educational tools and resources Amazon small business owners will share how they identified viable product opportunities and created a product that can generate revenue beyond their one-on-one services. An Amazon expert will also review self-publishing and other ways to build a business with Amazon. By the end of the workshop, participants will leave with greater clarity, practical guidance, and a tangible next step toward launching or expanding their product-based business. The event includes a light breakfast and lunch. This event is free but space is limited to 60 participants and will fill up.
Retiring from Farming
Start now to ensure your farm passes to the next generation Deborah Jeanne Post [caption id=attachment_11062 align=alignright width=405] Adam C. Howell, outreach director at Cornell’s NY FarmNet: “Retirement from farming is atypical planning,” he says.[/caption] Roughly 70% of family-owned farms will transfer ownership withing the next two decades, according to data from to the USDA census. Only 30% of those will remain in the family. The number of farms in New York is shrinking as the size of farms increases. In other words, there are fewer farms in the state, but they’re much larger. This is why succession planning is so important for family farms. A farm represents not only a way to make a living but a legacy and family tradition. Many families want to preserve the small farm segment of agriculture and the values it represents. Passing the family farm to the next generation can’t be left to chance. And it shouldn’t be left for “the kids to figure out” after the older generation dies. Succession planning in agriculture isn’t like other types of business retirement planning or personal final planning. “Retirement from farming is atypical planning,” said Adam C. Howell, outreach director at Cornell’s NY FarmNet. “Most farmers, their assets and the way they live and survive in retirement is tied up in the equity in the farm. Those conversations must take place a lot earlier than they think. They’re dealing with something asset-heavy that may require a trust and tax planning.” NY FarmNet offers farmers free, confidential consultation services regarding financial and business management, and family, and mental health support for farmers in New York state. It’s a program of Cornell University in Ithaca. Howell urges farmers to begin the conversation early. Most family farms are run by generations with the oldest generation most involved and typically with fewer of the middle-aged adults and young adults involved. Some of the younger generation may have off-farm jobs and not live on the homestead. “Different people have different expectations on their legacy,” Howell said. “Intergenerational conflict and discussions can be difficult. It may be good to check with NY FarmNet or Ag Mediation to help mediate these conversations with a third party. A lot of farms have broken up because people can’t decide how to divide things.” New York State Agricultural Mediation Program is a USDA‑certified, free or low‑cost service for farmers. Fair is not always equal. A sole owner simply stating that he wants to divide things equally among his children may leave one-quarter of the farm operation to an adult child who moved away and hasn’t sat in a tractor for decades. The three adult children who have toiled on the farm for 30 years may need to buy out the fourth, non-farming sibling but cannot because all of their money is tied up in the equipment, land and stock that supports their livelihood. Their payrate may not allow them to set aside much to buy out the non-farming sibling. As a result, they may need to sell parts of the farm off in order to keep it. However, doing so may limit their ability to sufficiently support their families. The farm owner may need to bequeath more assets to the farming siblings because their efforts have kept the farm going and without those assets and their work, the farm will cease operations. Howell advises seeking professional help on tax and legal issues. Without it, families can be exposed to expensive problems and infighting. A third-party expert can help farm families navigate what is truly fair in the family’s succession plans. Beyond the practical aspects of inheritance, succession also relies upon planning who will operate the farm and how. “I think it’s important that farmers understand the means and methods of farming are always changing,” Howell said. For example, many young adult farmers earn a degree at a school such as Cornell, SUNY Cobleskill or Morrisville, work on a different farm for a while and then return to their family farm with big ideas on how to improve the farm — if only their dad and uncles will agree. Intergenerational conflict is often centered on newer ideas such agritourism, online marketing and shipping goods. “It causes conflict,” Howell said. “A lot of it comes down to communication and respect within the family. If no one in the family wants to take on farming, what we’ll see is older farmers start to help trusted managers buy into the farm.” The middle-aged generation, now in their 40s and 50s, often struggle with wresting the helm from their parents. Howell said that many older farmers don’t discuss with their grown children their vital business information such as vendors, ordering supplies, pricing, recordkeeping and farm planning. They even claim that “the kids” aren’t ready yet. These gaps in cross-training may cause significant problems even before the older generation dies, if there’s an illness or injury. Howell urges farmers to document these processes and cross-train others on the farm how to handle these areas “to make sure if one person is incapacitated, the entire operation is not at risk,” he said. Mark Modzeleski, financial adviser, financial planner and president at Legacy Wealth Advisors of NY in Syracuse, advises families to talk sooner than later about who should be operating the farm. “Someone is driving the farm,” he said. “Have you decided who? Be honest when you have that conversation. Who do they turn to when there’s a question? Or who has the potential to be leaders?” Planning for leadership continuity is vital. Unfortunately, talking like this can become fraught with emotions if it’s only the family involved. Modzeleski advised finding a third party who can help drive the conversation. “Invite the right people to the conversation who can get you from point A to point B,” he said. “This is a marathon, not a sprint.” It may take sitting down a few times with an estate planning attorney who specializes in farm transition, along with a tax professional and others who can help moderate and plan. Family members, owners and possibly, integral farm managers should attend the meetings. “Figure out what you want your legacy to be,” Modzeleski added.
ASU without starting center Tana Alo-Tupuola
Tana Alo-Tupuola's absence throughout the week had not been explained during the week, as he was coming off playing all 75 center snaps the previous week against Baylor.
New SBA lending rules create hurdles for aspiring business owners
Some worry the updated rules to the Small Business Administration's 7(a) loan program would make it harder for some would-be buyers to obtain financing, putting business acquisitions further out of reach.
BUSINESS UPDATE: All About Cannabis
SUNY Oswego’s cannabis studies prepares for growing business opportunities By Mary Beth Roach [caption id=attachment_11114 align=alignright width=383] Marthinus (Martin) Koen is associate professor of criminal justice and cannabis studies at SUNY Oswego. He and the chair of the SUNY Oswego’s Criminal Justice Department, Roger Guy, created the program.[/caption] As the cannabis industry in New York state continues to grow, so do the business opportunities. New York’s legal cannabis market is projected to hit $3 billion in annual sales this year and more than 600 licensed dispensaries are operating across the state, according to budpedia.com. It’s estimated that New York will add about 16,160 new cannabis jobs in 2026, according to the 2026 U.S. Cannabis Jobs Report. SUNY Oswego, realizing the potential, now offers two programs to acquaint both matriculated and non matriculated students with aspects of this multi-billion-dollar business. Its cannabis studies microcredential came out last year and a minor was introduced this fall. The microcredential allows traditional students to add electives to their degree. Students who are not enrolled in the college can sign up to take classes to learn more about the field, growing the crop and managing or opening a dispensary, according to Marthinus (Martin) Koen, associate professor of criminal justice and cannabis studies at SUNY Oswego. The classes are designed to give those who wish to pursue business opportunities in the field a much broader understanding of cannabis and a more overall perspective of the various aspects of running a business, such as supply chain management, customer service and best practices. “When you’re trying to market it, when you’re trying to make sales, you’re understanding will be a lot more vast and nuanced,” he said. “The last 10 years especially, the hard science on cannabis increased and we have a lot more nuanced understanding right now that hasn’t yet permeated the pop culture,” he added. Koen’s team is also hoping to develop an independent study class that will help somebody who wants to apply for a license. That the classes fill up quickly should come as no surprise. “I think there’s a lot of people who are excited about it because it’s a new industry,” he said and they see an opportunity to make some money. Matriculated students may look at it as fun to learn about and stack on top of their existing major or minor. According to the college’s website, students interested in a microcredential would take cannabis law and policy and cultivation of cannabis, along with two other electives. For the first elective they could select either the economics of cannabis or manufacturing, distribution, and logistics of cannabis; and the second elective would be either cannabis science, analysis, and well-being or cannabis and society. The idea for a microcredential in cannabis studies at SUNY Oswego began in 2023, Koen said, as SUNY statewide was advocating for these types of initiatives. Koen and the chair of the SUNY Oswego’s Criminal Justice Department, Roger Guy, began brainstorming on ideas. Catching their attention was the legalization of full recreational marijuana use in New York state in 2021 and the problem-riddled rollout of the state’s Office of Cannabis Management. Guy and Koen created a Criminal Justice Elective called CRJ 420, called cannabis and society, to see if there was any interest. It shouldn’t surprise anyone that there was interest —a lot of it. Further discussions led to the microcredential, cannabis studies, which incorporated science, business and anthropological perspectives, Koen said. They were allowed to create their own prefixes for the classes, such as CAN 310; CAN 320; and CAN 420. Yes, the 420 was intentional — it’s a slang term and symbol used to refer to cannabis consumption and counterculture — but it’s also meant to reflect that the course, being on the 400 level, is “very academically involved,” Koen explained. The term 420 was coined in 1971 by a group of California high school students as a secret code to meet at 4:20 p.m. at a campus landmark to search for an abandoned cannabis crop nearby. The phrase has evolved, to say the least. It is now associated with cannabis use worldwide. For more information, visit ww1.oswego.edu/academics/microcredentials/cannabis-studies.
Immigrant Entrepreneurs Summit announces 2026 national summit
The 19th annual National Immigrant and Entrepreneurs Summit will be held Nov. 21 at the FFA Enrichment Center in Ankeny. One of the largest gatherings of immigrant entrepreneurs in the Midwest, the summit will welcome hundreds of business owners, aspiring entrepreneurs, corporate partners and community leaders. The summit features 21 breakout workshops, an exhibitor hall,…
Washington vs Purdue Prediction: The Huskies' Last Gasp?
Washington was considered a possible College Football Playoff team, and now it needs a win over Purdue, or else. Here's the CFN preview and prediction.
Sergio Pérez Blames Bottoming Out for Singapore GP Qualifying Crash
The Mexican driver lost control of his Cadillac on turn 4 after a heavy compression into the asphalt. The impact damaged his front wing and caused the red flag. He finished twentieth but is confident he can improve his race pace.
Natrona County health and food inspections (10/9/26–10/15/26)
CASPER, Wyo. — The Casper-Natrona County Health Department inspects restaurants, grocery stores, convenience stores, mobile food units, commissaries and
Small Business Administration offering loans to small businesses and nonprofits impacted by the Aspen Acres Fire
The Small Business Administration will be offering low-interest loans to those impacted by the Aspen Acres fire this summer.
ASU-Hawaii in weather delay
Fans were relayed the information on the jumbotron and told to exit the stadium as the rain started to come down heavier at the break.
Arts and Entertainment Agenda, Oct. 16 to 22
‘Music in the West End’ concert series kicks off, Oct. 16 The first concert of the 2026-27 season is at 5:30 p.m. Friday, Oct.16, at Christ Episcopal Church Aspen, 536 W. North St. Pianist Mandy...
'The Community Aspect of Decompilation Has Been Broken' - decomp.dev Closes in the Wake of AI-Based 'Bad Actors'
Fully Decompiled
The Surprising Reason Some Children Struggle With Math, According to Science
Language and reasoning skills help predict math performance, offering clues to the learning difficulties that a test score alone may miss. Why do some students grasp mathematical concepts with ease while others struggle, even after repeated instruction? The answer may lie in abilities that extend far beyond working with numbers. Mathematics requires students to recognize
Soule eyeing starting role in Como showdown
Roma is approaching their match against Como, scheduled for Sunday, October 11th, at 12:30 PM at the Sinigaglia Stadium. After the international break, Gian Piero Gasperini can finally count on an alm...
Eagle Scout nominated for Service Award
Eagle Scout John Casper of Round Rock Troop 157 has been nominated for a Distinguished Conservation Service Award by the Capitol Area Council. DCSA is Scouting America’s highest conservation honor.
Trump rally protesters continue to disrupt his campaign trail
President Donald Trump has been warding off protesters at his rallies across battleground states ahead of the midterms in November.
Sundar Pichai: Google’s Frontier Imperative, Compute Scarcity Dilemmas, Future AI Products and Businesses
Alphabet CEO Sundar Pichai has little patience for doubts about Google’s willingness or capacity to compete at the frontier of AI. His company’s latest Gemini 4 Argon model — long-promised and recently delivered — beats OpenAI and Anthropic’s latest public models on coding, math, science, and knowledge-work benchmarks and has placed Google’s AI back among the world’s best. Amid chatter that Google was fine with good-enough lightweight ‘Flash’ models, Pichai pushed back hard against any suggestion that company is limiting its research ambitions. “We won’t do it any other way,” he told me in a Big Technology Podcast interview recorded this week at Google’s Mountain View headquarters. Pursuing cutting-edge research is costly for Google, requiring compute and chips that otherwise could be sold at a high markup by its cloud business. But Pichai said allocating resources to frontier AI development is “ground zero” for Google. “Our cloud business is at any given moment in time forgoing short-term revenues because we are making compute trade-offs to support frontier AI development,” Pichai told me. In our conversation, we discussed Argon (which Pichai says processed three times as many tokens as Gemini 3 in the 72 hours after launch), AI’s role in developing better models, the AI interface of the future, competition with OpenAI, Google’s partnerships with Anthropic and Apple, data centers in space, and the nature of his optimism. You can read the full conversation, lightly edited for length and clarity, below, or listen to it on Apple Podcasts, Spotify, YouTube, or your podcast app of choice. Alex Kantrowitz: Google is back at the frontier with Gemini 4 Argon, which beats OpenAI’s and Anthropic’s public models on benchmarks spanning coding, math, science, and knowledge work. The conventional wisdom was that Google had given up on the frontier to focus on fast, good-enough models for its products. That was wrong? Sundar Pichai: Very wrong. Look, we are so committed to being at the frontier. It’s in our DNA. We won’t do it any other way. We’ve been thinking about the AI frontier for well over a decade now. The frontier is very dynamic. It’s very competitive. It’s very exciting. I couldn’t be more pleased with how Argon has come together. We took our time with it. We made sure we tested it safely and deployed it carefully. We took a bit longer than our other models, given its capabilities. Across the board, be it for agentic work, knowledge work, coding, creative tasks, Argon is one of the really good frontier models. The first 72 hours since we launched, it’s almost up to 25 trillion tokens used, which is about three times what Gemini 3.0 had in the first 72 hours. And we are capacity constrained as we are serving it. Excited, but there are always areas….. You know, the frontier is very dynamic, and you have to keep evolving the models. There are areas which we can see we need to improve as well. We’ll be at work on all of that as well. Which areas? On any given model, Argon would be across the board better at everything if you just look even two months back. But the space is so evolving. Even on coding, for example, there are pockets where we know we need to do better, and there’s clear feedback. We’ll make it better. The argument for standard models is that they’re already good enough to build great products, with the frontier valuable only for certain tasks. Meta built Muse with good models rather than the best, and Google could put standard models into Maps, Gmail, and Search. Why isn’t that sufficient? It’s definitely not how I have thought about it at all. We are deeply committed to driving the state of the art and actually pushing where this technology can go, all the way from transformers. That’s a journey we’ve been on. You will see us continue to do that. When you’re at the frontier, you get an earlier look into the emerging capabilities, earlier than others, which helps you better prepare for the future. We are fortunate to have a wide set of opportunities across consumer and enterprise. Some of our cloud customers, for sure, want the model at the frontier. The frontier models will be better at developing the next set of models in an era of recursive self-improvement. I would argue it matters there. Internally, we have definitely seen a steep point of inflection by deploying Argon to our developers. It definitely tackles problems which our previous models could not do. Being at the frontier puts you at the innovation frontier and helps you drive that as well. There is room for models of all sizes and capabilities. That’s why we did Flash, Flash-Lite, etc. I agree with you that you can develop very good product experiences with not necessarily the most frontier model, because they tend to be slower and more expensive too. But we care about the Pareto frontier, and we’re committed to doing all of that. You said developing frontier models gives you a look at what’s coming. What do you see on the horizon? What makes this moment so exciting is you build something which you think is a culmination of months of work, and you put it out. You already see clear headroom ahead. We’ve all been working on these agentic, long-horizon capabilities, but clearly the frontier is going to have multiple of these agents working together to do things. That’s an example of an exciting paradigm underway. It’s also clear to me that users, both in consumer and enterprise, will have access to some multi-agent framework for them, working all the time doing things. It feels like a moment of infinite possibilities. Sergey Brin said one of Argon’s core innovations was relying more on the model to help develop the model. Yet incidents involving OpenAI’s bots breaking containment and Google’s bots accessing a site they shouldn’t have suggest these systems still aren’t perfectly aligned. Isn’t there reasonable cause for concern about accelerating toward recursive self-improvement? There are three parts to your question. Let’s first talk about RSI itself. You’re right, Sergey mentioned RSI being a critical contributor as we are developing Argon. But to be very clear, today, in a continuum, we are pretty far from the end state of RSI or something like that. The right way to describe it is you have RSI loops along with AI researchers in various aspects of model development. You almost have agents helping AI researchers in some automated way work together to build these models. It’s good to at least understand where we are today, and it’s super exciting. I expect that continuum to keep making progress as we go into next year. The second question is around safety. Security comes from defense in depth. You’re talking about alignment, obviously. We all are doing a lot of work to make sure the models are as aligned as possible. But it’s an active area of research, and there are clear gaps. That’s not the only thing we rely on. You have the work you do on alignment, but beyond that, we put a lot of effort into real-time monitoring as these models are working. Making sure you have good telemetry into what’s happening so that you can intervene in real time if you see unexpected behaviors. How you do that, the architecture with which you do that, how you make sure it’s all sandboxed and isolated in a way that it can continue doing its job during real-time monitoring — these are all areas of investment. Obviously, when we deploy these models, giving customers, enterprises, control, both with real-time monitoring, but their ability to decide where they deploy, what type of data which models ever have access to, etc. All that work is very, very important, and we are doing a lot of that. As an industry, we need to constantly up our game and take the time to do all this stuff, including dedicating the compute required to make sure you can safely deploy these models. The third part is: Is it all enough? This is why there are a lot of conversations in the industry, and I think it’s reasonable to be worried. The right way to approach something you worry about is early on thinking about what more we can do. As an industry, you’re definitely seeing increased levels of work on alignment, testing for safety, etc., as we deploy these models. The next step would be developing better standards so there are cross-industry standards of how we do these things, including the ability to evaluate using independent evaluators. If you look at areas like financial controls, we have accounting standards, we have independent auditors. Those are all the next natural steps for us as an industry to work toward, and regulation will end up playing a role as we go through all of that as well. Google pursues both language models and world models, while some other AI companies like OpenAI have focused more heavily on LLMs as the path to AGI. Why is world-model research important to you? As humans, you obviously perceive the world around you, and you’re taking all those inputs. Making sure these models are able to understand the laws of physics, simulate the world in high fidelity. All that, I think, are key enabling blocks for intelligence. We are working across all possible applications of this. Take an area like robotics. It’s not an accident: If you look at embodied reasoning benchmarks, Argon is state of the art. That all comes from our experience building world models. Inherently, I would expect there will be architectures which will converge all of this in the future. But for us, we view this as, today, this jagged frontier that is intelligence. We want to be at the frontier of all the possible approaches, and that will help us both drive better research, better insights, and develop a much better AGI model, is how we think about it. Some people argue Google should focus on selling its computing resources rather than using them for AI research. Cloud wants to sell compute at a high markup, while researchers need a very big computer to build the best models. How do you balance those demands? Ground zero for us is making sure we are investing in the compute that’s needed to be at the AI frontier. In 2015, I set the company to be AI-first. AI is that key horizontal ingredient across everything we do, all the way from Search to Cloud to Waymo. That is ground zero for us, making sure both for research and developing the models that we have enough compute needed. Beyond that, we have these independent businesses which each have their own long-range plans. They’re using those long-range plans to project forward, and we plan for compute for all of them. The cloud team, they have a business and they have a projection and they have demand signals. They have committed contracts. With that help, we can plan on a long-term compute trajectory for them. We’re fortunate to have this wide set of opportunities. There’s no company in the world which isn’t making trade-offs at any given moment in time. But the first principles we operate on is making sure we have enough compute to invest in the frontier, and that’s non-negotiable, and everything else works on top. Remember, we are building our own compute, our own data centers. There are long lead times. The compute we have today is a function of decisions I made in 2024. Even if you think back to a year from today, last year the agentic coding takeoff hadn’t happened. Today, obviously, when you sit and look at anything, everyone is short—not just us, other companies—and everyone wishes you had two times what you had planned for. That comes with the territory. At any given moment in time, we are planning for what we would need two to three years out in the future. You’re going to find some decisions you make may look suboptimal two years out, depending on where the state of the art is. I don’t spend too much time thinking about it. The way I think about compute allocation is making sure Google DeepMind, both for research and frontier model development, is cutting edge in terms of compute access. After that, we plan for all our businesses. It’s great we can provide our compute to other people too, like we have done. It allows us to scale that up, get real tests for it in the widest application set possible, test it in the real world, and make sure we are at the cutting edge of technology at every layer of our AI stack as well. Ben Horowitz relayed on a podcast that Andy Jassy had said compute was sold out until 2028. Are you seeing the same thing? If today a customer is coming out and asking us for compute in ’27, that is incredibly difficult to do. Even last year we went out and leased some short-term compute to accommodate some customers and help them out. But yes, we are all dealing with similar timelines. Every major technology shift seems to involve overbuilding, from railroads to fiber. Do you think that’s happening here? It depends on the time frames you’re looking at. This level of build, if I take a long enough time frame, it makes complete sense to me. We are at early stages of the most consequential technology ever, and this is not like fiber. It’s not dark. We are using it. We are capacity constrained on a daily basis. The applications, the underlying technology is improving rapidly. But running a company, the way I work through the moment is you look at your demand signals. You look at your committed revenue opportunities that you’re getting in the form of contracts. You balance that with the underlying technical capability, or internally you balance how we are using it internally, the model trajectories. Based on all that, you take a disciplined approach—a confident, aggressive, but disciplined approach—to plan out compute. But when you talk about the broader economy as a whole, you’re having people operate with various levels of risk. I focus on what I can control as a company and plan through it. If your question is, can there be an overbuild? Yes, because you can have some constrained components. Remember, what matters is a set of everything you need to build out that compute. Memory, electricity, electricians…. Land. Like 2,000 components or more. You could get constrained at some point. There could be things which cause bottlenecks, and then you could have overbuilds. There could be external shocks to the economy. There are macro risks. All that is possible at any given time. But am I confident that the compute we are planning for, we will have uses for it given enough time? Absolutely, yes. I was in the room when you said AI would be as profound as fire and electricity. If you believe that, shouldn’t you give researchers the biggest possible computer, even at the expense of today’s cloud profits? We’re all doing some form of that. Our cloud business is at any given moment in time forgoing short-term revenues because we are making compute trade-offs to support frontier AI development. What you’re seeing is true already. But you want to be thoughtful. Even our AI researchers have some constraints, which are also good. That’s what inspires creativity. That’s what helps you come up with a more efficient algorithmic breakthrough, maybe to use less memory. What we are committed to is to invest what’s needed to stay at the frontier. OpenAI President Greg Brockman told me a few months ago that the ideal AI product might have no interface at all—just as natural as conversation. What do you think the interface looks like in the age of AI? Computing historically has been humans adapting to computing. With AI, it’ll be the other way around. The technology will adapt seamlessly to how humans live and go about their day-to-day life. You want to be able to speak to that AI when you want to. It has context. It can be persistently running somewhere, give you continuity. You’re not dealing with a lot of complexity. It’s natural. All that makes sense to me. That doesn’t mean it won’t have any interface, however. Nowadays, even on my phone, Gemini voice models are so good. I can just press the microphone button. I can just ramble. That’s why we call it Rambler. I can ramble. It intelligently corrects with my personal context. Even my friends’ names, weird names, it gets it right, even if it first guesses it wrong. It’s amazing. I’m not going in, backspacing, editing once I finish saying it. It’s remarkable how good it’s gotten. But there are going to be moments you will need an interface. You may want to entertain yourself. You may want to watch a video. You may ask your AI to create something, and you want to watch it, consume it. The way I think about it is, you want it to be as seamless and as natural as possible, and that you are not doing the hard work adapting to whatever the interface is. The technology is adapting to how you’re working at any given moment in time. When I asked Sam Altman about competition from Google, he argued that OpenAI was building AI-native products and implied Google was bolting AI onto existing ones. Do you accept that framing, and can a “bolt-on” compete with an AI-native product? First of all, it’s a very dynamic moment. We are all pushing each other. OpenAI has pushed us as a company too. This is not just we are doing something to them. Far from it. Yes, Google went into its own version of a code red too. In the AI moment, all of us have to respond with varying levels of urgency at any given moment in time. We are constantly building new products as well. Gemini was built from the ground up as a product—the Gemini app I’m talking about. Or tomorrow, as all of us are adapting to agents, are you bolting agents onto ChatGPT, or are they building it natively? How would you think about that? You can always put these questions back. I don’t think of it that way. I think of it as you want to build world-class product experiences that are AI-native and they are winning. Some of it is adapting products, some of it is rethinking new experiences. They will all be part of how you approach this moment. How do you expect to make money from these AI interfaces? If an agent recommends a product and I buy it, should it take a cut of the sale, even if that’s disclosed? I’m going to put enterprise aside. Consumers are going to increasingly value this technology. Take software developers today. Developers are willing to pay for these coding models because it really helps make them more productive. Nobody would want to code the way they were coding three years ago, or even the same time last year. When you’re delivering value, there’s value to be had. I’ve never seen examples where consumer products really scale to billions of users, where people are using it intensely, and haven’t had monetization to go along with it. If you’re providing value to people, there is inherent value to be had. The nature of it may change. You’re asking a scenario in which agents are doing stuff for you. At the end of the day, you will have commercial needs. The agents need to fulfill those commercial needs. The providers on the other side are going to see value in that. There’s going to be some mechanism by which it gets fleshed out. That’s what an efficient system does. But what matters is that you’re building those world-class consumer experiences. I promised myself one product feature request: Can you make Gemini-powered search in Gmail as good as searching Gmail through ChatGPT? What’s going on here? One of the exciting things we announced recently is the unified Gemini agent for enterprise, and we’re bringing that to consumers. These are persistent agents which run 24/7 in the cloud. We’re spinning up a micro VM effectively for every query, and from the runtime, the harness, the model—it’s all a headless service. It’ll work everywhere, and it has your context with you. You can address this agent whether you’re in Workspace, in Search, in Gemini. Agents are going to drive this unification from a customer experience, which people are looking for. When you have a broad product portfolio and you’re moving forward fast, there are always areas where you’re moving forward faster than some other areas. That’s valid feedback. But we are putting a lot of time and effort into making sure, as we build out our agentic experience, that unification and that capability works well across all these services. People have asked where Google’s equivalent of Muse or Dots is. Do you anticipate creating a new product to compete with them? Our goal with Gemini is to be a personal, proactive, and powerful assistant. That’s what we are working toward. You saw us describe the early versions of it at Google I/O this year with Spark. Effectively, already, if you open the Gemini app as a Pro or an Ultra user, you see Chat and Task, and they start giving you that agentic experience. With Argon now, that capability is dramatically accelerated. What we announced recently in our enterprise event, we are bringing that to consumers as well. Soon in Gemini, you will be able to ask something, and it’s a continuum. You don’t need to think about whether you’re asking a chat or an agentic task. It’ll just automatically do the right thing, and it can work persistently in the background securely and get things done for you. Already, empirically, when I look at what’s coming into Gemini in our app, last year you would have tagged them and most of them would have been chats. But a steadily growing percentage is already agentic tasks in Gemini. Yes, we are going to bring personal agents to our consumers. It’ll work in the Gemini app. It’ll work in Google Search. It’ll work in Gmail. You can address it, call it, etc. We want to make sure we’re getting it right. It’ll be powered by Argon, and we are very excited to bring it to our users. Google has invested and committed tens of billions of dollars to Anthropic. What do you see in Dario Amodei that makes you want such a deep investment and partnership? Very early on, when we looked at the founding team of Anthropic, it was very clear to us this was a world-class team which was involved in some of the earliest GPT models. We were quickly able to assess that they would be at the frontier. We’ve always tried to identify and partner with companies which would be at the cutting edge of technology. We’ve done that with SpaceX. We’ve done that with Anthropic. That’s what we saw, and we had a chance to partner. Is your partnership with Apple to license Gemini for Siri expanding, contracting, or standing still? For both us and Apple, that partnership was about translating the capabilities of AI into better experiences for users. I thought Apple has done a phenomenal job of incorporating—they customize these models and build it into Siri—and it’s been great to see the reception. We are committed to doing more. You’re going to do more with them? There’s nothing specific to comment, but it’s a partnership. It’s working well. What have you learned so far about the feasibility of data centers in space? It’s a very exciting project. Projects like this remind me—I still recall that moment in the desert for the DARPA Grand Challenge, watching the Stanley car compete in it, which ended up being the basis for Waymo. With all these technologies, you’re at a moment in time where it looks a bit like sci-fi, but 10 to 20 years down the line, it’s actually working in a meaningful way. I feel the same in space. We’ve always believed in betting big on these technologies. Quantum has been a great example of it. We’re probably 10 years into the journey. Waymo, we are almost 20 years into the journey. Space, we are two to three years into the journey. It’s clear to me that it’s an approach which will make a lot of sense in the future. Being in sub-synchronous orbits with 24/7 access to the most abundant form of energy we have access to will make a lot of sense for this exponential increase in compute that we are going to need. Having said that, this is a challenging project. The team has disciplined milestones. It was a super exciting milestone to send the TPUs up to space. Sometime, as we are speaking, we are expecting a “hello world” moment from them. I look forward to seeing that happen, and we’ll continue investing here too. You previously said 25% of the code written within Google was written by AI. What’s the number today? That number in our world today is meaningless in the sense that every part of what we now touch is influenced by AI deeply. What we are tracking with Argon, for example, it’s been a point of inflection. People are using Argon to really go tackle complex projects, including projects which affect millions of lines of code. In the four weeks since we have launched Argon, we have seen a 30% increase in CLs, and more importantly, almost a similar increase—a one-third decrease in rollbacks. People are writing code more productively and better code with it. We are tracking it with newer metrics now. How are you dealing with opposition to data centers? If you can’t build in the U.S. the way you want to, where else do you go? We’re very committed to building our data centers very responsibly. When I look at our largest data centers in some of the communities where we have been the longest, I visit them, I talk to people. There are people who come and tell us their kids have gone to college because of our investments in these communities, and we’ve grown in those communities. To me, this is about doing it right. Engaging with the communities early, doing it transparently. We are committed to making sure we are bringing incremental power, and we cover 100% of the cost of our power needs for these projects. It’s understanding the impact on neighborhoods and making sure you’re working thoroughly to address them. Done rightly, you can continue making progress. But we are constantly taking feedback into account. I do worry not everyone operates the same way. People have been surprised by data centers showing up in their backyard. Those are all important. As an industry, we should continue to do better. But part of the reason, in a 20-year time frame, we are thinking about things like data centers in space is making sure we are able to put these data centers where maybe the trade-offs will be different. What unproven area of AI is Google working hardest to crack? Is it continual learning—getting models to keep updating after release—or something else? There are multiple parallel paths. You saw with Argon we have a million output tokens. With our Gemini models early on, we had a one-million context window on the input side. These are all examples of breakthroughs we are constantly working on. How do you think about synthetic data? How do you think about continual learning? How do you think about more efficient architectures? We do dedicate a meaningful percentage of our compute to these research bets too. It always goes hand in hand, including our world models. Those are all bets we are placing. Sometimes, as part of these bets, there are ideas that emerge which just make their way into the mainline models. Maybe we don’t fully talk about it, but we have multiple steps in these areas. Working in technology requires optimism that building something will improve the world, but those bets can leave real consequences when they fail. I recently returned to a town in El Salvador where enthusiasm for Bitcoin had given way to unfinished construction and something resembling a ghost town. How do you maintain the optimism you spoke about in your Stanford commencement address while accounting for those risks? I genuinely have a deep conviction that improving technology and improving access to technology makes people’s lives better. It’s been my personal experience in my life, out of which comes that deep conviction, optimism. But with that, I’ve always felt humanity’s journey is always about working hard to harness that technology to make it work well for society. The optimism is not an optimism that you just build whatever you want, whenever. You work hard to make sure you’re building technology in the service of humanity, to make the human condition better. That’s got to be the defining goal as we are approaching it. With that framework, I’m very, very optimistic. We are in very early stages of the kind of progress that we are going to see on many areas. We’re all talking about areas like healthcare. A lot of the progress is ahead. The ability to make things in a fundamentally cheaper way on many things where things have been getting expensive for a long, long time, discovering new materials, etc., which really bend the curve—it’s tough to step today and understand the impact of all that, but they’re going to be very profound. I’m very optimistic, but we have to be rightfully concerned about all the ways this technology can go wrong. Sundar, I know you don’t do many of these. Thank you. Thanks, Alex. Appreciate it.
The Voice of the Global Conscience and the Will to Rebuild
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What Medicaid changes mean for Minnesotans
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SPECIAL REPORT: Tough Business
A string of vacant restaurant buildings shows that many restaurants in the region are struggling — and several are closing By Stefan Yablonski [caption id=attachment_11132 align=alignright width=401] Smokey Bones Bar & Fire Grill on Route 31 in Clay closed its doors in April. It had been in operation since at least 2008.[/caption] By their nature, most restaurants have a limited life. An astonishing 60% go out of business within three years of opening, largely due to fundamental flaws in the planning of the operation. But even restaurants that experience years of success almost always face eventual closure. The restaurant business is very hard and because of both personal factors and external factors beyond anyone’s control, restaurants don’t last forever. For many restaurants, age is a big factor, according to Kenneth Walsleben, professor of practice, entrepreneurship and emerging enterprises at Syracuse University. “The owners have been at it for 20 or 25 years, if not longer, they want some time to themselves,” he said. Such was the case for Jocko’s Famous Ritz Diner in Oswego. Jocko Reitz bought the building in the late 1970s from Robert Shapiro. However, when he stepped away from the business, it eventually closed. [caption id=attachment_11142 align=alignright width=402] For nearly 80 years, Vona’s Restaurant passed through three generations of family in Oswego. It closed its doors on Dec. 31, 2025.[/caption] For nearly 80 years, Vona’s passed through three generations of family in Oswego. Vona’s Restaurant officially closed its doors on Dec. 31, 2025, when no family member wanted to take over. It is on the market. The Ruby Tuesday in Oswego operated for about two decades before permanently closing in April 2026. The restaurant faced multiple temporary health department closures in 2024 and 2025 due to persistent fruit fly and foundation pest issues. Management posted a final closure notice on the doors in mid-April 2026 and the building was put up for sale. The same pattern has been happening in Onondaga County. The big building once used by Smokey Bones Bar & Fire Grill on Route 31 in Clay remains empty, more than six months after the restaurant closed its doors in April. It had been in operation since at least 2008. [caption id=attachment_11130 align=alignright width=401] Ruby Tuesday in Oswego operated for about two decades before permanently closing in April 2026.[/caption] Just down the road from Smokey Bones, the popular Outback Steakhouse closed in August 2024. Another restaurant took its place, La Cocina Mexican Restaurant, but it closed shortly after. The building sits empty. Other very popular restaurants in the northern suburbs of Syracuse have recently closed. Among them, Fireside by the River in Baldwinsville and Primo Nestico’s Bistro Bar in North Syracuse. “I haven’t really paid attention to the Syracuse area. There has always been some turnover, but there probably has never been a tougher time to be a restauranter than now. It’s just brutal,” Walsleben said. In the first year, roughly 20% to 25% of restaurants close or change hands, according to the National Restaurant Association. [caption id=attachment_11122 align=alignright width=401] Outback Steakhouse closed in August 2024. Another restaurant took its place, La Cocina Mexican Restaurant, but it closed shortly after. The building sits empty.[/caption] “Depending on what statistics you look at, you’ll find that any business has a high mortality rate in the first year. That is just the nature of entrepreneurship,” Walsleben said. “There are certain ones that are getting hit hard while others are more fruitful. “And when you look at the restaurant industry you have to factor in labor which is a large part — typically a third of your expenses — and those costs are going up. And there is always turnover which means investing money to train people. Then you’ve got food costs, which is also a third of the typical restaurant budget. Since the pandemic labor has gone up 41%, food costs have gone up 35%. That’s a big tight squeeze righty there. That’s two-thirds of your budget that has gone up 35% to 40% in the last few years. And then the only way you can make that work is to raise the prices.” The National Restaurant Association reports menu prices are up 36% since February of 2020. In a survey released by the association, more than eight in 10 restaurant owners reported that their food, beverage and labor costs are now higher than before the pandemic. You have to deal with the reality of are the customers willing to pay for that? Walsleben added. Restaurants historically have very thin margins; their profit margin is about 5%. “You have a third that goes into food, a third that goes into labor and about 28%, 29% that goes into everything else — overhead, insurance etc. So that brings you down to your 5% leftover,” he said. “Everything is going up. Customer expectations are going up and people aren’t going to spend that much more. So, you have a tight squeeze here,” Walsleben continued. “Restaurants who use delivery apps, they pay a fee to those guys. Those guys don’t work for free. So, you can kind of see where the squeeze comes from.” Stuck in the middle There are pockets of opportunity; the two extremes of the market can make a profit. But the middle gets squeezed out. “If you are a low-end fast-food kind of place, there is room for that. People have changed their budgets. They are still going out, but they are not spending more,” according to Walsleben. “The high end remains positive. If you have a restaurant that brings a specific experience … a great food product or you are catering to high end customers who aren’t so budget conscious, those patrons are going to expect a high-end experience. They expect excellent food every time. They are expecting excellent service. If you can meet those expectations there is room for you at the top. It’s just the guys in the middle are getting the squeeze from both ends. Tough competition, customer expectations, costs are up. Menu items, you can’t raise the prices as much as you need to. That is why you are seeing a lot of restaurants baling out.” The ones that can adapt quickly are the ones who are doing OK. “Success is heavily dependent on the strength of a restaurant’s concept development and the planning of its execution. Eventually things aren’t always new. Things change. So, if you are in the restaurant business you have got to change your menu — keep things new, fresh and update your meals. It is very fickle industry. One year carbs are out, the next year berries are out. Everybody’s diet changes — constantly chasing the latest phase. You have got to adjust your menu and move with those modifications. If you have a static menu that you have used the last couple years that hasn’t changed except for the pricing, you’ve got a problem,” he said. A lot of times these buildings are singular purpose, he added. “You have a commercially viable kitchen and you got a seating area. There is not a lot of other businesses that cater to that type of a layout. So, it’s pretty common to see another restaurant slide in,” he said. One of the things a banker learns early on is you don’t lend money to restaurants … because they fail so quickly. It is very hard to predict who the winners will be. So, if you are a restaurant in addition to all the other challenges, it is very difficult to get loans, according to Walsleben. “You might work really well in the kitchen. But that doesn’t mean you are a great businessperson,” he said. “Restaurants can fail because the owner didn’t know how to manage things properly. There are a lot of challenges. “There is opportunity at the high end and the low end. But in the middle, that’s the death valley. There are just so many things working against you. You really need to have something that will pull people in and continue to pull people in because you to constantly have to change. Think about a theme and a product that is unique to the area people don’t travel that far these days you have to be able to deliver it in an innovative fashion and keep updating to keep people coming in the door.” Out of Business? How Fast? Do nine out of 10 restaurants fail in their first year, as commonly claimed? No. Survival analysis of 1.9 million longitudinal microdata for 81,000 full-service restaurants in a 20-year U.S. Bureau of Labor Statistics non public census of business establishments in the western US shows that only 17% of independently owned full-service restaurant startups failed in their first year, compared with 19% for all other service-providing startups, according to ResearchGate. The median lifespan of restaurants is about 4.5 years, slightly longer than that of other service businesses (4.25 years). However, the median lifespan of a restaurant startup with 5 or fewer employees is 3.75 years, slightly shorter than that of other service businesses of the same startup size (4.0 years). What Makes a Restaurant Successful? Opening and maintaining a successful restaurant is not as easy as creating a great menu and serving excellent food. It takes more than that, according to local restaurant owners who have been in business for decades in the region. They all agree that there are some guidelines to running a successful restaurant. • Quality food: Successful restaurants know exactly what they serve and who they serve it to. Delivering the same great taste every single time builds loyal customers. • Smooth operations: Friendly greetings and attentive staff make guests feel welcome from the moment they walk in. Hiring staff for personality and training for skill ensures reliable, caring service. • Smart marketing: Exceptional food and experiences naturally get people talking and sharing online. Word of mouth can help entice customers. Consistent social media and targeted advertising brings in new and repeat guests also. The menu is what keeps patrons coming back to Mimi’s Diner in Fulton, located at 201 N. Second St. “We locally source our produce and our meats. Our chicken and biscuits is a popular, popular special,” said Richard Tagliareni, the third-generation owner and general manager. “It’s all homemade. We have consistently served quality food.” His grandfather started the business more than 55 years ago. Mimi’s is engrained in the community. They cater to the community and are very involved in everything from the schools to local events. The first Mimi’s Drive-In opened in Mexico. Then a second in Oswego and then Fulton. Fulton’s Mimi’s is the only one left. “The last couple of weeks have been kind of slower than normal. October is usually a busier month for us People will start coming back around again. Also, the price of gas is affecting some things,” Tagliareni added. “We try to keep our prices in line. You go out to eat, you’re going to spend about a hundred bucks or so for two people for dinner. You come here to Mimi’s you are probably for two people for dinner it’s between $50 and $60. We are trying to keep our prices in line. We did have to increase our prices a little bit but things are looking OK.” For the Press Box, 29 E. First St., Oswego, it’s also about great food and a family atmosphere. “Our sports bar and restaurant was established in 1984,” said Alison Canale Scanlon, manager. “I think putting the time into everything makes a big difference and treating people like family when they walk into your restaurant. That’s how we have always operated since 1984.” “It’s the family oriented aspect,” she added. “Consistency, quality and presentation of our food — that’s the secret to a successful restaurant. We try to be very consistent with it. We treat people like family when they come in; because we know how we want to be treated when we go to a restaurant. We treat people the same or better.”
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‘Play On!’ hits all the right notes
The English Renaissance meets the Harlem Renaissance in “Play On!,” a sparkling show that marries a loose adaptation of Shakespeare's “Twelfth Night” with the music of Duke Ellington. Conceived by Sheldon Epps, who also directed the original 1996-97 production (first in San Diego, then on Broadway), the show is getting a marvelous revival under his direction to open Chicago Shakespeare Theater's 40th anniversary season.While the title “Play On!” refers to the famous quote about music being the food of love and thus to the dozens of Ellington songs—among them “It Don’t Mean a Thing,” “Don’t Get Around Much Anymore,” “I Got It Bad (And That Ain't Good),” “Solitude” and “I’m Beginning to See the Light”—incorporated into the plot, one of the highlights for me is the clever way Cheryl L. West's book reworks the story. Apparently, it's also been updated for this outing, among other things to give the women more agency. In the big opening number (there's a six-piece, horn-heavy onstage band), aspiring songwriter Vy (Hailee Kaleem Wright) is the one to “Take the 'A' Train” to “Drop Me Off in Harlem.” She wants to meet the famous Duke (Edred Utomi) — Ellington, not Orsino, that is — and she seeks the help of Jester (an engaging James Harkness) to find out how. When Jester tells her in no uncertain terms that the music industry is a man's world, she disguises herself as Vy-Man and persuades the Duke to listen to one of her songs. He's suffering from a creative block because he's pining for Lady Liv (Krystal Joy Brown), queen of the Cotton Club, and convinces Vy-Man to bring the Lady the song as if the Duke had written it, promising to reward her with employment. Vy reluctantly complies, and the predictable complications ensue. Lady Liv is attracted to Vy-Man, while Vy is attracted to the Duke and he to Vy, though it disturbs him because he thinks she's a man. The fallout when the deception comes to light bodes ill—at least for a while.Here's where West's book cannily diverges from Shakespeare. Vy's twin brother Sebastian really is dead, so West devises another love interest for Lady Liv basically by rehabilitating the Malvolio character, here named Rev (Alan H. Green), the Lady's uptight, self-important manager. His unrequited love for her is magically transformed after he gets his comeuppance (minus the torture) from Miss Mary (Alanna Lovely), her honey Sweets (James Earl Jones II) and Jester, the stand-in for Sir Toby, who has romantic problems of his own with a woman named CC (Kaylah Janssen). In other words, Rev gets the girl — and also a show-stopping yellow zoot suit from costume designer An-Lin Dauber. All the costumes are dandy, though those for the men have more pizzazz than the women's day dresses. The bilevel, slanted scenic design by Beowulf Boritt brings 1930s Harlem to life in a slightly expressionistic way with the help of Adam Honoré's lighting and Ray Nardelli's sound design. Edgar Godineaux's choreography adds to the period feel, though there could be even more of it.Most of all, the leads have splendid voices, and the performances are terrific. Green's Rev and Harkness's Jester get my vote for comedy chops, and Brown's Lady Liv probably will stay with me the longest for her complexity and big blues number, “I Ain't Got Nothin' But the Blues.”
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The workshop is designed to provide aspiring entrepreneurs and small business owners with practical tips and tools for developing a business plan and preparing to start or grow a business in Arkansas.
*POSTPONED* Behind the Science with Paleontologist and Curator of Dinosauria Dr. Matthew Carrano
***Due to speaker illness, this event has been postponed. A new date will be announced in two weeks. If you registered for this program, please check your email for more information. We apologize for the inconvenience.*** Is the 21st Century the real Age of Dinosaurs? Today, more paleontologists are discovering more dinosaur fossils from more places in the world than ever before. Our understanding of these amazing creatures has leapt forward while their popularity has surged. Museums sit at the junction of these phenomena. The Smithsonian has been a center for dinosaur research for more than a century, and its collections include many iconic and scientifically important specimens. Today, Smithsonian researchers continue to discover new dinosaurs, but they are also uncovering more information about the ones we already know and love. New techniques and approaches allow them to investigate aspects of dinosaur biology, ecology, and evolution in ways that would have been inconceivable to early paleontologists. The result is an ever-improving understanding of dinosaurs as living, breathing, and thriving animals. This month, go behind the science with paleontologist Dr. Matthew Carrano, Curator of Dinosauria at the National Museum of Natural History as he discusses new discoveries at home and abroad, in the field and in the museum. Registration is encouraged. Space is filled on a first come first served basis. ---------------- About the Series: Behind the Science A monthly after-hours series featuring NMNH scientists and researchers Each month, join the National Museum of Natural History for the new series, Behind the Science, where NMNH researchers share insights into their latest discoveries and explore the fascinating questions driving their work—from the origins of life to the future of our planet. Come learn what’s happening behind the scenes and how science shapes our understanding of the natural world. Programs take place in Q?rius, the Coralyn W. Whitney Science Education Center. Topics and speakers announced on a rolling basis, but save the dates now!
Gasperini ready to rely on Mora in Como showdown
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Foundation to hold trials this October
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BUSINESS UPDATE: Attracting World-Renowned Piercing Educators to Oswego
Growing number of renowed piercers are coming to Oswego to share knowledge at newly opened Aqua Spa Float Center piercing suite Submited by Aqua Spa Float Center & Wellness Boutique [caption id=attachment_11066 align=alignright width=450] Recent opening of Aqua Spa Float Center piercing suite.[/caption] Professional piercers and educators from countries including France, Scotland and India have come to Oswego’s Aqua Spa Float Center & Wellness Boutique to share their knowledge In the past year and a half, the Port City has become a destination for some of the industry’s most respected educators through the efforts of the Aqua Spa Float Center & Wellness Boutique. Beginning in January of 2025, Aqua Spa Float Center envisioned a new version of body piercing, one where elegance, safety and personal expression could converge. According to the Aqua Spa, piercing is no longer just a trend — it’s a refined form of personal identity, luxury styling and self-investment. It’s not only about the jewelry — it’s about the entire experience. The team welcomed first guest piercer Ruben Triguero, a senior French piercer, piercing stylist and international educator, who has over two decades of experience and has worked in some of the world’s best studios, including Paris, Rome, New York, Miami, Los Angeles and Dubai. In those studios, he offered his expertise and refined styling skills. Triguero is a prominent figure and leader in the piercing community and shares his knowledge with piercers teaching classes for the industry’s most prestigious organizations, including Latinoamérica Body Piercing Association (LBP) and Association of Professional Piercers (APP). He is currently the senior international instructor of the APP. Triguero has a passion for creating stunning, personalized piercings for clients around the world. Education and Mentorship Following a year of success and popularity, Aqua Spa Float Center hosted the grand opening of its private dedicated piercing suite in March. Aqua Spa Float Center & Wellness celebrated this next chapter with a grand opening and ribbon-cutting ceremony attended by the Oswego Mayor Robert Corradino, members of the Greater Oswego-Fulton Chamber of Commerce, local business owners and community members. The educational focus, aligned with Aqua Spa Float Center’s vision and mission, had already begun expanding beyond clients. Aqua Spa has hosted multiple workshops and continuing education opportunities for professional piercers, inviting studios from across the region to gain hands-on experience from internationally recognized instructors without the expense of traveling to national or international conferences. These educational events have welcomed nationally and internationally recognized professional piercers and educators from countries including France, Scotland, India, and throughout the United States. Aqua Spa also continues to collaborate with talented regional and local professionals, creating opportunities for education and mentorship that benefit both industry peers and clients throughout Central New York. Aqua Spa Float Center & Wellness Boutique owners — Tammy Wilkinson and Terry LeRoi — have been deeply rooted in the piercing industry with over 30 years in business as LeRoi Fine Body Jewellery. Combining that experience with holistic wellness, self-care and self-expression is the new concept with the client Luxe Piercing Experience at the Aqua Spa Float Center. “At LeRoi Fine Body Jewellery and Aqua Spa Float Center, we’ve been fortunate to work with many of the world’s most respected piercers through our involvement with the Association of Professional Piercers and by attending conferences across North America and Europe,” said LeRoi, founder of LeRoi Fine Body Jewellery and co-owner of Aqua Spa Float Center & Wellness Boutique. “Those experiences have shown us that education is what drives our industry forward. “Not every piercer or studio can travel to major conferences like the APP Conference in Las Vegas or APP Benelux in the Netherlands, so we’re committed to bringing that level of education here. Hosting internationally respected educators like Jef Saunders allows our clients to experience the highest standards of professional piercing while giving piercers throughout the Northeast the opportunity to learn from some of the very best in the profession. That’s something we’re incredibly proud to offer our community.” When asked about the client experience, Wilkinson explained that education is at the heart of every appointment as well. “Our vision is to nurture and enhance wellness, balance and harmony through a multi-modality-centered facility, and we aspire to empower sustained, positive change, well-being and self-awareness; and educate to the benefits of natural health, holistic wellness and life balance,” Wilkison explains. “Piercing is no different. The piercing experience feels just as peaceful and rejuvenating as any other spa services. From the moment our clients arrive, they are in the very best hands with our kind and professional Wellness Ambassadors and experienced APP guest piercers.” Wilkinson also explained that piercing clients receive stellar care: every Luxe Piercing appointment includes a one-on-one private piercing in Aqua Spa’s dedicated piercing suite, their choice of custom jewellery by LeRoi Fine Body Jewellery, thorough after-care instructions and complementary check-up appointment, complementary whole-body red light therapy session in the Class II NovoTHOR medical device to promote healing, and access to many rejuvenating spa services. Piercing clients get 15% off during any event. According to Wilkinson, “Health and safety are always our highest priority when you come in for a piercing or jewelry installation. Before each appointment, all tools and jewelry are sterilized in a Statim autoclave, and every surface in the piercing room is carefully disinfected. During the procedure, your piercer will wear a mask and change gloves as needed to maintain a sterile environment. Once your piercing is complete, your piercer will go over detailed aftercare instructions with you. Following these steps is crucial to ensure proper healing before you leave our sanctuary.” As a part of the experience, guest piercers include a thorough anatomy review of the client’s desired piercing to ensure the new addition will work in harmony with the existing. “Our clients are enjoying building and creating ear curations with these international professionals. It’s a unique styling event and a chance to highlight self-expression,” Wilkinson said. Clients and piercers throughout the region are flocking to this piercing destination in Upstate New York. The Luxe Piercing Experience has welcomed clients and piercers alike from around the globe. Owners Wilkinson and LeRoi hope to continue the momentum with more educational seminars with industry experts to be a hub of knowledge and expertise. They hope to establish LeRoi Fine Body Jewellery and Aqua Spa Float Center as legacy businesses known for their lasting, positive impact on the piercing and holistic wellness industries.
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CVS Caremark Is Transforming the Health Care Experience
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PROFILE: Ben Sio
New President of CenterState CEO Brings Nearly Two Decades of Experience to Drive CNY Growth By Stefan Yablonski Ben Sio serves as president of the CenterState Corporation for Economic Opportunity — or CenterState CEO. The independent Syracuse-based nonprofit is committed to creating inclusive, equitable and sustainable economic growth in Central New York. “I started in this position in March, so it has been six months. I’m in my 19th year with CenterState,” he said in August. As president, he is responsible for overseeing the organization’s administration and governance, while leading and executing its vision to be an effective advocate, exceptional employer and a force for positive outcomes for the community. He previously served as chief of staff and senior vice president of strategy, policy and planning, overseeing the organization’s long-term strategic planning, consulting, corporate governance, fundraising and development, land-use planning and government relations. In his years with the organization, Sio has led or supported many high-profile strategic initiatives including the creation of the CNY Rising Plan, the launch of the NUAIR Alliance and the region’s UAS strategy, the creation of the Micron-enabled Community Priorities Document and the recently awarded NY Smart I Corridor Tech Hub. “When we decided to split Rob’s [Simpson] role into two positions, he has the CEO title and I got the president title. Rob remains focused on forward looking vision strategy for the organization and I’m more focused on the day-to-day operations,” he explained. “I’m also responsible for building consensus around strategic needs and priorities and managing the change necessary to drive execution. It’s an eventful job. “The experiment that we call CenterState is always evolving and shifting and addressing where we see market demand and market failure. “If we see something in our economy that isn’t going the way we think it should go, then whether it is housing development or workforce development or something else, we are always figuring out how to step into these situations and address those challenges.” “We are the largest ever in terms of staff that we have ever been. We are no longer the 20-person organization we were when we started out many, many years ago,” he said. “There are more day-to-day things to take care of. But also there is just so much happening in the community right now that is pulling CenterState and our expertise in so many directions. I tell people if we were bored and not busy, then I’d be really concerned about what we are doing. But we are not bored. We’ve certainly got our hands full — and that is a good thing.” CenterState has now approximately 63 employees on its staff, according to recent nonprofit database records. It’s involved in myriad programs, ranging from Genius NY, a business accelerator competition for uncrewed systems, IoT and robotics startups, to CenterState Up Start, a collaborative business development program that connects local, service-based businesses and aspiring entrepreneurs to the tools and networks that help them thrive. CNY Guy Through and Through A Central New York guy through and through, Sio was born and raised in Skaneateles. “My mom was a teacher, an art teacher. My father worked for many, many years with National Grid. He was there through the transition from Niagara Mohawk to National Grid,” he said. “Neither of my parents were touched by cutbacks and job loss. But I grew up going through that transition and being concerned that there were rounds of layoffs. My childhood connection to the economy here in Central New York … years ago it was on the decline. There were people that lived here that were concerned about losing their job. They were thinking they lived in a place that didn’t show much promise.” That narrative translated to his generation, he added. “The kids that grew up in the ‘90s in Central New York were very much told, directly or indirectly, by their parents, that they had to go somewhere else to find economic opportunity. That is what I grew up thinking,” he said. “I only went a few miles down Route 20 for college — in Geneva, New York; I graduated from Hobart and William Smith College with a bachelor’s degree in public policy and political science. “I got real interested in regional economies; because what makes regional economy is what makes the economy successful. And when I graduated, I had an opportunity to move to Washington, DC and work down there at a nonprofit doing this work.” However, he decided to stay in Central New York. “I got hired two weeks after I graduated. I got hired by the Greater Syracuse Chamber of Commerce. At the time it was one of two entities doing economic development in Central New York — [the Greater Syracuse Chamber of Commerce and the Metropolitan Development Association] — and it eventually became CenterState CEO,” he said, referring to 2010 merger between the two organizations. During his time at CenterState, Sio has also split time at the Brookings Institution in Washington, D.C., where he supported communities developing export and foreign direct investment (FDI), a long-term cross-border investment where an individual or company from one country buys a lasting stake or control in a business located in another country. The program — known as Global Cities Initiative — was designed to help leaders in major U.S. and international metropolitan areas reorient their local economies toward global markets. “Early on in my tenure at CenterState, we had done a lot of work with the Brookings Institution, just regional planning stuff. We worked with them on developing a regional export plan, to export more products out of Central New York and a larger business plan for the region. They hired me on to help replicate those plans in different parts of the country,”Sio explained. “So, I worked there for three or four years. I worked for CenterState, but I was technically loaned to Brookings for a period of time to help them do this work elsewhere.” Family ties “My wife is Carly. We have been married 14 years. We have two kids, a 3-year-old and a 7-year-old. “With a 3-year-old and a 7-year-old, fun is a relative term these days. We do a lot of hiking. The kids this summer got very interested in waterfalls. We’ve hit every waterfall we could in a short hike — we’ve done Skaneateles and some others.” “I do woodworking and wood turning — it’s a branch of woodworking; you use a wood lathe. My big thing there is making wood bowls. I do that in most of my free time, which is not much,” he quipped. “I like to get into my woodshop and make a bowl and decompress and turn off the rest of the world for a little bit. I usually do it late at night when the house is quiet. It is definitely my escape from the day to day. I make a lot of bowls; all different sizes, all different species of wood. It’s a fun thing to do for me.” He gives away many of his creations. “They are mostly gifts — I don’t really sell them. I really don’t have time to go set up a booth at a fair or craft show. I usually give them away. I donate them to different things. If you are in my periphery, you’ve likely received a salad bowl from me as a gift. I just need to find something to do with all the stuff that I create,” he said. Lifelines Name: Benjamin Sio Position: President, CenterState CEO Birth Date: Not provided Birth place: Syracuse Residence: Westvale Education: Hobart and William Smith Colleges in the Finger Lakes Affiliations: Member of the boards of Skaneateles Festival, Greccio Foundation, Interfaith Works, CNY Community Foundation Personal/family: Married with two kids Hobbies: Woodworking and woodturning
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I’ve enjoyed getting to know Tanya Murren and have come to appreciate the energy, creativity and enthusiasm she brings to everything she does. With 38 years of experience building and […]
Today’s Papers – Tresoldi shocks Inter, Allegri turned upside down
La Gazzetta dello SportRoma, here’s Mou. Gasp ready for the Real coupMalen and Dybala are the keys. Capello: ‘No fear.’Como believe, beat FeyenoordBitter Champions League for the Italians: Chivu...
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Commission announces plan for polar hub to step up research coordination
The European Commission plans to develop an EU polar research hub to strengthen coordination and improve the alignment between science and policy. The objective, according to a Commission official, is to “better connect research, observation and scientific infrastructure, improve access to research resources and strengthen coordination with stakeholders, including Indigenous people.”Announced in a new EU Arctic strategy on October 20, there is little detail yet on how the hub will be implemented, only that it will “reinforce and expand” the European Polar Coordination Office (EPCO), which is hosted and managed by the European Polar Board (EPB) at Umeå University in Sweden. EPCO was born from the EU-PolarNet projects funded through Horizon 2020 and currently coordinates the EU Polar Cluster, a network of EU-funded collaborative polar projects.While the practical details remain to be defined, the decision sends “a clear and positive signal,” said Maria Grigoratou, head of EPCO and executive secretary of EPB. “By reinforcing EPCO, the Commission has an opportunity to build on the legacy of EU-PolarNet 2, strengthen European polar research coordination and expand cooperation with a broader range of Arctic stakeholders,” she told Science|Business.The move has been welcomed by the polar research community. “The polar research hub could play an important role in connecting existing research communities, observation systems and infrastructure, and in bringing scientific knowledge closer to policymaking, in cooperation with local communities and Indigenous people,” said Katrine Moland Hansen, director of operations at Norway’s Nansen Environmental and Remote Sensing Center.But money will be an issue. “It is clear that EPCO will need more resources and structure to function well and to make research reach policymakers,” said Kati Lindström, vice-chair of the Polar Research Committee of the Estonian Academy of Sciences. “European polar research is big if we pool the resources, and it should not only be left to enthusiastic scientists to develop networks of strategic importance in their free time.”The Arctic strategy makes a point of saying that local communities should have a greater involvement in Arctic science. “All EU Arctic research consortia are mandated to invite Indigenous people representatives to participate in projects,” it reads. “The EU also supports research that is directly led by Indigenous communities and address their challenges.”It also underlines the importance of reinforcing collaboration with like-minded partners such as Norway, Iceland, Canada, the UK, Japan and South Korea, as well as deepening its engagement with NATO. This includes the US, with which “the EU is committed to continuing a pragmatic transatlantic engagement based on shared interests and values.”Related articlesViewpoint: Does Europe dare to invest in the Arctic?Anchor Greenlanders in Arctic climate research, experts tell EU ahead of policy updateFor Moland Hansen, this open and inclusive approach to cooperation is encouraging. “The Arctic is also a strong example of why equal participation of associated countries in EU funding instruments matters.”Overall, she finds the new Arctic strategy to be ambitious, timely and comprehensive. “We particularly welcome the recognition that climate change, environmental protection, security, resilience and competitiveness are closely interconnected,” she said. “Research, observations and forecasting capabilities are essential to understanding the rapid changes taking place in the Arctic and addressing these challenges together.”Security focusWhile the Arctic strategy foregrounds security, with pledges to protect undersea cables, boost satellite monitoring, deploy more icebreakers and improve military mobility, the polar community is satisfied that environmental concerns have not been forgotten.“It is inevitable that there is a strong security angle to the EU Arctic strategy, but the impact of climate change and need for climate mitigation and resilience is also strongly recognised and includes a pledge to stay the course on climate commitments,” said Sian Prior, lead advisor to the Clean Arctic Alliance, a coalition of campaigning non-profit organisations.“We need to remember that by the time the next Multiannual Financial Framework comes to an end, in 2034, the polar regions, especially the Arctic region, will be living under a new reality when it comes to ecosystem processes, when it comes to the climate,” Grigoratou went on. “And that will affect any ambition that humans may have in the region.”Lindström agreed. “All aspects of European security are dependent on climate change in the Arctic and consequently, on climate science,” she said. “We cannot close our eyes to issues like energy security, critical minerals, northern shipping routes, dual-use technologies and others. However, it remains to be seen how well the promises to protect the environment and Indigenous rights will hold when faced with critical mineral extraction under the Critical Minerals Act.”
ASU researchers explain 2026 Nobel Prizes in the scientific fields
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Fabregas: “Roma are great, but we will do our best.”
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Spain strike first and beat the United States in Washington
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Natrona County health and food inspections (10/2/26–10/8/26)
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