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Reporters' roundtable: Political coverage of Florida's key races in the 2026 midterms
Browns vs. Steelers live updates, inactives, where to watch: AFC North lead on the line as Aaron Rodgers, Pittsburgh host Cleveland
Four dead, 15 injured in three shootings on Halloween across Dallas entertainment district
People in Massachusetts lined up to buy coffee being sold from business owner's car
On the Record | Virginia Tech Science Festival to return to Blacksburg
“A Few Good Men” can’t handle the stage
“You can’t handle the truth!” is what many audiences remember from Rob Reiner’s 1992 film adaptation of Aaron Sorkin’s “A Few Good Men.”
Senator Warnock says he’ll be running for ‘high office’ in 2028 … but doesn’t specify which high office
Why 2026 Is a Health Care Election
_Ypsilanti, Michigan_THE MIDTERM ELECTION IS ABOUT a lot of things: gas prices and groceries, the spread of corruption, and the future of democracy. And yet, as much as any single issue, it’s about health care. You can tell by listening to all the Democrats talking about high deductibles, drug costs, and insurance companies as they campaign around the country. Or you can tell by reading all the public-opinion surveys in which voters consistently rank health care as one of their top concerns. But if you really want to know why this is a health care election, your best source isn’t the politicians or the pollsters. It’s the people on the front lines. One of them is Raymond Rion, a family medicine physician and executive director of Packard Health, a small network of clinics spanning Ann Arbor and Ypsilanti on the western outskirts of the Detroit metro area. Packard is what’s known as a Federally Qualified Health Center, where anybody can get care regardless of income or insurance status. And like similar safety-net providers all over America, for the past decade it has benefited directly from the Affordable Care Act. “We almost went bankrupt in 2011,” Rion told me in a conversation last week, recalling how in the old days staff at Packard would work the phones furiously to get supplies and find specialists who would take referrals. Now many more patients have either Medicaid or private coverage they’ve purchased through HealthCare.gov, the online marketplace that the law created, so that the proportion of uninsured patients has fallen from around one in three to one in ten. It’s a lot easier to find referrals for these insured patients, though thanks to the infusion of paying customers Packard can do much more on its own. In particular, Rion said, the organization has opened two new branches, started a pharmacy, begun offering prenatal services, and vastly expanded behavioral health care by bringing on a half-dozen new doctors, nurses, and case workers. Now a retrenchment is underway. Coverage options on the HealthCare.gov marketplace got more expensive because Donald Trump and the Republicans refused to renew temporary subsidies that had been reducing the price of insurance. On top of that, the first cuts to Medicaid as part of last year’s “One Big Beautiful Bill” are starting to take effect. Rion told me Packard has already laid off a provider in anticipation of less revenue next year.1 Patient volume is down, he went on to explain, in part because uninsured patients sometimes avoid care altogether out of fear a single visit will lead to more treatments with more bills. And postponing care in that way can have serious medical consequences, as his colleague Ron Romero told me. “So you have somebody with diabetes, their chronic condition isn’t getting cared for,” said Romero, who like Rion is a family physician. “Their sugars rise, and they end up having other medical problems. Their kidneys start to get damaged. They start to have eye damage. They increase risk for heart attacks and strokes. . . . They end up in the emergency room.” And things are likely to get worse. Partly that’s because next year most of the remaining Medicaid cuts will take full effect, throwing more people off coverage. And partly it’s because forces that have nothing to do with Trump or Republican actions are making medical care more expensive for everyone, including those with employer insurance and Medicare. That will lead to still more people delaying or skipping care, ending up in the emergency rooms, and putting yet more cost pressure on providers. Rion wasn’t taking a position on the election or political parties, he made clear. He was just describing the reality he sees around him: “The whole system is being pressured. Nobody is immune to this stuff.” He’s right. And here’s the thing: This has all happened before. We know happens next.
Michigan State Basketball: Top Three Bets for Opening Night
Tom Izzo’s squad kicks off the season against Quinnipiac. Maximize your opening night value by targeting team totals and alternate spreads as the Spartans find their offensive rhythm.
Connect to the Capitol Extra: Katrina Shealy on women in SC politics, endorsing Democrats
Sarri: ‘Atalanta are ambitious, but we can’t underestimate Parma’
Maurizio Sarri insists Atalanta are aiming to build “a new, great cycle”, but he warned his side not to underestimate Parma, despite their position near the bottom of Serie A.With quotes via Tutto...
Week 8 NFL schedule, scores, live updates: A.J. Brown questionable; Lamar Jackson, Saquon Barkley to play
What to know about the Affordable Care Act's open enrollment period now underway
People signing up for health insurance coverage under the Affordable Care Act for 2027 should expect higher premiums and fewer options
Tariffs on fresh produce would be a tax on healthy eating
If the goal is Americans making better food choices, tariffs on these foods would be counterproductive, writes Tom Mulholland.
Sweet Loren’s Was Making $350,000 a Year. Then 1 Decision Helped Turn It Into a $100 Million Business
A deal with Whole Foods helped Sweet Loren’s get started, but the real breakthrough came when founder Loren Castle listened to customers.
Guest Column: Georgia has a history of faith-inspired leaders. Which vision will govern?
Many of Georgia's top elected officials were guided by their faith in how they did politics. Keisha Lance Bottoms plans to do the same if elected as governor.
Minnesota Vikings vs. Detroit Lions: How to watch the NFL Week 8 game, channel, streaming info and more
How my 8-person company uses AI agents to avoid doubling our team
Founder Rachel Woods explains how her 8-person company uses AI agents to automate work and avoid 4 new hires. Here's her playbook.
Trump Accounts: What parents need to know about automatic enrollment, $1,000 seed money and activation
Your child may be enrolled in a “Trump Account” whether you realize it or not
Is China’s ‘dark tourism’ turning disaster education into entertainment?
Sarasota business moves to bigger location near Lakewood Ranch
Sarasota business moves to a bigger location near Lakewood Ranch, offering more space, easier access and better parking for customers
Pikmin 4 Nintendo Switch 2 Edition launches 12th November and a demo is out tomorrow
Pikmin 4 Nintendo Switch 2 Edition launches on 12th November with new Dandori Academy mode, and a demo arrives on the eShop on 2nd November.
Entertainment
Playhouse at McConnellstown has launched its "Raise the Roof" Capital Campaign to raise $30,000 for repairs to the theater's roof and gutter system. Donations of any amount are being accepted
“Makes Me Sick to My Stomach”: Dave Portnoy “Disgusted” by Ryan Day and Ohio State Losing to “Soft as Marshmallow” Lincoln Riley
Ryan Day and the Ohio State Buckeyes had a disappointing outing on Saturday. They suffered a humiliating 30-18 road loss to the USC Trojans, ending their five-game winning streak.
Velocity/Impel | Virtual tour generated by Panotour
Take a 360 degree virtual tour of Pierce's customizable Velocity® & Impel fire truck chassis. Built specifically for each department's needs, these affordable yet fully-featured chassis deliver ideal configurations via standard and optional features.
Israeli President Herzog to begin coalition consultations on Wednesday in hopes to form new gov't
‘Relationship business:’ RE/MAX celebrates 40 years in Dubuque area
As he tells it, Greg Adams became a real estate agent more than four decades ago largely due to a lack of other employment opportunities.
In 1984, Pat Bowlen paid $78 million for the Denver Broncos; 38 years later, his family sold the team for $4.65 billion
Misery Index: Ohio State fans have reason to panic after stunning loss at USC
UHealth Expands Presence with New UHealth North Miami Location - Florida Hospital News and Healthcare Report
Top row (l-r): Dr. Danny Abouekde, Dr. Martin Drost, Dr. Jonathan Pomper Bottom row (l-r) Dr. Leilany Irizarry-Colon, Dr. Jane Cohen The University of Miami Health System is expanding […]
Trump lets Katie Zacharia botch 'SNL' cold open, admires Tom Hanks' butt
"Saturday Night Live" returned just in time for a political fright night.
Trump lets Katie Zacharia botch 'SNL' cold open, admires Tom Hanks' butt
"Saturday Night Live" returned just in time for a political fright night.
Big 12 admits that it incorrectly gave No. 8 BYU a first-quarter touchdown in win over Arizona State
“SNL ”recap: Host Inde Navarrette takes shot at Shane Gillis’ controversial monologue in Halloween episode
Tom Hanks returns as David S. Pumpkins!
Halloween fun brings increased business for San Francisco bars and pubs
College football winners and losers: How we think the initial College Football Playoff rankings will look after Week 9
8News’ Matt DiNardo serves up support for heart-healthy fundraiser at Tom Leonard’s in Richmond
Heart health was on the menu at Richmond’s Tom Leonard’s Saturday, where 8News chief meteorologist Matt DiNardo brought people together for a fundraiser supporting the American Heart As…
Texas Senate race heats up as James Talarico rallies hundreds in Houston ahead of Election Day
Georgia is back to being Georgia, and the rest of college football should be terrified
How Daylight Saving Time affects your health
The Elder Scrolls VI Reportedly Titled Sentinel, Set in Hammerfell
The Elder Scrolls VI might finally get its full name soon. According to The Verge's Tom Warren, Bethesda is preparing to announce the game as The Elder Scrolls VI: Sentinel, and the reveal could come as soon as November. Warren expects it to be a name reveal only, so a trailer, gameplay, or...
Scientists use sound waves to deliver a new attack on deadly brain cancer
Scientists at the University of Virginia have developed a promising new strategy to fight glioblastoma, one of the deadliest and most difficult-to-treat forms of brain cancer. Their experimental approach combines focused ultrasound, tiny nanoparticles, and genetic molecules called microRNAs to attack multiple cancer-driving genes simultaneously.
Business Owners Have a Window. Most Aren't Ready to Use It. by Tully Ryan
I spend my working life on both sides of a business sale. As an M&A advisor based in Wilmington, I help lower middle market owners across North Carolina, South Carolina and Virginia sell what they've built. As the founder and CEO of IQExit, I work with the bankers, wealth advisors, CPAs and attorneys who sit beside those owners for years before a sale ever comes up. From both seats, I keep seeing the same thing. The market is ready for our owners. Too many of our owners aren't ready for the market. Start with our own backyard. Wilmington's metro area added more than 12,000 residents between July 2024 and July 2025, a 2.6% jump that ranked seventh in the country. It also posted the highest job growth rate of any metro in North Carolina. I see the same pattern in the growth markets I work in across the Southeast. New residents mean new customers and new workers. They also mean new buyers: people who moved here from corporate jobs and want to own something, private equity groups looking for add-ons in HVAC, electrical, landscaping and other trade services, and younger entrepreneurs who would rather buy a running business than start one from scratch. The ownership numbers are hard to ignore. About half of North Carolina's small businesses have an owner who is 55 or older, and roughly 85% of those owners have no succession plan, according to the North Carolina Employee Ownership Center. Nationally, more than half of Baby Boomer business owners have no documented transition plan. That isn't a crisis yet. It's a timing problem. A lot of businesses will change hands over the next decade, and the prepared ones will get the better buyers and the better terms. Buyers have money and they're using it. But an active market doesn't mean a fast one. The IBBA's latest Market Pulse survey found that Main Street deals took six to 10 months from engagement to close in the second quarter, and lower middle market deals took 11 to 12 months. That clock starts after the owner decides to sell. In my experience, the real preparation has to start years before. Two clocks, two playbooks When I sit down with an owner or their advisor, my first question isn't “What's it worth?” It's “When?” The answer puts the owner in one of two groups. If the owner wants out within 24 months, we're in execution mode. There's no time to rebuild the business. The work is cleaning up what a buyer will test: three years of financials that tie to the tax returns, an add-back schedule you can prove, customer and vendor contracts in writing, a lease that can be assigned, and a price the market will actually pay. The goal is certainty to close. If the exit is two to five years away, the owner has something worth more than time. They have choices. That window is where most value gets built, and most owners waste it by waiting. What kills deals In the lower middle market, deals rarely die over the headline price. They die in diligence, or they get retraded late in the process. I see the same causes again and again. The owner is the business. If every key customer relationship runs through the owner's cell phone, a buyer sees risk and a lender sees more of it. The books don't hold up. Buyers spot weak accounting fast. Statements that get revised mid-process, a revolving door in the bookkeeper's chair, revenue tracked on a side spreadsheet, and margins that slip while sales climb with no clear reason all make a buyer nervous. So does an owner who pushes back when asked for documents. And plenty of private owners run personal expenses through the company. Add-backs are normal. Add-backs you can't document turn into a lower offer. The real estate isn't sorted out. Many owners hold their building in a separate LLC. That's fine, but the lease terms or the property sale should be settled before a buyer shows up, not halfway through diligence. Revenue sits in too few hands. Picture a contractor with 40% of its work coming from one builder, or a service company running on handshake deals. Buyers will still look, but the terms shift toward more seller financing, an earnout, or less cash at closing. Owners and advisors: if your exit is three to five years out • Get a baseline now. Find out where the business really stands today: what a buyer would pay, who that buyer is likely to be, and which gaps would hurt you in diligence. You can't fix what you haven't measured, and the answer is often different from what the owner expects. • Make yourself less necessary. Spend the next few years building a manager or small team that can run daily operations and own customer relationships. Put handshake deals into written contracts. A business that runs without its owner is worth more and is far easier to finance. • Clean the books for three straight years. Buyers and lenders look back at least three years. Separate personal expenses, keep the financials tied to the tax returns, track every add-back as you go, and settle the real estate plan early. A word to CPAs CPAs often see a sale coming before anyone else, and you're usually the most trusted voice an owner has. Year-end meetings are the right time to start this conversation. Here's what I'd ask every CPA to do this season with business owner clients over 55: • Ask the timing question. “Do you see yourself owning this business in five years? If not, who takes it over?” Write down the answer and bring it up again at next year's meeting. • Run a proof of cash and review revenue recognition. Make sure the cash in the bank ties to the revenue on the books. Pay close attention to contractors with work in progress and to companies selling memberships or service plans. These issues are easy to fix with years of lead time and painful to fix a month before closing. • Pair the tax return with an exit readiness review. Invite clients to complete IQExit's Exit Readiness Intelligence (ERI) process as part of year-end planning. It gives you and the client a shared picture of readiness gaps and an indicative value range, and the results come back to you as the advisor. That turns a tax meeting into a planning relationship, and it puts you in position to bring in tax and M&A help early, when choices like purchase price allocation can still save the client real money. Changing the conversation For bankers, wealth advisors and attorneys, the hard part is raising the subject without seeming to nudge a client toward the door. I understand that. Nobody wants to tell a 60-year-old owner it's time to sell. So don't. Ask a different question: “If a buyer called tomorrow, what would they find?” That's a planning question, not a pitch, and it's useful whether the exit is two years out or 15. It's the question we built IQExit to help advisors answer. Whether you're in Wilmington, Raleigh, Charleston, Richmond or anywhere else, owners have a real opening right now. The buyers are out there and so is the capital. The owners who come out ahead will be the ones who start getting ready before they're ready to sell.
The Best Time to Fix Your Business Is When Things Are Going Well by Nathan Tayloe
There's a pattern I've noticed working with growing businesses over the years. Conversations about what needs to change rarely happen when things are going well. They tend to happen when growth slows, a competitor starts winning business, or something that used to work stops producing the same results. By then, the decisions are often harder, more expensive, and more urgent than they needed to be. It's understandable. When revenue is growing, customers are coming in, and employees are busy, there's little incentive to question what's working. Leaders have plenty to manage without creating new challenges for themselves. Running my own business has taught me that it's easy to get caught up in what's happening today and put off improvements you know will matter tomorrow. Those periods of success may actually be the best opportunity a business has to make meaningful improvements. When Success Makes Change Less Urgent Most businesses have things they know could be better. The challenge is finding a compelling reason to address them when everything appears to be working. Maybe the company has outgrown its original positioning. Perhaps internal processes haven't kept pace with growth, or the customer experience has become inconsistent as the organization has expanded. These issues don't necessarily prevent a business from growing. Strong demand can make them easier to overlook, especially when teams are focused on keeping up with the work already coming in. Over time, small inefficiencies become accepted ways of operating. Outdated processes remain in place because they've always worked well enough, and opportunities to improve get pushed aside in favor of more immediate demands. The business continues moving forward, but some of the things supporting that growth aren't getting stronger along with it. The Advantage of Acting Early When a business is performing well, leadership has something valuable: options. There's more flexibility to invest, experiment, develop people, and make thoughtful decisions without the pressure of an immediate problem that needs solving. Compare that with trying to make the same changes when revenue is declining, or the market has shifted. Investments become harder to justify, timelines get compressed, and decisions that could have been made strategically become urgent responses to circumstances. I've seen businesses postpone improvements for years because there was never a particularly good time to address them. Eventually, circumstances decide for them, often when they have fewer resources and less flexibility to respond. Growth Changes What a Business Needs This is especially relevant in a growing market like Wilmington, where new businesses, new residents, and continued investment are creating opportunities across the region. As organizations grow, the expectations placed on them change. Customers expect greater consistency, employees need clearer processes and opportunities, and leadership has to make decisions that support a larger, more complex business. What worked when a company was smaller may still work today, but that doesn't necessarily mean it will support where the organization wants to go next. Sometimes the most valuable improvements are the ones that prepare a business for demands it hasn't experienced yet. That might mean: Strengthening internal processes before they become bottlenecks Developing leaders before the organization depends on them Improving the customer experience before inconsistencies affect retention Revisiting positioning before the market outgrows the company's story None of these changes requires a crisis. They require recognizing that a growing business needs to keep evolving, even when current performance gives leadership little reason to worry. Use the Good Years Wisely Successful businesses don't need to constantly reinvent themselves. There's value in knowing what works and having the discipline to build on it. There's also value in occasionally asking whether the business is as strong as its current performance suggests. Are there problems we've learned to work around instead of solving? Are we still operating the way we did several years ago, even though the business has changed? What would we improve today if we weren't waiting for something to go wrong? Success creates the freedom to ask those questions and act on the answers. The businesses that make the most of that opportunity are often better prepared for whatever comes next. The strongest businesses don't need a crisis to recognize an opportunity to improve. They use the good years to prepare for the years ahead. — Learn more about how we help organizations strengthen their positioning, align their strategy, and prepare for what's next at tayloegray.com, or reach out directly at nathan@tayloegray.com.
Scientists say a forgotten particle may explain why the universe exists
A mysterious particle overlooked for decades may hold the key to why matter survived the Big Bang, allowing stars, planets, and life to exist. Scientists believe this forgotten neutrino reshaped the early universe and may have left detectable gravitational wave signals that could help unlock the cosmos’s deepest mysteries.
Florida regenerative farm focuses on soil health during harvest season
A Florida regenerative farm is showing how crops, composting and local markets can rebuild soil and connect customers with their food.
$10,000 in Vanguard's Health Care ETF in 2004 Grew to $93,915, and It Still Charges 0.09%
A single health care ETF launched two decades ago at rock-bottom cost has quietly compounded into a sum that surprises most investors, but whether its three closest rivals can match it depends entirely on what kind of risk you are willing to carry.
Monument Health opens second Community Heart Hub in Sturgis
Monument Health opened its second Community Heart Hub at the Sturgis Public Library, offering free automated blood pressure checks and educational materials.
Virginia and D.C. sue over Trump's arch, adding to legal challenges as government wants work to begin
There are now three lawsuits calling for a halt to potential work on a monument that would rise 250 feet on a patch of grass off the bridge that spans the Potomac River, connecting the city with Arlington National Cemetery.
NYC business owner says e-bike takeover is driving away tenants, customers as city struggles to rein in chaos
A New York City neighborhood is at the center of a growing battle over food delivery e-bikes, as residents say hundreds of riders have taken over their streets, blocking driveways, attracting rats and hurting local businesses.