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How the School of Hard Knocks founder built a $37 million business
School of Hard Knocks cofounder James Dumoulin uses staged drama to hook viewers and sells consulting services and memberships.
What International Business Machines (IBM) Said on Its Q3 Earnings Call
International Business Machines (NYSE:IBM) reported third-quarter 2026 revenue growth of 6% at constant currency, led by accelerating software sales, infrastructure demand and modest consulting growth. The company said operating pre-tax margin expanded 70 basis points and diluted operating earnings
Organizations look to consultants for help with tax law
A Modern Healthcare survey found demand for healthcare-related consulting services has increased compared with a year ago.
White House S&T Strategy Reframes National Security Tech
Brooks Consulting's Chuck Brooks, a GovCon Expert, examines the White House’s 2026 National Security Science & Technology Strategy.
Life Science Connect Acquires BrevisRefero to Expand Biopharma Outsourcing Technology Capabilities
Life Science Connect (LSC) has acquired Toronto-based BrevisRefero Corporation, a biopharmaceutical consulting firm and developer of the RFP>Navigator® platform, expanding... Read More
Owner of CT information technology consulting business sentenced for computer intrusion scheme
Federal officials said he remotely disabled a client’s computer network on 21 separate days in 2024, which resulted in the company being unable to conduct business on those days.
New Business Licenses: 10.16.26
Chesterfield reports physical therapy, emergency readiness consulting, a music academy and more. (BizSense Pro required)
GenomeWeb Best Places to Work Winner (101-250 Employees): Health Advances
Life science consulting company Health Advances has won GenomeWeb's Best Places to Work award in the 101-250 employee category.
Redefining Workflows with Microsoft AI & Power Platform: Start with Business Goals, Not Technology
Microsoft executives Leon Welicki and Dona Sarkar joined Innovia Consulting’s Shawn Dorward to discuss practical AI adoption strategies, emphasizing leadership, clear business goals, and choosing the right technologies to improve enterprise workflows.
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
BUSINESS UPDATE: A 138-year-old New York Manufacturer Gets Another Life in Fulton
E.J. Willis Co. was founded in New York City in 1888 and for generations it has made ship’s bells and other equipment for the U.S. Navy and American shipbuilders. This summer, the new owner moved the company’s equipment to Fulton By Stefan Yablonski E. J. Willis Co. cast brass ship’s bells — handcrafted in the United States since 1888. Ship bells, “built to last a lifetime at sea,” are now manufactured in Fulton. E.J. Willis Co. has moved its operation and manufacturing business to Fulton. They are currently operating out of N.E.T & Die. The company is now under the ownership of Jonathan Hyatt. He recently acquired the company after seeing a for sale note on Craigslist. [caption id=attachment_11110 align=alignright width=400] Entrepreneur Jonathan Hyatt is the new owner of E.J. Willis Co. He bought the business this summer after finding a listing on Craigslist by chance.[/caption] “I had been looking for something to do. I had been 20 years in corporate America and I was just tired of building someone else’s empire, you know what I mean? I was in consulting, pretty much a jack of all trades. I wanted to do something that I could call my own,” he explained. “I’d been on this path of trying to find a business to buy for about a year. One night I am on Craigslist about 11:30 in mid-April searching for something completely unrelated. At the bottom of Craigslist was a ‘things you might be interested in from outside of your area.’ There was an ad that said 138-year-old bell manufacturing company for sale. So, I clicked; why not, right? I wasn’t looking to buy a manufacturing company, but I went down the rabbit hole, absolutely fell in love with the history and ended up buying it.” He read the ad and responded. “I called and I am talking to the owner of the business for about two hours. We ended with, let’s have another chat and then come on out here and have a look. I figured, well I might wind up getting kidnapped and getting murdered or there is a real business here. But I gotta see it through,” he quipped. “And sure enough, there is a big machine shop operation there. The gentleman who owned it was retiring and in the corner of this shop is a little room where they make bells and they have been doing this ever since the company had started.” That’s the one constant thing that has survived the changes of the business. [caption id=attachment_11061 align=alignright width=300] Sales 1929 general catalog published by E. J. Willis Co, listing all the merchandise it sold. It’s like the Sears Roebuck and Co. catalog for marine parts.[/caption] “I drove home and told my wife, ‘This is what I am doing for the rest of whatever we are calling this — mid-life crisis.’ And she said, ‘absolutely you got to do it.’ I took out a loan and off we go.” He put in an offer on the business and they closed on July 1. He didn’t disclose what he paid for the company. “In terms of price, the seller and I have agreed to keep those terms private.” “I am finding that I am a business owner, an archeologist, opening files and cabinets that haven’t been opened in 100 years. It’s just amazing, just cool things that I am finding,” he said. “I want to build the business back. I want to be able to sell the bells to outsiders. I think they are beautiful. “It’s really a wild story about a company that started in lower Manhattan, exploded in the automotive space, sold parts to the Wright Brothers, moved into the aeronautical world and then landed in marine. The cool thing, I have been digging around and the gentleman who owned the company prior to me was not a digital guy. There is nothing out there. “Now I am sitting here with all the art from like the 1930s, the E.J. Willis boat catalog it’s like 250 pages of things this company used to make. It’s like the Sears-Roebuck and Co. catalog for marine parts. We are modernizing, we are staying true to the heritage of the business. It’s exciting to be the next steward of the whole business.” Initially he thought he’d move everything from the company’s plant in Middleville, Herkimer County, to Boston, out of convenience. “Then I thought let’s keep the foundry where it is. Let’s not move anything right away,” he said. “I want to get a good sense of what we’ve got, what works and what doesn’t. “I went to the foundry and met with the people there, lovely people, and said here is my position — I am buying a company where everyone is retiring. There is machining and polishing to be done, who would you work with around here? Without hesitation they said, ‘you need to go to NET Tool & Die and talk to Michelle [Shatrau]. She is a third-generation machinist and she runs the company now.’” So, he drove to Fulton. “I knocked on the door, they let me in. And she said, ‘how’d you get in here?’” he said with a laugh. “We became fast friends. I told her what I am doing. It must have struck a nerve. She has a very entrepreneurial background. I must have said something right because she came out and she said, ‘I’d love to help you. Why don’t we move the equipment that you have into my large building and I will give you a space to work at and use my team?’” [caption id=attachment_11058 align=alignleft width=300] Bell in progress awaiting assembly[/caption] It’s a great relationship so far. “We are bringing the business into the modern world. It’s been a lot of stuff all at once. But it has been very exciting,” he said. “We moved in a month ago [in July]. We closed on the business July 1. We moved a couple weeks later. We had all our equipment set up, electrical being run, everything. [caption id=attachment_11059 align=alignright width=300] Bell attached to a lathe going through the machining process[/caption] “We’re working with NET Tool & Die to rebuild production and preserve manufacturing processes that, in some cases, existed mostly in the heads and hands of the people who had been doing them for decades. We’re currently working on several 200-pound ship’s bells and bringing an old two-way manual bilge pump back into production.” He said he will be working with NET employees for the time being, adding, “I’d love to get to a point where I have so much growth that I need to hire people.” No one wakes up and says, ‘I am buying a bell today,’ Hyatt admitted. [caption id=attachment_11060 align=alignleft width=225] Bell after receiving a custom etching toward the bell mouth[/caption] “Everyone does wake up and has things that deserve acknowledgment and remembering — a promotion, a marriage, the birth of a child,” he said. “These are the things I feel like if there was something that could capture a particular moment in time and will literally outlast the person that bought it, a bell is that. We can engrave a bell if you get married or the birth of a child. We can put anything on a bell. “I have orders, yes. I am working on several orders right now. We have a little bit of busyness. But there are still some things to work out. I want to make things consistently and continue to move forward.”
Carson College student consultants move regional businesses forward
Regional businesses can receive a semester of consulting support from WSU Vancouver business students, guided by faculty and experienced business leaders, at no cost.
This 39-year-old quit 80-hour consulting weeks to make underwear for his struggling family business. He credits ‘sweaty feet’ for record profits
"If my sock doesn't fit just right, then when I get back from my hike, I go to the sock department," Minus33 President Lawson Glidden told Fortune.
Protiviti Achieves 2026-2027 Microsoft AI Business Solutions Inner Circle Award
/PRNewswire/ -- Protiviti, a global consulting firm, has been selected for the Microsoft AI Business Solutions 2026-2027 Inner Circle membership. This is...
Dear Abby: My husband put my career at risk by making political endorsements
Dear Abby gives advice to a woman whose husband put up political signs in their front yard without consulting her.
Lauree Ostrofsky celebrates 20 years inspiring Hudson Valley women
She started her coaching and consulting business Simply Leap in 2006 and helped found Hudson Valley Women in Business.
Netflix’s Summer of Bummer
(Welcome to the Entertainment Strategy Guy, a newsletter on the entertainment industry and business strategy. I write a weekly Streaming Ratings Report and a bi-weekly strategy column, along with occasional deep dives into other topics, like today’s article. Please subscribe.) Today, I’ve got a guest post from longtime friend of the newsletter, Brandon Katz. I’ve been trying to find time all summer to look at Netflix’s straight-to-streaming film slate, but between a pre-planned trip and Nielsen moving up their streaming data timeline, I’ve been swamped. So I reached out to Brandon, one of my favorite fellow analysts, to write about it. And I feel like he captured the tone and data focus of the newsletter perfectly. You can connect with Brandon on LinkedIn and Twitter. Enjoy! Don’t worry, folks. You’re in safe hands with me. To ease any anxieties about an interloper in ESG’s domain, I’ll start by stealing one of his best framing devices: headlines. Box office flops are covered in the same way the Teenage Mutant Ninja Turtles eye pizza: with cartoonish insatiability. I would know. I’m a former reporter who wrote nearly identical headlines: Yet, intentionally or not, streaming misses get treated with kids gloves, filtered through a rosy lens: In the last six years, U.S. streaming viewership has become nearly as transparent as the box office, but the data often arrives weeks later, in a number of less intuitive metrics, and with nary an official budget to be found. This plays into the Wall Street-whispering narratives major streamers have been cultivating for years. They get a pass in a way that theatrical studios simply don’t. Subscribe Netflix’s Summer Slate Not a single Netflix original film released between May and August this year opened above 20 million U.S. TV hours, per Nielsen. That benchmark usually serves as the EntStrategyGuy’s floor for a streaming hit on Netflix. None of these films enjoyed a hit-cementing single week of 20-plus million hours during their runs. Netflix’s two best films were true crime docs, Maternal Instinct (16.5 million hours) and The Crash (19.7 million), the best overall week for a film this summer. Great for most other streamers, but not necessarily what we’re used to seeing from Netflix. For an overly-dramatic comparison, Happy Gilmore 2 opened last summer to around 47 million hours (celebrity cameos, baby!). Zooming out, the picture looks even worse. In 2026, Netflix’s five biggest scripted summer films posted the lowest average (28.6 million hours) and median (28.8 million hours) eight-week viewership totals of the past four years. Now, it’s unrealistic and unfair to expect Netflix to deliver a _KPop Demon Hunters-_sized hit every year. But it’s also not ideal to see the size of their hits shrinking over the last few summers. Let’s quickly run through some of the notable summer misses. Jennifer Lopez and Brett Goldstein’s perfectly fine romcom, Office Romance, fell off the charts after 20 million hours in its first two weeks. Top films usually last for four-plus weeks. Starry titles ideally don’t decay that fast either. Homegrown star Millie Bobby Brown couldn’t prevent the snappy Enola Holmes franchise from diminishing returns. At 14.3 million U.S. hours, the third film posted roughly half of what the first two films did in their first two weeks. What’s on Netflix calculated that per-day global views were down nearly 60% from the second movie. The Whisper Man did okay with more than 36 million hours over its first four weeks. But I expected a little more juice from a film featuring Robert De Niro, Michelle Monaghan, and Adam Scott. Kevin Hart’s Ladies First collected just 11.2 million hours total across two weeks. That’s a big miss for one of Netflix’s go-to stars. Plopping into the same bucket are Sunny Sandler’s Don’t Say Good Luck (10.3 million in two weeks) and John Cena’s Little Brother (17.5 million). Meanwhile, English-language originals Color Book (June 19), In the Hand of Dante (June 24) and Heartstopper Forever (July 17) never sniffed Nielsen’s Top 10 at all, despite needing only 2 to 5 million hours to land in the top ten most weeks. (By my count, eleven English-language scripted original films released between May and August did chart). It’s only fair to mention that Swapped (1-May) posted nearly 42 million U.S. hours over five weeks (the longest Netflix original run this summer) and is currently their eighth most-watched English-language film ever worldwide. Remarkably Bright Creatures (37 million, 4 weeks) and Voicemails for Isabelle (27 million, 4 weeks) weren’t bombs either. Still, overall, I think it’s fair to say this was a quieter summer season than we’re used to seeing from the market-leader. You might not realize that given the language commonly used in public analysis. The Twist Despite the starkly black-and-white tone of the coverage, here’s the twist: when many box office bombs arrive on streaming, their viewership looks a whole lot like many of Netflix’s supposedly successful summer releases. Hmm, where have we heard that one before? Masters of the Universe topped out at $65 million stateside against a $170 million budget_._ I’ll admit, Skeletor ripping sleeveless curls as a gym bro and bodyslamming Adam’s co-workers was funny. But, much to the chagrin of my bank account, my laughter doesn’t launch franchises. Yet the He-Man reboot opened to 19.6 million hours (from a Wednesday five-day opening instead of just one weekend), on par with Hoppers on Disney+ (19.4 million). It put up nearly 47 million hours over its first six weeks, bigger than all of Netflix’s summer releases. Pretty darn healthy and likely to land among the 25 most-watched movies on streaming this year. Sticking with Amazon, The Sheep Detectives just barely broke even at the box office with $133 million worldwide (and only $66 million domestic). I never expected cloven-hooved, cud-chewing mammals to be able to bring me to tears. Yet that’s exactly how I found myself at the end of this surprisingly affecting movie (#NoShame). It was likely the unexpected quality in a family-friendly film that powered its streaming over-performance. Sheep Detectives delivered a solid run for Prime video netting 26.2 million hours! How about franchise IP? Star Wars: The Mandalorian & Grogu had the lowest opening ($81 million) and lowest-grossing Disney-era live-action Star Wars film ($178 million domestic). One day before release, its Heat score (19.8%)—audiences who list their interest as a 7/7—fell behind blockbusters Wicked (21%), Superman (23%), Fantastic Four: First Steps (23%), Michael (23%), Toy Story 5 (26%) and Avatar: Fire and Ash (27%), according to Greenlight Analytics. The urgent enthusiasm just wasn’t there. On streaming, Mando opened to weeks of 12.1 million, 6.1 million and 2.7 million hours (21 million total) over its first three frames. Not the numbers Lucasfilm was hoping for nor the numbers of a streaming hit. But they’re in the same vicinity as some Netflix summer releases with $345 million at the global box office to offset a smidgen of the pain. Final Thoughts So why oh why does this nuance gap exist? Four key reasons: Data Literacy: A “$100 million opening” just makes sense. After decades of box office reporting, even casual movie fans are well-versed in the benchmarks of hits and home runs. There’s an immediate shorthand. But “16.5 million” hours doesn’t land nearly as cleanly. Despite leaps of progress, the streaming ratings era is still in its infancy compared to theatrical. The EntStrategyGuy and I met thanks to a late 2010s group chat of data nerds hungry to find a shred of certainty in nebulous streaming performance. I’m not surprised to see “No. 1 on Netflix” still getting misconstrued out in the wild. Timing: By Friday morning, we have the box office’s Thursday night previews totaled, allowing us to better project the weekend’s expectations. From there, ticket sales are reported daily. By Sunday, the film’s fate is usually finalized, at least in terms of public perception. In streaming, Nielsen recently improved its delay to…two weeks. The medium isn’t forced to contend with instant gratification as harshly. Financials: Theatrical film budgets are a mere Google away. Profit and loss is calculated in the cold and unforgiving naked light of day for all to see. But finding the vast majority of streaming exclusive movie budgets requires the forensic investigation skills of a Criminal Minds detective. Also, it’s very difficult to calculate how much revenue/value a straight-to-streaming films provides a streamer. This is why there are so few stories about streaming original movies “losing X amount of money”. On top of that, marketing budgets are far greater for theatrical movies than streaming exclusive movies, which leads to earlier and better awareness. This then translates to a wider pool of potential interest. Narrative Control: Netflix is the only major streaming service to publish weekly first-hand viewership data and annual engagement reports. Naturally, some headlines borrow their first-hand framing**.** Other streamers benefit from their comparative lack of transparency. They may occasionally announce vague performance platitudes such as Apple TV’s Mayday becoming its “biggest film debut on the platform to date over its first 18 days,” and that it ranked No. 1 with left-handed viewers in its first weekend. (Fine, I made up that second one). But, for the most part, they keep first-hand viewership shrouded in mystery to avoid bad press. Especially for outlets that demand multiple articles per day from their writers, it’s an easy (and understandable) way for some reporters to hit their daily article quota by just repeating what the streamers have told them. TL:DR version: Streaming-exclusive movies are asked to do different things than theatrical movies, but that doesn’t mean they should escape judgment. Both still need to draw enough eyeballs to justify their cost within the proper performance contexts. The more cleanly we can inject a little nuance into streaming analysis, the better we’ll understand the audience and content trends that drive this industry. And that’s what all of this is really about: knowing what audiences actually want! Brandon Katz is the Director of Insights & Content Strategy at Greenlight Analytics where he focuses on evaluating the ever-fluid media landscape to unearth understanding, opportunity and value. Greenlight Analytics is the entertainment intelligence consulting company redefining how Hollywood finds, understands, and activates audiences. Prior to joining Greenlight Analytics, he served as the senior entertainment industry strategist at Parrot Analytics, and as a full-time entertainment industry reporter covering the Xs and Os of Hollywood, most notably with TheWrap and the Observer.
Eide Bailly to expand with Washington accounting firm
Accounting and advisory firm Eide Bailly announced that Bellevue, Wash.-based Loveridge Hunt & Co. PLLC will join the firm, effective Oct. 19. Loveridge Hunt provides tax, accounting, audit and consulting services nationwide, specializing in the affordable housing industry. The move will give Loveridge Hunt clients access to Eide Bailly’s expanded tax, advisory and technology services.…
Zankov Appoints Jack Tobin Chief Executive Officer and Business Partner, Paving the Way for Continued Global Expansion
Tobin continues to run his own luxury brand development and sales consulting agency, Jack Tobin Agency, which has worked with Zankov for the past two years developing the business.
Introducing Air Canada Embarq, a New Self-Serve Business Travel Platform for Canadian Small and Medium-Sized Enterprises
New Air Canada for Business platform helps companies manage, optimize and reward business travel from one convenient platformAir Canada partnered with ZS, a global management consulting and technology firm and Traverse, powered by ARC, to deliver the technology to support Air Canada EmbarqAir Canada is putting business travel management tools and benefits that have traditionally been used by large enterprise customers directly in the hands of Canadian small and medium-sized businesses and non-pr
Whipple Consulting Engineers expands offerings
Driven by recurring requests from custom homebuilders and small developers, Spokane Valley-based Whipple Consulting Engineers Inc. has expanded its offerings in an effort to keep costs manageable for smaller projects.
The evolution of sports analytics: A Q&A with UNC Charlotte expert Michael Schuckers
The field of sports analytics continues to become increasingly important across all sports. From the court to the turf, UNC Charlotte students are getting hands-on experience and helping teams make winning decisions. Michael Schuckers, a professor in the School of Data Science, has extensive experience in sports analytics, consulting for teams in the National Hockey […]
MSC Celebrates 30 Years of Real Estate Tax Savings
MSC, a national tax consulting firm with an office in Virginia Beach, is proud to celebrate its 30th anniversary, marking three decades of helping clients
HSBC plans sweeping job cuts across UK wealth business in AI push
Bank is consulting with staff on reductions in roles affecting managers, specialists and financial advisers
Enterprise Veteran to Mentor Oregon Consulting Group
Oregon Executive MBA alumnus Todd Grigsby, MBA ’00, has joined the University of Oregon as Professor of Practice and faculty director of the student-run Oregon Consulting Group (OCG) at the Lundquist College of Business.
Intact hires former Allianz Commercial risk consulting exec
Rahul Khanna, formerly with Allianz Commercial, has been named global head of risk consulting at Intact Insurance.
NWA C-Suite: Brett Amerine
Since 2014, Amerine has been the key leader in driving the growth and success of the Startup Junkie Consulting entrepreneurial support organization. He also launched the 501(c)(3) Startup Junkie Foundation...
New Small Business Alliances Signal Competitive Positioning by 18+ IT and Consulting Leaders Across FedCiv, FedHealth, and DoD
In the GovCon IT and consulting market, some companies react to opportunities. Others shape the board well before the game begins. Mentor-protégé agreements fall squarely into the latter category. These partnerships are not administrative check-the-box exercises. They require sustained commitment, alignment at the leadership level, and a clear view of where the market is heading. […]
FTI, Oracle and Paramount: This Week's Top Five Stories
This week's top stories include, FTI Consulting on the AI slowdown, Oracle's US$664bn backlog and further news from Paramount's Warner Bros. merger
Yakima Health District to test Lower Valley well systems
The Yakima Health District and Fulcrum Environmental Consulting have launched a new initiative to test certain well systems in the Lower Yakima Valley, according to a district news release.
Cheaper AI models may strain power grid, consulting firms say
In new reports published this week McKinsey and BCG reveal the impact of falling token prices and impact on the grid.
Coastal forces shape building sciences practice
When Built Environments relocated to Wilmington, the firm’s partners weren’t looking for the lazy tranquility one hopes for when on vacation. Instead, they sought sultry heat. They wanted to understand whipping coastal winds and punishing precipitation – the kind that tropical storms produce. That’s because how materials degrade can reveal a lot about how they can be improved. “We specifically chose the Wilmington market because it does fall within Climate Zone 3A, which is a coastal warm-humid climate,” said Jarrett Davis, who joined Built Environments in 2023 to lead the company’s building science practice. “There’s not a lot of product research in that climate zone, but there are a lot of structures here that get weatherized pretty severely.” Built Environments has provided building science, material testing and code compliance consulting for 25 years, ever since principal materials scientist Steve Doggett founded the company in Minnesota. “There are very few manufacturers that understand fully how their own materials and products work, whereas we know their shortfalls and their benefits out in the real world on jobsites,” Doggett said. “That’s why the original Built Environments was formed, to make buildings better.” He said the 15-employee company is just as comfortable on a jobsite, retrofitting a high-end beachside property, for example, as it is recreating some of the coast’s most intense weather conditions in the great indoors. The company operates an A2LA-accredited ISO/IEC 17025 mechanical testing laboratory on Wright Street. The year-old facility has expanded Built Environments’ in-house capabilities, Doggett said. “We’re able to simulate that hurricane wind (and) rain and perform structural and impact testing on wall assemblies, roof assemblies and glazing assemblies,” he said. “There are certain requirements that those windows and doors need to meet as far as wind ratings and pressure ratings and things of that nature.” Standard Glass Co.-Glass Depots, of Wilmington, is currently testing a new glazing system using Built Environments’ stress testing, the partners said. One method involves what’s called a “large missile cannon.” “We take 8-foot two-by-fours, and we shoot them at assemblies, so they have to withstand that impact,” Davis said. “It’s pretty cool to see, I’m not going to lie.” In many cases, the lab can run a full, wall-scale test of a product in a matter of weeks or months, whereas “it might take midrange manufacturers years,” Doggett said. “We’re nimble. We can cut that time in half.” The lab also develops intellectual property. Doggett, for example, shares a patent with Sustant LLC, of Minnesota, on a fastener patch to increase the air and water tightness within building envelopes. “We have too many ideas and not enough time,” he said. But the partners noted that they or their fellow principals – of which the company has four total, including a principal engineer and a principal codes and standards expert – could be anywhere on a given day, including in the courtroom providing expert testimony in contentious insurance cases. “Let’s say there is a fire on a structure,” Davis said. “We can analyze all the specific materials within that assembly – an exterior wall or something like that – because there are loads that require certain heat release. And so, we can measure each one of those materials, if need be, to say if this was likely or not a code-approved assembly.” Despite what can be inferred in a lab, the partners said nothing beats learning from how materials change over time under real-world strain. Take, for instance, the curious case of the creaking condo. “We recently had a customer that came to us trying to assess a sound issue of a roof. It was making noises that no one could explain or account for. How do you tackle something like that?” Doggett asked rhetorically. “There’s really no generally agreed-upon methodologies.” The problem turned out to be a faulty installation of a commercial roof system. “The building in this particular case was not local,” he said. “In the initial installation, the commercial roofing contractor installed the wrong fasteners in the wrong locations into the deck, and essentially the solar radiation was causing the building to move quite substantially early in the morning when the sun initially hit that assembly after a quite cool evening, causing the threads on the fasteners to kind of jump within the material, within the metal.” Built Environments designed an effective repair methodology that was within budget, the partners said. “We get the bizarre,” Doggett said. “I will say that’s something that has stayed the same over 25 years.” The partners said they are hiring, and that Cape Fear Community College is one of their main recruiting grounds. Davis and Doggett look for talented people who can understand traditional methodologies yet are open to on-the-job training and new understandings, they said. After all, it’s not just weather that can ruin a building. “My favorite saying is,” Davis said, “‘What are the eight most expensive words in construction? That’s how my daddy used to do it.’”
Coastal forces shape building sciences practice
When Built Environments relocated to Wilmington, the firm’s partners weren’t looking for the lazy tranquility one hopes for when on vacation. Instead, they sought sultry heat. They wanted to understand whipping coastal winds and punishing precipitation – the kind that tropical storms produce. That’s because how materials degrade can reveal a lot about how they can be improved. “We specifically chose the Wilmington market because it does fall within Climate Zone 3A, which is a coastal warm-humid climate,” said Jarrett Davis, who joined Built Environments in 2023 to lead the company’s building science practice. “There’s not a lot of product research in that climate zone, but there are a lot of structures here that get weatherized pretty severely.” Built Environments has provided building science, material testing and code compliance consulting for 25 years, ever since principal materials scientist Steve Doggett founded the company in Minnesota. “There are very few manufacturers that understand fully how their own materials and products work, whereas we know their shortfalls and their benefits out in the real world on jobsites,” Doggett said. “That’s why the original Built Environments was formed, to make buildings better.” He said the 15-employee company is just as comfortable on a jobsite, retrofitting a high-end beachside property, for example, as it is recreating some of the coast’s most intense weather conditions in the great indoors. The company operates an A2LA-accredited ISO/IEC 17025 mechanical testing laboratory on Wright Street. The year-old facility has expanded Built Environments’ in-house capabilities, Doggett said. “We’re able to simulate that hurricane wind (and) rain and perform structural and impact testing on wall assemblies, roof assemblies and glazing assemblies,” he said. “There are certain requirements that those windows and doors need to meet as far as wind ratings and pressure ratings and things of that nature.” Standard Glass Co.-Glass Depots, of Wilmington, is currently testing a new glazing system using Built Environments’ stress testing, the partners said. One method involves what’s called a “large missile cannon.” “We take 8-foot two-by-fours, and we shoot them at assemblies, so they have to withstand that impact,” Davis said. “It’s pretty cool to see, I’m not going to lie.” In many cases, the lab can run a full, wall-scale test of a product in a matter of weeks or months, whereas “it might take midrange manufacturers years,” Doggett said. “We’re nimble. We can cut that time in half.” The lab also develops intellectual property. Doggett, for example, shares a patent with Sustant LLC, of Minnesota, on a fastener patch to increase the air and water tightness within building envelopes. “We have too many ideas and not enough time,” he said. But the partners noted that they or their fellow principals – of which the company has four total, including a principal engineer and a principal codes and standards expert – could be anywhere on a given day, including in the courtroom providing expert testimony in contentious insurance cases. “Let’s say there is a fire on a structure,” Davis said. “We can analyze all the specific materials within that assembly – an exterior wall or something like that – because there are loads that require certain heat release. And so, we can measure each one of those materials, if need be, to say if this was likely or not a code-approved assembly.” Despite what can be inferred in a lab, the partners said nothing beats learning from how materials change over time under real-world strain. Take, for instance, the curious case of the creaking condo. “We recently had a customer that came to us trying to assess a sound issue of a roof. It was making noises that no one could explain or account for. How do you tackle something like that?” Doggett asked rhetorically. “There’s really no generally agreed-upon methodologies.” The problem turned out to be a faulty installation of a commercial roof system. “The building in this particular case was not local,” he said. “In the initial installation, the commercial roofing contractor installed the wrong fasteners in the wrong locations into the deck, and essentially the solar radiation was causing the building to move quite substantially early in the morning when the sun initially hit that assembly after a quite cool evening, causing the threads on the fasteners to kind of jump within the material, within the metal.” Built Environments designed an effective repair methodology that was within budget, the partners said. “We get the bizarre,” Doggett said. “I will say that’s something that has stayed the same over 25 years.” The partners said they are hiring, and that Cape Fear Community College is one of their main recruiting grounds. Davis and Doggett look for talented people who can understand traditional methodologies yet are open to on-the-job training and new understandings, they said. After all, it’s not just weather that can ruin a building. “My favorite saying is,” Davis said, “‘What are the eight most expensive words in construction? That’s how my daddy used to do it.’”
Infosys and Columbia University Launch Strategic Collaboration Across Deep Research to Drive Innovation and Unlock Business Value
/PRNewswire/ -- Infosys (NSE: INFY) (BSE: INFY) (NYSE: INFY), a global leader in AI-first business consulting and technology services, today announced a...
Sandhills Community College Small Business Center expands to Moore and Hoke Counties
Small Business Center Director, Laura Kinsman. Photo provided by: SCCSandhills Community College (SCC) is launching a redesigned Small Business Center model that expands no-cost entrepreneurial support across Moore and Hoke Counties. Rooted in the College’s commitment to strengthening small businesses and entrepreneurship as drivers of economic growth, the enhanced model is led by recently appointed Small Business Center Director, Laura Kinsman. The model also includes two new Senior Business Advisors who will provide trusted expertise, stronger community connections, and individualized guidance to entrepreneurs and business owners throughout the region.Kinsman brings a unique perspective to the director’s role as both a local business owner, operating in downtown Southern Pines, and a former Moore County educator. “Her combination of education, business ownership, leadership, and community involvement make her a great fit for the Small Business Center and the work we are continuing to build across Moore and Hoke counties,” said Taylor L. McCaskill, senior director of Workforce Development & Corporate Partnerships in a press release.Kinsman is an active member of the Southern Pines Business Association and has been connected to the Sandhills Small Business Center since the beginning of her entrepreneurial journey. She looks forward to building on that experience by strengthening the Center’s partnerships and expanding its connections throughout the community.She will lead the Center's efforts to support entrepreneurs and business owners throughout Moore and Hoke County and be the connector to the North Carolina Community College System Small Business Center Network operations. The Center offers no-cost, confidential one-on-one counseling, practical workshops, and connections to the resources and partners that help local businesses start, grow, and create jobs.A key part of this new approach, only offered at SCC, is a network of Senior Business Advisors, experienced professionals who will provide individualized guidance in areas such as business planning, finance, marketing, operations, growth strategy, and problem-solving. These advisors will serve as trusted partners to entrepreneurs and business owners, helping them turn ideas into action, overcome barriers, strengthen existing businesses, and pursue new opportunities. This one-on-one counseling is available at no cost, ensuring that high-quality business support is accessible to entrepreneurs at every stage.Senior Business Advisor for Hoke County, Kenna Parks. Photo provided by: SCCKenna Parks has been named the senior business advisor for Hoke County. She is a business professional, entrepreneur, and educator who brings a unique combination of academic training and real-world business experience. She earned her Master of Business Administration (MBA) in 2017 and has built her career around entrepreneurship, marketing, business development, and helping others turn ideas into sustainable opportunities.Senior Business Advisor for Moore County, Katrin Henderson. Photo provided by: SCCAs a military spouse, she has successfully launched and operated businesses across five states, giving her firsthand experience in adapting to diverse markets, building new customer bases and understanding the importance of global reach in today’s business environment. Over the last decade, her areas of focus include business planning, marketing strategy, branding, customer development, financial preparedness, operational planning and connecting entrepreneurs with educational programs and community resources.Parks brings an especially valuable perspective to business advising because she is an entrepreneur herself. She is the owner of Glamo Society Bridal & Formal Wear in Raeford, N.C., giving her firsthand experience with the realities of launching, operating, marketing and growing a small business. She understands that entrepreneurship extends far beyond developing a great idea; it requires strategy, financial awareness, adaptability, strong customer relationships, and consistent execution.Katrin Henderson will serve as the senior business advisor for Moore County. Thriving in hospitality and retail, Henderson has enjoyed positions in Food & Beverage Management and Retail Management in various fine dining and retail establishments in the area, before opening her own children's shop in 2015, in the Village of Pinehurst. She is a native of Moore County.Quickly immersing herself in this new world of small business ownership, Henderson joined various boards and committees, including President Elect of Pinehurst Business Partners and Event Chair for the Holly Arts & Crafts Festival. She also partnered with local organizations such as Moore County Economic Development and Moore County Chamber of Commerce and Sandhills Community College Small Business Center in events and educational opportunities. In 2026, Henderson sold her shop and now offers full-time support to both new and seasoned entrepreneurs through freelance consulting mentorship and the SCC Small Business Center program.The Small Business Center team is passionate about making business resources more accessible, and ensuring entrepreneurs know they do not have to navigate business ownership alone. Through their work with SCC, they are committed to building meaningful relationships with local businesses, community organizations, and industry partners while helping entrepreneurs move from idea to strategy, strategy to action, and action to sustainable growth.“Sandhills Community College believes deeply in the power of small business and entrepreneurship because strong local businesses create jobs, spark innovation, generate investment, and strengthen the communities we serve,” said McCaskill in press release. “Through this new Small Business Center model, Sandhills is building a stronger ecosystem where entrepreneurs can connect, grow, and thrive, while helping drive long-term economic vitality throughout our region.”To learn more about the Center's services or to schedule a consultation, please contact Kinsman directly at kinsmanl@sandhills.edu or 910-695-3938.
AI Is Shrinking Product Life Cycles. How Can Businesses Respond?
Companies can draw lessons from “The Art of War” to succeed in a new era, argues Kmind Consulting Chairman Noah Xie
From a martini bar to a spot from a consulting chef on ‘The Bear,’ here are 6 new Chicago restaurants
Also in the mix: A Queens-born soup dumpling spot and a market with a sprawling, European-like square for sipping spritzes.
Bobby Kotick’s lawyers sent me a bad email (and later apologized)
The message I had received was unsettling—for a moment. Then it was just really confusing. Back on January 20 of this year, at 5:15pm ET, I received an email with the subject line “Legal Correspondence re Bobby Kotick.” It was from the law firm Clare Locke, a firm I’d heard had been emailing reporters in recent years about their coverage of Kotick, the former, longtime CEO of Activision Blizzard. The letter was threatening. A lawyer from the firm introduced themselves as “defamation counsel to Bobby Kotick.” They issued a “demand” that I “correct” a Game File article I’d published a week prior. The article that had irked them had been a scoop of sorts. I’d written about a a 2022 lawsuit brought by a Swedish pension fund, AP7, over Microsoft’s purchase of Activision Blizzard. The suit wasn’t news, but I was first to review and report about Kotick’s extensive pushback to the fund’s claims. The pension fund’s core contention was that the sale had been rushed by Kotick to avoid the consequences of sexual misconduct scandals swirling around the company in 2021. (He’d not been accused of misconduct himself in those suits, to be clear.) As I wrote at the time, Kotick had denied the allegations of the rushed sale. Beyond that, Kotick used a December 2025 reply to the Swedish fund’s lawsuit to assign blame for those workplace scandals, the bad press and even for the AP7 lawsuit. I’d found Kotick’s arguments novel and newsworthy. Across nearly 3,000 words, I explained Kotick’s take: that a Swedish gaming company was behind the Swedish fund’s lawsuit (the Embracer group; they denied it); that the Microsoft-Activision deal was not rushed and was secured at what Kotick felt history had proven to be an optimal price for shareholders; that he believed a conspiracy of people at unions government agencies, PR firms and the media had spun up claims of widespread workplace misconduct at Activision Blizzard in 2021. The article gave context for all of this, letting readers assess the claims and weigh their credibility. As I’d later write to Kotick’s lawyers: I would be surprised if you could point to any news article about Bobby Kotick in the last five years that has spent more of its wordcount articulating his point of view. He is welcome to do an interview with Game File any time. Nonetheless, there they were in my inbox that Tuesday evening: Clare Locke, the law firm that secured a $787.5 million settlement from Fox News over false statements about voting machines. They were emailing me, threatening that failure to comply with their demand could support a claim of “actual malice,” a legal standard for libel. Unless… Unless, they said, I added a key paragraph to my article. This was a paragraph that I already knew Kotick’s lawyers had been emailing reporters about for at least a year, and it was a paragraph that was already in my article. The paragraph they wanted is from a 2023 settlement that California’s Civil Rights Department struck with Activision Blizzard. The settlement had closed a two-year-old lawsuit over alleged sexual discrimination at the game maker. The paragraph basically said that claims of systemic or widespread sexual harassment—or of execs like Kotick tolerating such behavior—had never been proven. I’d already seen proof that Kotick’s lawyers had pushed for the settlement’s language to be added to reports about 2021 sexual discrimination and misconduct lawsuits brought against Activision Blizzard by California and, separately, by the U.S. federal government (both suits were since settled). I knew that Kotick and his lawyers felt that the California settlement language should be mentioned in the same breath as references to an article he hated and denied, a November 2021 Wall Street Journal article claiming Kotick knew “for years” of sexual misconduct at Activision Blizzard. So, in the Game File article that Clare Locke emailed me about, in the interest of ensuring I was being fair and balanced regarding the person I was covering, I had already included the following excerpt from the California settlement [emphasis added in bold]: (Kotick has repeatedly pushed back against that November article in the Wall Street Journal, citing among other things, language from a court-approved consent decree as part of Activision’s 2023 $54 million settlement over the California suit. It states: “no court or any independent investigation has substantiated any allegations that: there has been systemic or widespread sexual harassment at Activision Blizzard [or] that Activision Blizzard senior executives ignored, condoned, or tolerated a culture of systemic harassment, retaliation, or discrimination.”) On the evening of January 20, I was incredulous. How do you write a four page legal threat about a week-old article and miss this? While scrambling to also make my kids dinner, I wrote a lengthy reply to Clare Locke’s lawyers, basically asking them to cool it with the threats and to start making sense. In part, I wrote: I hope you can understand why I am having trouble understanding what you’re asking for, when the statement you’re demanding to see in Game File’s article already appears in Game File’s article. Actual malice, as you know, refers to a reckless disregard for the truth. I’m not sure what your argument is when my article already states your client’s position. Here is where I should remind you, the reader, that I am an independent journalist. I publish on Substack, and have availed myself of the Substack Defender program that provides writers on the platform with legal support. But I’m no Wall Street Journal or New York Times, nor even IGN or GameSpot when it comes to such things as, well, having a legal department. There are more fun things for me to do as an independent journalist than writing back to a powerful law firm representing a very rich person. On the evening of January 20th, I was just trying to cook some pasta, broccoli and chicken nuggets for hungry twins. Nevertheless, I wrote back to them. Two hours later, I got a reply. Summarizing: A lawyer for Clare Locke said they’d “reviewed an incomplete version” of my article and they “apologize for the confusion.” (My guess: Someone didn’t read past the piece’s paywall, even though they’d had a full week to scrounge up the funds to do so. What I’d published above the paywall was balanced, as was what came after.)1 That was almost that, but something about the situation bothered me. The letter had been marked “confidential.” I hadn’t agreed to that, and I disliked the idea that powerful people on the beat that I cover would act like they could unilaterally control what I might tell my readers about. On the morning of the 21st, having already gotten the powerful law firm to back off, I oh-so-wisely re-approached them with just one more thing. I thanked them for clearing things up the night before but noted that I’d never agreed to keep their letter confidential. I’m all for agreeing with a source to keep things off the record, but that’s the thing. We have to agree. You can’t just declare it. I’m not bound by that. I wrote to Clare Locke’s lawyer and said, in part: I trust the matter is resolved. It was disappointing to have to spend less time with my kids last night in order to address your legal letter. Family time’s precious. I will add, for clarity’s sake, that, while your letter stipulated that it was confidential, I did not agree to those terms. In the future, should you wish to communicate with me confidentially, I am happy to agree to classifying our communication as “off the record” prior to the actual communication—as is standard with any professional journalist. The firm’s lawyer replied, not directly addressing the confidentiality issue but asserting that the matter was resolved. Why I didn’t write about this until now In May, I told this story on an episode of Simon Parkin’s podcast My Perfect Console, but I held off on sharing it directly with Game File readers. I held off to avoid stepping on the toes of another reporter, the journalist Mikhail Klimentov. He’d interviewed me in the spring of 2025 about an investigation he was working on regarding Bobby Kotick lawyers pressing the media to add the California settlement language to stories referencing the 2021 lawsuits. And about how some outlets had changed their stories and how some simply deleted them. Initially, I was a third-party source for Klimentov’s reporting, providing on-the-record context about the state of the games media. I’d heard about the letters but hadn’t put the time into pursuing the story. I thought it was interesting, and I was glad he was covering it. When the outlet that Klimentov was going to run his reporting in dropped the story, I began talking to him about potentially publishing his reporting on Game File. This was tentative. Then, in January, when I got my own Clare Locke letter, I told Klimentov that I didn’t think it would make sense for me to publish him, not with me now being part of the story. I had my own version of this situation to tell. But I wished him well and said I’d refrain from telling my tale until he could get his reporting out there. Last Friday, Klimentov finally ran his investigation, in a nearly 48-minute video report for People Make Games. It covers various Clare Locke letters, how media outlets reacted to them and what to make of all this. His video weighs the merits of Kotick’s request and looks at some of the articles that were changed (one of which had a glaring error). I highly recommend watching it: (Note, I did some editorial consulting for a People Make Games video last year but nothing to do with this report.) While many outlets haven’t left any public evidence that they updated their Kotick coverage at Kotick’s counsel’s request, at least one has. Back in October 2025, the mainstream outlet Reuters applied the most transparent article update I’ve seen. On the 3rd of the month, they published an article about the state of the Swedish pension fund’s lawsuit. Days later, they added this: In an October 7 letter sent after publication of this article, Kotick’s defamation counsel disputed claims of widespread harassment at Activision. “Not a single investigation, court finding, verdict, or ruling ever concluded that there was any merit” to the allegations of widespread harassment at Activision, Tom Clare and Nick Brechbill of Clare Locke wrote. I’ve never added a statement to my article on Game File, because none was needed. Not for fairness’ sake, nor to meet any demands of Kotick’s lawyers. I’ve nevertheless wanted to be transparent with Game File readers. If someone powerful is questioning my reporting, is threatening a lawsuit over it… if that threat is part of a pattern involving other games media outlets and if, in my case, the whole thing ran into a ridiculous ditch, I want you to know about it. I also share this as a real example of how I handle threats to Game File. I stand up for my own reporting, even when it’s not comfortable to do so. (In that same category of standing up for the work I do, I’ll point to an incident in late August. Asocial media post I published to X/Twitter regarding reporting I did about Take Two and GTA VI was hit by bogus copyright claim by a firm working for the publisher. I pushed back and got it reversed; even while a bigger games media outlet let themselves be censored. This is the other reason I’m sharing this story: To emphasize that dealing with threats from powerful people is one of the costs of covering the video game industry independently and as fearlessly as possible. This is where you come in. Your support, through free and paid subscriptions (sign up here!), can help me keep doing that. It can ensure that I’ve got the back-up I need. And it can help make fiascoes like this even less of a worry, so I can spend my evenings dealing with more important things, such as making sure I steam the kids’ broccoli just right. 1 That pension fund lawsuit I wrote about in January has all but gone away. In May, the fund and Activision Blizzard owner Microsoft agreed to settle. Lawyers for the fund brokered a $250 million settlement for former Activision Blizzard shareholders. In the settlement, the fund’s lawyers changed their rhetoric. Where once they’d questioned the meaning of the California settlement language, they adopted a version of it for themselves. Several weeks ago, while seeking to get a court to sign off on the terms of the settlement, they proposed their fee for their work in the case: $60 million.
From BCG to Juul: A journey through consulting and strategy
Daniel Dantus spent eight years at BCG before transitioning to Juul. Here's his advice on building a career post consulting.
Science Center Announces Firm to be Interim Leaders
Sitka Sound Science Center has engaged Cape Decision Consulting, a Sitka-based firm, to provide interim leadership while the board conducts a search for a new executive director. Robin Sherman will serve as interim executive director,...
UAMS, Bradley County Medical Center to Sign Management Advising and Co-Branding Agreement
LITTLE ROCK — The University of Arkansas for Medical Sciences (UAMS) and Bradley County Medical Center (BCMC) in Warren are planning to sign a management consulting and co-branding agreement. The agreement was approved Thursday by the BCMC Board of Directors.
Pioneer of China NewCo model sued in US over trade secret misuse, double-dealing
A legal feud unfolding in New York is putting a spotlight on the work of a business development veteran who is credited for pioneering one of biopharma’s hottest dealmaking mechanism: the China “NewCo” model. In a lawsuit originally filed in New York state court and recently moved to federal court, China’s Lepu Medical Technology has alleged that biopharma business development consultant Su Zhang, who was hired to help shop its GLP-1 weight-loss candidates to Western partners, engaged in corporate double-dealing and trade secret leaks. According to the complaint, while acting as Lepu’s primary dealmaking liaison for a group of obesity and metabolic disease drug candidates, Zhang was secretly double-dipping as the acting chief business officer for a direct competitor, BrightGene Pharmaceutical. “She never adequately disclosed the role, never sought Lepu’s consent, and never proposed any safeguard,” Lepu alleged in its complaint, which was filed in July after Zhang’s consulting firm, CoDevCo, sought certain transaction-based success fees from its angry customer through an arbitration process in Singapore. Lepu, the parent company of Lepu Biopharma, has asked Zhang to pay back its $500,000 retainer and disgorge all benefits she received during the alleged breaches of fiduciary duty, plus other damages and relief. The company has also requested the court grant injunctions to protect Lepu’s trade secrets. The ill-fated partnership officially kicked off in December 2024, when Lepu tapped CoDevCo as its “exclusive business development mechanism” to identify collaborators for the company’s drug candidates. According to Lepu’s complaint, Zhang personally negotiated and signed the agreement as managing director for CoDevCo, which used her home address. Before the Lepu deal, Zhang made a name following a short stint as the global head of business development for Hengrui Pharmaceuticals. It was during her tenure that Hengrui signed a landmark deal granting exclusive rights for a portfolio of GLP-1 assets to Hercules, which was at that time newly established by a group of private equity and venture capital firms. In addition to the regular upfront and milestone payments, Hengrui also gained an equity stake in Hercules, which later became Kailera Therapeutics. The Hengrui-Hercules deal opened a new paradigm, where a Chinese biopharma company spins off certain early-stage assets to investors for further development through the creation of a new company abroad. The “NewCo” model quickly came into vogue as it allows Western investors to access high-potential assets originating from China at an early stage while giving the Chinese licensors an opportunity to reap long-term benefits through equity stakes in the new firms. The NewCo model proved its value when Kailera staged a record-breaking $625 million IPO on Nasdaq this April, merely two years into the Hengrui deal. Related Kailera CEO 'knew we were in a good spot' before obesity biotech's record-breaking $625M IPO On her LinkedIn page, Zhang described her work at Hengrui as “[b]uilding team and capability from the ground up,” forming NewCo and major pharma partnerships worth billions of dollars. Lepu clearly wanted that kind of track record to help boost its own cardiometabolic portfolio, which includes a range of assets for obesity, Type 2 diabetes, fatty liver disease and muscle preservation during weight loss treatment. “Lepu’s pipeline is very valuable, but only if Lepu could secure the right international partner to expand into the overseas market during the available commercial window,” the company argued in its complaint. The Chinese biotech said it had little knowledge of U.S. laws, customs or business practices in the business development field, and therefore “needed to rely entirely” on the expertise of Zhang and her team as the firm’s first engagement of a U.S.-based BD consultant. “Zhang’s dominating influence on the business development strategy is further evidenced by the fact that she personally controlled the business-development communications on behalf of Lepu with potential partners,” Lepu said in its complaint. After entering the deal, Zhang introduced Lepu to her four associates. According to Lepu’s version of events, all of them were allegedly employed at different time points to perform similar jobs at other Chinese companies that Lepu described as its competitors, while having access to Lepu’s confidential information. As such, Lepu described Zhang’s team as “a roster of individuals whose primary professional loyalty, by virtue of their concurrent full-time employment, ran to Lepu’s competitors.” As well as the specific examples set out in the case, a look at Lepu’s deals over the period suggests Zhang may have been involved in at least one transaction. During their partnership, Lepu, through its subsidiary Shanghai Minwei Biotechnology, also out-licensed its GLP-1/GIP/FGF21 agonist MWN105 to a NewCo called Sidera Bio in the fall of 2025. The deal included an upfront and near-term payment of $35 million, up to $1.01 billion in milestones, and a 9.99% stake in the Danish startup. It seems likely that Zhang facilitated the Minwei deal given that Lepu is on record as having used CoDevCo as its “exclusive business development mechanism.” The big shock for Lepu came in the form of a news article on June 25, 2025. The article, reporting on phase 2 data for BrightGene’s GLP-1/GIP receptor agonist BGM0504, identified Zhang as acting chief business officer of the Lepu rival. Blindsided by her association with BrightGene, Lepu confronted Zhang in July 2025. “Lepu was given assurances that there was nothing to be concerned about and told that Zhang would explain the matter to Lepu,” Lepu alleged in its complaint. “Zhang never did.” Lepu claimed that Zhang had the motive and opportunity to steer potential prospective partners toward BrightGene or other competitors. Later, in February 2026, one of Zhang’s associates joined BrightGene as the vice president for global business development, according to the complaint. Around the same time, Lepu sent written demand letters asking Zhang to account for her BrightGene role, identify what confidential data were shared with the rival firm, and provide any conflict-of-interest or firewall policies during the engagement. According to Lepu, neither CoDevCo nor Zhang answered the questions in their responses. Related Novo vs. KBP: How a $1.3B deal turned into a fraud accusation and an international legal fight In a motion to dismiss filed with the U.S. District Court in the Eastern District of New York on Sept. 4, Zhang’s legal team argued that Lepu’s agreement was signed with CoDevCo, and that an employee of the contractor does not owe fiduciary duties to the client. In its complaint, Lepu said: “That CoDevCo was the contracting entity does not insulate Zhang from personal liability for duties she personally undertook and personally breached.” Taking the argument one step further, the defending party argued that the consulting agreement “does not create a fiduciary relationship even between CoDevCo and Lepu; instead, it identifies CoDevCo as an independent contractor retained to market Lepu’s business to potential western partners.” Although CoDevCo was Lepu’s exclusive business-development contractor, there were no terms stipulating that the consulting firm should serve only Lepu, Zhang’s lawyer noted. As to Lepu’s claims that Zhang misappropriated trade secrets, the defendant argued that Lepu authorized the use of the information so Zhang’s team could perform their service per the agreement. In a rebuttal filed on Sept. 11, Lepu’s lawyer set out why they believe the Chinese biotech satisfied New York law’s misappropriation definition by alleging that the defendant used a trade secret “in breach of a duty or through improper means.” As an alternative to dismissing the suit, the defendant suggested the action should be stayed pending outcomes from the arbitration of a separate case in Singapore. While NewCo pioneer Zhang is defending her business arrangements, momentum behind the NewCo trend has continued unabated into 2026. Through August, Chinese biotech assets have spurred 15 NewCo deals this year, according to local trade publication PharmaDJ.
Michael Baker International Names Brian Pursch, SHRM-SCP, VP, Human Resources Business Partner Lead
/PRNewswire/ -- Michael Baker International, a global leader in engineering, architecture, consulting, and digital solutions, today announced that Brian...
Novant Health drives $4.33B in regional economic impact, study says
Novant Health Coastal Region generates an annual overall economic impact of $4.33 billion in the Wilmington Metropolitan Statistical Area (MSA), according to a new report. Commissioned by Novant Health and conducted by Mouhcine Guettabi, associate professor of economics at the University of North Carolina Wilmington and the area’s regional economist, the report evaluates population growth in New Hanover, Brunswick and Pender counties and whether the area’s healthcare infrastructure is positioned to meet the region’s demand. According to the study, while healthcare employment has kept pace with population growth in New Hanover and Pender counties, it has not kept up with the rapid population growth in Brunswick County, which is skewed toward an older population. “It points very clearly to Brunswick County being the bottleneck, or being the place where investment is most needed,” Guettabi said to the Business Journal Friday, “because the growth is the fastest, the composition of the growth is older (adults) and demand for healthcare is much higher for the subpopulation.” The Novant Health Coastal Region employs 8,295 full-time equivalent workers, according to the report, and is the region’s largest employer. Overall, through direct, indirect and induced impacts, the Novant Health Coastal Region supports 19,573 jobs, the report said. Using data collected from internal payroll, financial and capital reports, the report estimates that Novant Health Coastal Region pays approximately $1.15 billion in total compensation to its employees. According to the study, the provider’s annual operating expenditures, or direct economic impact, total $2.36 billion. That direct impact ripples through the regional economy through spending at its suppliers, or indirect impact, and household spending by staff and its suppliers’ workers, or induced impact. The report estimates the Novant Health Coastal Region’s indirect economic impact is $786 million, reflecting the multiplying effect of the provider’s operating expenses on expenditures like medical supplies, facilities, food, IT and professional services. Because 86.9% of Novant Health Coastal Region employees live within the tri-county region, the report estimates that wages paid by Novant circulate into the regional economy, creating an induced economic impact of $1.17 billion. “That money just doesn’t go into thin air,” Guettabi said of the wages paid to Novant Health Coastal Region employees. “Some of that money is being re-spent, and therefore it’s supporting grocery stores, hiring, restaurants and bars, and there are a lot of other companies or organizations whose employment, whose activity partially depends on that.” The combination of direct ($2.36 billion), indirect ($786 million), and induced ($1.17 billion) impacts totals an estimated $4.33 billion, according to the report. A study commissioned by Novant Health in 2024 and conducted by FTI Consulting’s Center for Healthcare Economics and Policy found that Novant Health generated nearly $2 billion of direct impact, with $628 million in indirect impact and $857 million in induced impact. Healthcare investments in the pipeline for Brunswick County Additionally, the study found that while healthcare employment has kept pace with population growth in New Hanover and Pender counties, it lags in Brunswick County. “Once you go below the metro level and you decompose the three counties that make up the Wilmington Metro,” Guettabi said, “it becomes fairly clear that Brunswick is the standout. And not only that, but clearly the growth there is fully domestic migration and largely retiree-driven migrants.” Using data from the Centers for Medicare and Medicaid Services on per-capita healthcare spending among age groups, Guettabi estimates that adults aged 65 and older demand 2.44 times the healthcare of working-age adults. “The share of the population in Brunswick County that’s over the age of 65 is 33%,” Guettabi said, “which is so much higher than the average share of people over the age of 65 within the state or within the country.” The report emphasizes that Brunswick County is the “strongest candidate” for new healthcare investment, adding that patient discharge records show Brunswick residents rely heavily on facilities in New Hanover County for inpatient care. “Investments in Brunswick County would not only meet the demand for those residents, but it would also relieve pressure for New Hanover County residents,” Guettabi said. Laurie Whalin, president of the Novant Health Coastal Region, told the Business Journal Friday that the provider plans to expand services at Novant Health Brunswick Medical Center, in addition to other investments in the area. In April, the state granted conditional approval to both Novant Health and Columbus Regional Healthcare System to build new hospitals, just miles apart, on either side of the Columbus County and Brunswick County borders. Columbus Regional’s $214 million 30-bed hospital would be located at the former Acme-Delco Middle School in Delco, according to the application. The project’s approved timetable has construction slated to finish in May 2029, with the hospital open for service by October 2029. The Whiteville-based provider, which Atrium Health manages, broke ground on an Advanced Care facility in December 2025 and operates four specialty clinics in Leland. Meanwhile, Novant Health’s proposed $251 million 20-bed hospital would be built just miles from Columbus Regional’s proposed hospital, near the Compass Pointe community in Leland. The provider estimates the hospital will open by 2030. State officials also approved Novant Health in March to build a freestanding emergency department in Carolina Shores, near U.S. 17. The project is estimated to cost $24 million, according to the application, and will operate under the Novant Health Brunswick Medical Center license. Additionally, Novant Health’s 16,000-square-foot ambulatory surgery center is slated to open in Leland by year’s end, officials said.
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