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Did Commanders GM Adam Peters provide too much intel?
There are some who think Adam Peters may have actually tipped his hand. We don't agree.
I replaced 7 daily tasks with NotebookLM — how the mobile app actually saves me time
NotebookLM is great on desktop but it’s even better on your phone
Scientists say BMI gets it wrong for over one third of adults
A new study suggests that one of the most widely used health metrics, BMI, may be getting it wrong for a large portion of the population. By comparing BMI classifications with precise body fat measurements using advanced DXA scans, researchers found that more than one-third of adults were placed in incorrect weight categories. Many people labeled as overweight or obese did not actually have the corresponding body fat levels, while others were missed entirely.
Mega Crit are working on three new Slay the Spire 2 modes, just don't place any bets on them all making it in
The new modes should appeal to different kinds of people, but only if they end up actually working.
Earth’s magnetic field went wild 600 million years ago and scientists finally know why
Hundreds of millions of years ago, Earth’s magnetic field behaved in a way that has long baffled scientists, showing wild and seemingly chaotic shifts unlike anything seen before or since. A new study suggests this chaos may actually hide a deeper pattern: instead of random fluctuations, the magnetic field may have followed a global, organized structure.
Doctors blamed her symptoms on motherhood. She actually had mold illness.
Kate Ames spent years battling chronic symptoms like fatigue and joint pain. She later learned there was mold in her home that was making her sick.
Mental Health, Resilience, and Self Care in April
This April, we want to take a moment to focus on mental health wellness and resilience. By many accounts, this has been a difficult winter for mental health, and the shift into spring is a natural opportunity to pause, check in, and take stock of how we are doing. The beginning of the warmer months is often linked to improved mood for many, more daylight, more time outdoors, and more social connection. At the same time, there are some who actually report increases in depression and anxiety symptoms at the end of winter.
Hydrinity Skincare CEO On Why Science Beats Hype
As trends come and go, the brand’s momentum suggests that the skincare industry may be returning to what actually works — thanks to science.
WhatsApp notifies hundreds of users who installed a fake app that was actually government spyware
The Meta-owned company said it identified around 200 users who were tricked into installing a fake version of WhatsApp that was actually Italian-made spyware.
Heartbreaking: New game reveal that sounds legit cool actually just one big joke
April Fools', you got me again!
We’re Spending Billions on Collagen. Here’s What the Science Actually Says
We’re spending billions on powders and gummies, but is it a waste of money? Discover what recent clinical studies from Harvard and FSU reveal about collagen's actual impact on skin, joints, and aging.
Scientists open 40-year-old salmon and find a surprising sign of ocean recovery
Old canned salmon turned out to be a time capsule of ocean health. Researchers found that rising levels of tiny parasitic worms in some salmon species suggest stronger, more complete marine food webs. Because these parasites depend on multiple hosts—including marine mammals—their increase may reflect ecosystem recovery over decades. What looks unappetizing may actually be a sign of a healthier ocean.
Airbnb Externship Shows 3L Isabel Samayoa How Legal Strategy Drives Business Growth - UC Law San Francisco (Formerly UC Hastings)
An externship at Airbnb provided 3L Isabel Samayoa exposure to areas such as contracts, licensing, risk management, and growth strategy, helping her develop the skills and experience to thrive in her future career as a corporate transactions attorney. 3L student Isabel Samayoa reflects on her work with Airbnb’s in-house legal team through UC Law SF’s Corporate Counsel Externship Program. Supported Airbnb’s legal team on commercial contracts, open-source licensing, external partnerships, product counseling, and legal research. Observed how legal advice aligns with business strategy and risk management. Gained exposure to strategic decision-making while preparing for a career in corporate transactions. Q: What did you do in this corporate externship? A: I supported the Airbnb legal team across several functions, including commercial contracts, open-source licensing matters, strategic external partnerships, legal research, real estate matters, internal AI integration, and product counseling. I also gained exposure to corporate structure counseling, litigation, patent counseling, and the company’s broader business strategy. Q: What did you take away from this experience? A: One of the most valuable parts of this experience was learning how a business actually operates. I had never worked on such a large team in the private sector, so I had little exposure to how companies run internally. I learned how lawyers can provide valuable advice to support business goals, seeing how leadership evaluates risk and develops growth strategies. Understanding those priorities allows me to calibrate my legal advice to clients, balancing the client’s goals against the level of risk they are willing to take. Q: How does this experience support your career goals? A: Exploring the anatomy of a successful company was incredibly valuable because I plan to pursue a career as a corporate transactions lawyer. Being in the room with the teams discussing important decisions allowed me to see firsthand the factors that contribute to that success and how lawyers help guide those decisions. Q: Would you recommend UC Law SF and this externship? Why? A: I would absolutely recommend this opportunity. While the team worked on high-stakes matters at a highly successful company, they still created an environment where I felt welcomed. They trusted me with meaningful work and supported me every step of the way. This helped me build confidence in my analytical abilities. Q: What’s your favorite UC Law SF memory so far? A: Some of my favorite UC Law SF memories, aside from my time at Airbnb, involve mentorship. I have benefited from mentorship and have also had the chance to mentor other law students. Watching the students I mentored go on to mentor others has been particularly rewarding. I think mentorship is integral to the legal profession, and it has been inspiring to see that culture thrive at UC Law SF and continue beyond the classroom. The Evidence of Success series highlights UC Law SF students as they share how the College’s opportunities equip them with the experience, skills, and confidence to excel in the legal profession.
How to pick the right benefits for small businesses
The right benefits package isn’t just about perks; it’s about building something your team actually values. In this episode of Small Business Smarts, Victoria Jordan connects with ADP’s Laci Buzzelli to learn how to design a benefits strategy that fits the team and budget. For more information, visit ADP.com/SPARK
The surprising downsides of being a cynic
A jaded view of human nature may actually render you more likely to suffer from disappointment and betrayal. But there are ways to avoid being hoodwinked.
Target Just Launched a Flash LEGO Sale for Spring That's Actually Really Good, But It Only Lasts Until Tomorrow
Don't sleep on these Disney, Star Wars, Batman, and more LEGO deals in the midst of Amazon's Big Spring Sale.
Some are celebrating, but World of Warcraft's move away from the "Horde" and "Alliance" faction split will be seen as a historic mistake
Not only does it undermine decades of lore and world building, but player identity is how you reach your audience when they're *not* gaming. WoW's iconic faction split is under threat, and that's a bad thing actually.
Steven Fulop on Fighting for Business Interests in Zohran Mamdani's New York
Steven Fulop, the new President and CEO of the Partnership for New York City, the city’s leading big business advocacy group, spoke with The New York Editorial Board on the morning of March 19, 2026. Fulop recently began in the role after 12 years as mayor of Jersey City and a 2025 run for governor of New Jersey. He replaced longtime Partnership President/CEO Kathryn Wylde. (photo by Liena Žagare) Participating journalists: Nicole Gelinas, Josh Greenman, Alyssa Katz, Ben Max, Akash Mehta, Harry Siegel, Ben Smith, Liena Žagare Full Transcript **Ben Max**Good morning. Thanks for being here. So start us off: The people who hired you for this role, what did they make clear were their top priorities for you coming into it, and for the Partnership, and what did you sort-of pitch as the direction you thought things could go? Give us a little of that bifurcation of where the minds met in terms of the priorities and the leadership for the new era. **Steven Fulop**Let me explain to you how I ended up in the job, OK? That’s probably a good starting point, because I don’t think anybody initially thought that I was the pick that they coveted or thought that would be an ideal fit for this position. I’d run for [New Jersey] governor, as you guys know, and I was very deliberate in the lane that I was taking as a candidate for governor. The same candidate when I ran for mayor and city council — it was outside the establishment. It was building on issues, single-issue voters — very, very concentrated on detailed policy. And I thought that if I could build an organization, outside of the typical political organization, of single-issue voters, you could become viable because they’re passionate people generally, OK? And one is mayor, outside the establishment doing that. You won two races in the country that Obama actually engaged in as president. Rahm Emanuel and Jeremiah Healy, my predecessor, was a ten-year incumbent. So we won based on this structure. Run for governor, kind of in that same model. And I thought at the time that 550,000 people would turn out in the election. That was based on history in a similar election, when Chris Christie left and it was Trump’s first-year primary, you know, changeover in governor. There was five hundred or four eighty-seven [thousand]. So I thought five-fifty was a bump up. Same numbers Sherrill had, Ras Baraka had. I thought five hundred and fifty thousand people in the election, six candidates running that are viable — two congresspeople, two mayors, senate president, and the teachers’ union president — that if I got to a hundred and thirty thousand votes, single-issue passionate voters, I would get in through the primary with twenty, twenty-five percent, and then put it back together even though I was kind of the outside establishment guy. I think I did everything perfect during that election, OK? With the exception of winning. Which is the big deal. But I miscalculated one thing. And I don’t know in hindsight how I could have changed anything. But I miscalculated that the turnout ended up spiking to eight-fifty, OK? So I said five-fifty. We all said five-fifty. Going into Election Day on Tuesday, and I’m a pretty pragmatic person. Going into Election Day on Tuesday, if you said, Steve, are you gonna win? I would have told you, we caught them and we’re gonna win, OK? We have more volunteers. I mean, to give you perspective on it: Uber, which is a data company, like, the week before, they wrote a million-dollar check to my super PAC, five hundred [thousand] to Sherrill, five hundred [thousand] to Ciattarelli. Election Day, the New York Times embedded one reporter, photographer for most of the day with only one of us, me. CNN, the day before, me, right? The trend was there. I miscalculated that there was an additional 300,000 people that came out. I saw, similar to here [in New York City], the voter numbers surging early, and I just thought it was a displaced Election-Day voter. I thought you were so excited to vote that you were voting early. I never imagined that there were 300,000 additional people voting. And if you tuned in late, then you would have ultimately– I had the wrong message. My message was, Trenton was broken, these are the things we would fix. And Sherrill, for example, was: I’m a helicopter pilot to fight Trump, right? Her message was better for that. It was over in five minutes. So why do I tell you that? I was shell-shocked, didn’t really know what happened, and the way this business works is when you lose, your phone goes dead. Nobody calls. It’s just, that’s it. Silence. And so, I’m trying to think about what happened and two weeks after the fact, I get a phone call by this guy. His name is Jim Simpson. He was Christie’s DOT chair, OK? Commissioner. And he worked on the widening of the Pulaski Skyway with me as the mayor of Jersey City. And Christie went after me with Bridgegate, and I was a government witness during Bridgegate. But even when nobody in the Christie administration could talk to me, Jim Simpson was always like, I have this major project going through Hudson County, predominantly Jersey City. I’m gonna deal with the guy. And he would tell you that Steve was a professional, good guy to deal with. I think that’s what Jim Simpson would say. I didn’t talk to Jim Simpson for 12 years. I lose the election. Two weeks after, I get a phone call. He leaves a voicemail. Hey, Steve, it’s Jim Simpson. Can you give me a call back? And I was kind of like fuck the world at that point. I didn’t want to call anybody back. And I called Jim Simpson back, and I was like, Hey, Jim. How’s it going? And he says to me, he says, Look, I’m very thankful you remember who I am, blah, blah, blah, blah. He said, Look, I had an issue in a warehouse I own in Jersey City. Didn’t know really how to navigate the building department. I figured it out, right? But thanks for calling me back. That was the conversation, OK? And I’m like, OK, great. You know? Whatever. So the conversation ended. He says, You know, I moved to Pennsylvania, but I’m sometimes up in New York. If I’m up there again, why don’t we just get together? I said Sure. I got nothing but time, right? And so he calls again about a week-and-a-half later, says, I’m gonna be in New York tomorrow. Wanna grab breakfast? Sure. So we meet for breakfast, and he knew nothing about me. When I got there, he was googling me, OK? Like, he knew nothing about my deeds. He’s like, Oh, you were in the military. That’s amazing. Like, it was a weird conversation. And, you know, towards the end of the conversation, he says, What are you gonna do next? And I said, I honestly don’t know. You know, I think maybe this, maybe that. And he says, You know who you should call? I said, No idea. Who, Jim? And he says, I don’t get along with her, he said. I used to be a Rockefeller fellow. I do not get along with her. We do not see eye to eye, but you should call this woman named Kathy Wylde. And I said, I met Kathy, ten years ago once. I don’t know if I would call her, and I don’t…That’s a weird conversation, just to call a stranger and ask for help with a job, right? And he says, No, you should figure out how to call her. We’re gonna figure out how to get you in touch with her again. I gotta think about it. I said, OK. We left. I never thought anything of it. He calls me four days later, and he says, I was giving it some thought. I was googling and I saw she’s leaving [as President and CEO of the Partnership for New York City]. You should apply for the job. And I said, I don’t know anybody. It’s a weird dynamic. And he said, We gotta figure it out. You know? Good guy. A couple weeks later, I was going to a conference in Montana, and three years earlier, I had met Rob Speyer at the conference. Spoke to Rob probably twice in my life since then, OK? But, we had a night we sat next to each other at a dinner, had a nice conversation. So I texted him. I said, Are you going to this conference by chance, in a couple weeks? He said, I am going, right? I said, Oh, can I grab you when you’re there for a couple minutes? He said, Sure. I go with my wife. He comes over, says hello. He knew my wife from a couple years ago, pleasantries. I said, Hey, Rob. you know, I texted you, if I could speak to you. He said, Yeah, yeah. What’s up? And I was, like, nervous at this point. I’m, like, sweating. Like, I’m gonna give a pitch. I said, I see you’re very involved with the Partnership. I think I’d be killer at that job. And he says, Why? And I gave him a pitch, which I’ll tell you in a second. And he said, Honestly, he said, Steve, there’s 12 people in the search committee. He says, I couldn’t even help you if I wanted to, nor would I. But what I can do when people ask me is just get in touch with Heidrick & Struggles and, go through the process. I said, That’s all I could ask. It’s fine. So I send him a text two days later with my resume, and I said I was serious about this. Can you connect me to the person? He says, Sure. Heidrick & Struggles would tell you that they did the interview as a courtesy. And that they thought that it was going nowhere, largely because when the search committee, which is a who’s who of business, outlined who they wanted, they said they wanted somebody from New York City, and they wanted somebody who was not in elected office. So here I am. I would go through these interviews, and I would outline what I thought the Partnership was doing wrong, and how politics has changed, and where I thought the potential was. Largely that the model of shuttle diplomacy, of relationships in the way that it worked 20, 30 years ago, doesn’t work anymore. And today you see, both with Mamdani and Trump— The assets that they [Partnership member companies] have are that they have 800,000 employees. They have the ability to communicate at scale, and they have a general centrist message, and none of those things are leveraged in any meaningful way, is what I would outline. And I really believe, and I continue to believe, that if the Partnership is perceived as a voice of very wealthy people and the CEOs, it will no longer exist in five or ten years. And the reason I say that is because one of the assets that people value is this convening component. And it’s a convening component because you have everybody from, you know, the CEO of JP Morgan and Goldman Sachs towards mid-level to low-level CEOs, and they want to be in the room with the next person in that food chain, so to speak. And when people view it as not good use of their time, because it’s not effective, you start seeing deterioration and you no longer get that involvement. And I would explain this to them, and I would say, This is how we’re going to organize employees, and I think is the most effective way to do it. It’s something that I did as a [mayor] or a candidate when I was running these campaigns, so it’s something I know. And they would ask a lot of questions, and we would go through this model in detail, and they would ask, and they would just move me along in the campaign in, in this situation. And then at the end, probably ten interviews in, the woman from, you know, Heidrick says, You know, I think, you know, as crazy it is, you might land this plane. And I said I knew I was going to land the plane. But— **Josh Greenman**Can I ask? So you mentioned— **Steven Fulop**Sorry to take so much time on that, but— **Josh Greenman**Three hundred thousand, or I forget the number. **Steven Fulop**Eight hundred thousand. **Josh Greenman**Eight hundred thousand employees. And correct me if any of the assumptions embedded in the question are wrong. But you’re a membership organization, you’re supposed to be speaking for the large employers. **Steven Fulop**Yes. Large employees. Employers and employees. **Josh Greenman**Employers and employees. But you don’t canvas them every time an issue comes up. You described it as centrist. OK. An issue comes up. First of all, how do you, as the head of the Partnership, decide whether to get engaged and involved in that particular issue? And second of all, how do you decide what the posture of the Partnership is, if it’s not predefined? How much of it is your instinct? How much of it is, Let me take the temperature of the employees and the employers first? **Steven Fulop**The honest answer is I think it’s a hybrid. At the last board meeting, I spoke about being more narrow in the things that we’re going to be involved in. I think it’s very important we’re very deliberate and specific on issues that we care about and being less involved in kind of broad things that don’t necessarily touch 250 of the different companies. **Josh Greenman**Even though you made a statement about antisemitism. **Steven Fulop**I made a statement on antisemitism because it touches a lot of our companies, if not all of them, because they have Jewish employees, and they’re all very invested here. **Ben Smith**What’s something that you think the Partnership should get out of? **Steven Fulop**We had a lot of time last year in the fashion industry. I think the fashion industry is important. I don’t know who reads that report ultimately or how you move the needle ultimately on the fashion industry. We did some work very publicly on short-term rentals. Not really sure that that’s the best place to be spending a lot of time, because I don’t think it pertains to every single person here. I think that there are things that do pertain, quality-of-life issues that touch everybody. How do those things come to light? So I spoke broadly at the executive board meeting about things that I thought were important. They had lots of questions, Why this, that, and I outlined things both in a framework of government and politics: This is what I think. This is where the opportunity is. This is where the vulnerability is, et cetera, and we went through some of that stuff. When we’re working, for example, now, I gotta review it. We’ve been going back and forth on a blueprint of things to change for New York City that I think, or our team thinks, are meaningful, practical, and tangible things that you could change that would impact the budget in a meaningful way. And a normal person would say, You’re probably right about that. And the politics could be tough for those. So put a litany of, let’s say, 330 of them together. A lot of it’s our team’s ideas. Some of them are a little bit maybe venturing into a place that the Partnership historically has felt maybe uncomfortable. Those are broader conversations because I don’t yet have 20 years of trust with those people. So I say, Here’s what I’m looking to do. Here’s the reasons why. And we have those conversations with the executive board. **Liena Žagare**Does universal childcare fit into that? **Steven Fulop**Universal childcare is a part of it ‘cause— universal childcare is a part of it. It’s definitely in there. And I’ll tell you this. We polled our employee base because we were curious. It’s something again that touches, I believe, the affordability crisis. I think Mamdani and Hochul are right on this. It touches everybody who lives here in some way or another. Roughly two-thirds of our employers provide some sort of childcare today. Some is on-site, some is off-site, some is subsidies for low-income, some is subsidies for everybody, some is using a tax credit. And I’ve said this to the mayor before, that our knowledge of this space is vast because we have experience, practical experience on this sort of thing that others don’t have. They may have abstract experience or be ideological in a certain way. We experience it. We can tell you what works and what doesn’t work in the Building Department, what the challenges are in the bureaucracy, what the issues are in accomplishing this in a different way, because a lot of us have tried to provide that, right? So how do we communicate that publicly in a way that makes sense from our objective, which is improving New York, and at the same time in a way that’s value-added to the mayor or the administration, is kind of where we are. But it’s a hundred-percent part of that blueprint. There is a section on this. **Akash Mehta**It’s interesting to hear you emphasize that you represent the employees, not just the employers. Are there formal structures that put that into practice? Are there elected board positions from the employee base, or anything like that? **Steven Fulop**What we’re starting to do now— So it’s a shift, OK? And what we’re doing now, the short answer is no. What we’re doing now is starting a lot of these town hall-type conversations with the CEOs and me. It is an April, May, June, two, three-year initiative, where we’re talking about civic involvement, the importance of New York, and people can opt to sign up for information from us. So we’re communicating in that way. People will opt in, and then we’ll have the ability to better communicate with the employee base with regards to what we’re doing. You know, there’s no secrets to what I’m saying. I mean— **Ben Smith**But you think the opportunity is to mobilize employees? **Steven Fulop**The opportunity is to better communicate because I think there’s a disconnect between a lot of the things that happen, and how and when we communicate to employees things that may impact them. Because you have all sorts of legalities, and general counsels, obviously, that put obstacles in place on this stuff. And we need to figure out a way, because people are invested here in a meaningful way, so they should have knowledge of this. I don’t believe– Of course, our employee base is different than working for the Hotel Trade Council or Carpenters [union] or whatever, right? They’re monolithic, told to do something, they’re gonna do it. Employee bases aren’t that. I think that’s an asset. Having a generally college-educated employee base, if you lay out an issue in a reasonable way, they could make an informed decision whether that works for them or doesn’t work for them. The— **Akash Mehta**Wait, the carpenters can’t make an informed decision? **Steven Fulop**I didn’t say they can’t make an informed decision. I’m gonna say they’re more monolithic in what they do, and it’s driven by the decision of a leader, specifically in the Carpenters. The Carpenters would say from their executive board, maybe in Washington, maybe in New York, maybe in New Jersey, say, Directionally, we are supporting Ben. And then we support Ben. We don’t have that luxury. That’s not the way we’re structured. **Akash Mehta**What does that have to do with them being college-educated? **Steven Fulop**Well, it doesn’t have to. I mean, I think that you don’t have to necessarily be college-educated, it’s a fair question, to weigh something. But I think generally somebody that’s gone through some sort of rigorous education and training on pragmatic thinking has a better chance because they’ve been educated to think that way. I don’t think it’s a referendum on, you only could understand an issue if you’re college-educated. **Alyssa Katz**But I want to dig in a little more to that when you’re talking about pragmatic thinking, because it’s not an elephant exactly, but the sort-of power in the room is the mayor, who’s elected with actually a lot of college-educated support. And also based on a sort of different way of looking at pretty much everything in some ways, right? Like around– OK, we’re gonna start with principles, we’ll figure out the practicalities later. And also around mobilizing large numbers of people who have interests potentially at odds with capitalism, right? Tenants, people who generally think that money and politics and billionaires are the core problem, or a core problem to address, and on and on. So I’m interested in your efforts to mobilize people in that light. I mean, are you looking to build a counterforce? How does that factor in? **Steven Fulop**I don’t use a “counter force.” I don’t think people are generally sympathetic or upset with capitalism or sympathetic to socialism. I view it more as a couple of things were true in the November election. A, you had an alternative to Mamdani that was tremendously flawed. So they had a ceiling. It was an exact situation that happened in Jersey City, where you had a former governor who resigned in disgrace running for mayor, my old seat, same exact outcome. So it wasn’t, it wasn’t a reflection of, everybody’s sympathetic to socialism. I think elections are choices ultimately, and these are the four choices that you ultimately had. Do I think that people are frustrated and more fiscally liberal than they’ve ever been before? Yeah, absolutely. I think that when people say that I, people say, a twenty-year model ago would say, I am, you know, fiscally conservative and socially liberal, that model has flipped really. People are fiscally liberal because what’s going on today isn’t working for them. They’re not necessarily sympathetic to socialism, but they’re open to trying things because there’s an acknowledgement that what’s happening isn’t working. And we see that too. We’re not blind to that. So do I think that you can organize a counterweight, was the question? Is that what it is? I don’t know if I would frame it as a counterweight. I think that you need to organize something that has a voice that is relevant in the political atmosphere, definitely. **Josh Greenman**Can you just explain both the number and percentage of people the Partnership represents of employees, versus the employment base of the city as a whole? **Steven Fulop**Yeah, I don’t know the— **Josh Greenman**What’s happened to that over time? I’m curious, like, is it— **Steven Fulop**I can get that to you. I don’t know. I don’t know that— **Josh Greenman**And then the other is inside the Partnership. What are the constituent companies and groups, and…Are there a couple of companies that have a highly disproportionate share of Partnership members? **Steven Fulop**No. **Josh Greenman**So how broad-based is it? Can you just describe it? **Steven Fulop**I mean, there’s 350 companies. They range in size from– I mean, they would be significant companies, maybe 50 employees, OK, to several thousand employees. But on the executive board, you can see from the site and the broader board, they vary in size and background. Most of the companies you would have some familiarity with. But, they vary in size. **Josh Greenman**How is it determined whether you’re part of the Partnership as a company in New York City? **Steven Fulop**As part of the Partnership, is generally we go through a process of meetings. I meet with them initially, provide them some information. They express that they’re interested, I express that we’re interested. I take it to the board to make sure that we’re moving in that direction, and then the board validates that. This year we’ve had, I mean, a bunch more have joined, and we’ve restructured some things so some have left intentionally. It’s not intentionally, but I guess– **Nicole Gelinas**You’re running pretty hard against the two income-tax hike proposals that the mayor ran for office and won on. Do you see the employee base as part of the battle against those tax increases? Would Partnership company employees go up to Albany to make their point known against that? **Steven Fulop**Yeah. But I don’t think you’re gonna have that same sort of advocacy group that the DSA does. It’s a totally different type of person that would engage, number one. Do I think that a lot of the employees would be opposed to an increased tax structure in New York? I think without clear parameters on what that tax structure looks like, I think the answer is yes. And it’s not only the income taxes that we’re concerned about. So we’ll go into that, too. The reality on this is, if you look at it from a reasonable point of view, if you added the income tax, the payroll, the PTET tax, which is one that we care a lot about and we’re concerned about, the corporate tax, the estate tax, and the property taxes: You put all of those together, right? And you said, OK, we’re gonna do them all. And without some structural changes to the budget, you will be at the trough again in three years. And I think a reasonable person who’s even supportive of, maybe, the highest earners paying more would say, Does it make sense to do this every two or three years, and at what point is there a tripwire? So I think, yeah, the people would be sympathetic. It depends how and what information you provide and how those taxes are. But we don’t have that structure in place yet. I just got started. So we’re just building that stuff out, which I’ve told you, but it’s new days on this. **Nicole Gelinas**So there’s, there’s a reasonable person, and then there’s Albany. Now that the budget is— **Steven Fulop**No, I gotta be careful ‘cause I gotta work with people. So I can’t say they’re unreasonable. **Nicole Gelinas**Now that the budget is just a week-and-a-half away, what do you see as your prospects for stopping those tax hikes? And if you don’t stop them, does that hurt your power early on? **Steven Fulop**No. I don’t think any reasonable person would say that there’s a structure in place today, after two months of me being there, that is gonna push back against everything in Albany from a political standpoint. I don’t think that’s a fair thing to say. I don’t think the Partnership leadership think of it that way, and I think that most people wouldn’t think of it that way. I think the governor has been very strong [against tax increases], so that’s good. That pass-through tax that was put in place when the SALT reduction was eliminated, and now there’s a proposal to eliminate that, that would be an income tax increase on not only the wealthiest people, it would be an income tax increase on business owners throughout the city. And that is one that we’re keeping track of right now that I think doesn’t get the scrutiny that it deserves. Everybody focuses on the income tax and the corporate tax, which the governor is fairly clear, at least now, that she’s not supportive of, but we’ll see. **Josh Greenman**On the corporate tax, Mamdani has repeatedly said it shouldn’t harm the climate here in New York City because it applies to anyone who does business in the state, not if you’re headquartered here, so it shouldn’t lead to corporate flight of any kind. Is that how you see it? **Steven Fulop**No. So first of all, it’s challenging when it’s depicted as corporate flight, because then it becomes a conversation around, Well, you didn’t leave. You didn’t leave. So I know what I did is OK because you didn’t leave. The reality of how this works is that it’s attrition over time, and decisions on where to scale outside of New York. That’s generally how this works. And because the immediacy isn’t there, people don’t view it as, Well, I made this decision, and tomorrow you left. And that’s a challenge for us, because the argument we lose, even though what we’re saying happens to be true, that people constantly are making decisions to scale [businesses] elsewhere. You see it. You see it. So I think that his argument is flawed, although it’s a political argument ultimately is what he’s making, and I understand that. But if you do change the tax rate as he proposes, you will be one hundred percent higher than New Jersey, right, which is at 11 percent, and you would be at 22 percent, according to the CBC, when you layer in all these other things. So at that point, you start saying, Well, I have the same talent pool that I’m pulling from here in the New York system. I’m no longer making the decision to go to Texas or Florida or Tennessee, where it’s a geographic total distance, but at a hundred percent premium to be in New York City, is that worth it, and should I be elsewhere? Your competition is elsewhere at that point in proximity. That’s the dangerous thing to what he’s saying. **Ben Smith**Do you think even more broadly, there is just this sense among— ’cause I think you’re right. You talk to business leaders, and most of the really big businesses in New York don’t care about New York anymore. They’re not New York businesses. They’re global businesses that happen to be here, and New York taxes are a diminishing share of the thing they worry about. Because they’re so global now, they don’t have the kind of commitment they did when David Rockefeller was running the Partnership. And I think a lot of them and a lot of people just think, long-term, New York is cooked. There’s a flight not to Jersey, but to the Sun Belt — to Houston, to Dallas, to Atlanta, to Miami — that’s kind of unstoppable at this point. And you see just the growth of those cities demographically. You see it in terms of their businesses. You know, maybe that’s not this year or next, but I think if you just literally look at the lines on paper of New York, Philadelphia, Boston…these northeastern cities, versus the Sun Belt. Just feels like an irreversible trend: these places are in decline, these places are rising. This is probably beyond our professional careers even, we’ll be fine. But do you think long-term that it’s true, that New York is just sort of irreversibly declining? **Steven Fulop**I think it’s fragile. There’s a lot of indicators and pressure to push people away, and there isn’t an easy solution to it. First, let’s just talk about last week. Regardless of what you say about the corporate tax conversation, we could disagree or agree, regardless. You know, your job isn’t to agree or disagree. But using the estate tax that was proposed last week, OK, or two weeks ago, nobody above the age of 60 would live in New York City if that happened to be approved. Period. End of story. You would see flight, because no sane person would do that? Because the tax rates, that you’re not talking about the one percent, you’re talking about somebody who has a $750,000 home or apartment, OK? You know who that is. So you have pressure because of the dialogue that’s happening there for sure. You definitely have gradual attrition and people moving jobs elsewhere because they’re more portable. There’s no question about that. You have pressure at the bottom because it is very hard for entry-level people to find jobs, and at the same time to find housing. It’s a true thing here in New York, the pressure. So you have a lot of difficult situations going on and absence of a tough political solution, meaning willing to make decisions that are not popular, you won’t be able to change the trajectory. And that is only one that the mayor can actually drive, OK? So the property tax reform stuff that de Blasio and Adams both tried to do, it’s necessary. It’s really necessary, but it’s gotta be driven by the mayor leaning into it, making that a number one priority. Use things like FHEPS, OK? You guys have all written about that. **Ben Smith**I don’t know what that is, sorry. **Steven Fulop**It’s the rental assistance program, OK? It’s growing at four percent per month. It’s a billion-dollar-plus program. Four percent per month! It’s not sustainable. And if the mayor was sitting here, he would say, Well, I didn’t approve the expansion of the program. That’s what he would say. Because I had a conversation with one of his people last night on this, and I said, Yeah, but the expansion would have made it worse. The existing program is four percent per month, right? We need to solve for that. How do you solve for that? That program is a byproduct of the de Blasio administration when Cuomo got rid of the rental assistance program at the state, and so the city inherited that. There isn’t another city in the country that has a similar entitlement program. It’s not sustainable. That program belongs at the state or at the federal government, but it is a politically tough thing to do. So you gotta be able to make decisions like the property tax reform, that. Those are not easy things to do. But outside of that, your trajectory for the city is very, very dangerous. It’s a fact, you know? [Note: After this interview occurred but before it was published, the Mamdani administration continued the appeal of a court ruling requiring the city to expand the FHEPS program as dictated in a law passed by the City Council, while the two sides of City Hall negotiate a potential settlement.] **Akash Mehta**Do you broadly agree with Mamdani’s analysis that Cuomo shafted New York City — that Albany shafted New York City under Cuomo? **Steven Fulop**Honestly, it predates me, so it’s hard for me to kind of give you a fair assessment on that. I would tell you that I was mayor for 12 years in Jersey City, economic backbone for New Jersey. We drive jobs, we drive the statewide economy, we drive every number. It’s disproportionately housing growth. Everything is Jersey City. And I used to say, We don’t get what we put in. We don’t get that back. It’s true, OK. I know New Jersey and New York both say to the federal government, you know, they both pay much more to the federal government than what they get back. I mean, this is a narrative that people say. It’s probably true. Does it get corrected? I don’t know. You know, it’s on the governor’s situation. I have no idea, is the short answer, ‘cause I’m not in the weeds on that. **Akash Mehta**One quick question on the tax battle. The Partnership has a [501] C4 that was seeded with $10 million. What are your plans for the group? Are you planning to spend that money on this battle? **Steven Fulop**Um…unclear. And, conversations this week on that. You know— **Josh Greenman**Do you run the C4? **Steven Fulop**We hired an executive director this week. There is a willingness, we had a call this week and there is a willingness to spend real money to make sure that New York City stays competitive. So this was literally this week. There was a call. I would tell you that there is a serious appetite there. It’s literally a ripe conversation that’s happening in the last 24 hours. Good question, though. **Nicole Gelinas**Large donors proved last year that they’re very good at spending a lot of money — but it didn’t work. In fact, it may have worked against them. Are you confident that beyond the money, you understand local and state politics well enough that some of these people are actually listening? I mean, is [State Assembly Speaker] Carl Heastie, is [State Senate Majority Leader] Andrea Stewart-Cousins listening to these arguments and saying, We didn’t realize that the potential for attrition in the corporate side was this great. Because the money hasn’t worked before. **Steven Fulop**The short answer is, I’ve been there two months. I doubt at this stage, we don’t have that relationship. I mean, I’ve met everybody. I doubt that I have the standing or credibility with them to make, or the structure in place to make that argument today more compelling than it was made six months ago. It’s just the reality of the situation. I think that you have two types of people that exist in any political sphere. You have ideologues and opportunistic people, OK, that just think about their next election. Those are the two types only. And absent somebody that has an alternative, the opportunistic person will only always be sympathetic to the ideologue, because they view that as their best route to get reelected because that’s where the gravity of energy is. **Josh Greenman**What were you? **Steven Fulop**It’s a good question. I was a hybrid. **Josh Greenman**Oh, the only one. **Steven Fulop**[Laughing] That’s right. I was unique. I think that when you look at Albany, you have a growing DSA base for sure. The question that I would have as I get into it is how much of those— the rest of the people that aren’t pure ideologues are there because there’s not an alternative that they see, can be supportive, and helpful to a pragmatic view. So I don’t know what they’ll listen to — Carl and Andrea — in the next week-and-a-half. I mean, who knows? **Josh Greenman**Should we charge more for street parking? **Steven Fulop**It’s a good question. I happen to be a supporter of some of those proposals on street safety and better streets. I don’t think it’s a broader position that the Partnership has taken, and I don’t think it’s something, going back to what I said earlier, narrowing view and going back to your question earlier on how we approve things. I’ll tell you that, as I wrote out this idea of a blueprint of things that, pragmatically, that are politically difficult to change that I believe are the right things to do, I included it in there. And going back to what you said and questioned earlier in how we get these things approved, because the nature of what we wrote, you know, once we get it to a place, I will circulate that a little bit more to the executive board and get some more feedback on whether we wanna go down this road at this point or not, or not at this time. So there’s a process on this stuff. **Ben Max**What are a few other examples? So property tax reform, some streetscape stuff, universal childcare, what else? **Steven Fulop**If you can wait till next week, it’ll be better. OK. Like– **Josh Greenman**Are you fast enough for the political world? What I’m saying is, if you’ve got to go through that process, and these conversations are happening, the budget’s gonna be cooked in ten days, are you gonna be behind the curve? **Steven Fulop**I am obsessed with the political world. I mean, I, I lived in this— Ben MaxHe means the Partnership. **Josh Greenman**The Partnership. Is the Partnership behind the curve if it’s got to deliberate on all this? **Steven Fulop**Look, I think the answer is yes. The short answer is, I don’t know, right? Like, I don’t know. I’ve not been in long enough to have a gauge on all of this. But my gut tells me yes, because the leadership there is hyper-engaged in New York City and the Partnership, it’s not something where they just kind of parachute in once every three months and think about, kind of the Partnership and what’s happening in Albany and happening in New York City. They happen to be very engaged here on a regular basis. So I think the short answer is yes. They will be able to turn stuff around relatively quickly, and I feel pretty good about that. It’s not where I think about obstacles. **Ben Max**So big picture, I’m still trying to figure out right now: What does the Partnership care about, big picture. I know you’re working on a blueprint. I know you’re rethinking some of this, but is it first and foremost, the business climate and economic growth? **Steven Fulop**Right now, I wouldn’t say this is in perpetuity. I mean, obviously, in this moment in time, it’s competitiveness and the business climate. But when the C4 was launched initially last year, they spent money on one initiative, OK? Spent a couple million dollars on the discovery bill. It had nothing to do with finances, taxes. It had to do with public safety and what they viewed as in the best interest of quality of life. So their interests aren’t necessarily only about taxes. We happen just to be in this fire drill at this moment that I got thrown into, where there’s a new tax proposal every other day. So trying to deal with that is where we are right now. I think broadly speaking, the place of the Partnership is really wanting to have a relationship where we’re kind of helping bridge the gap between the public and private sector, and helping find solutions. We have a venture fund, a $200 million venture fund, which I don’t think gets the recognition it deserves. It’s been involved in creating 37,000 jobs, seeding very early-stage New York companies that do a lot of good here. We have a tech lab that partners with DOT, with the Port Authority, with New Jersey Transit, experimenting on technologies to make government more efficient. It is a collaboration that has happened for 15 or 20 years. A lot of companies are a part of that, new companies helping on that on-ramp. It is a unique and special thing. We actually, I think, at the end of this month, have kind of that shark tank at our office where everybody comes in and pitches, and the board of that is like a who’s who. So, I mean, there’s a lot of things beyond what you guys see on the C4 and the advocacy and the lobbying sort-of side. **Nicole Gelinas**So on the Transit Tech Lab, some of the ideas that have come out of there have been very good ideas. But more broadly, for the MTA or the state and local government to actually save enough money so that we don’t have what you described with them coming back for new revenue every couple years, you have to confront the unions on some big issues, whether it’s work rules on the construction side, whether it’s two people on every single subway train, whether it’s Department of Education rules that mean they can’t be as flexible as charter schools. Do you see the Partnership taking on the unions in any sense? **Steven Fulop**Going back to the pragmatic that you said, I would use the word pragmatic and then you asked me about kind of a little bit more about that. You brought up the conductors on the trains and the proposals on that. It is very expensive. There isn’t a city in the country that has that structure. If you outline that to an employee of XYZ Corporation, and you said to them, Here’s the landscape, OK, We need help with XYZ, I would venture to say that they would be sympathetic to our point of view. That’s what I was getting at, just to give that to you earlier. You know, the New York Post called me the day that Mamdani entered into the— he said at the end of a press conference, I wasn’t there, obviously, but he mentioned that he wasn’t gonna do the sweeps of the homeless encampment. And it was probably my second or third day on the job. And the Post called and said, Do you want to comment on this? And I said, Yeah. And I said something critical of him at the time. Prior to doing that, because it was like my second or third day, I did say to some of the people on the team, going back to how nimble the organization is, I said, Hey, I would like to comment on this, OK? Because I think it’s wrong, his approach, and I think he’s gonna have to move off of where he is, ultimately. And some people said, Well, is that really the hill you wanna climb? Is that really that important to us? And I said, It absolutely is. Because, A, he’s wrong on the issue, and B, it’s a quality-of-life issue. Going back to the fact that it ended up being right, he ended up moving on, and you could see it from, like, far away, just based on being a legislator versus an executive and accountability. But I think our job is to call balls and strikes and just be fair about it. So do I think– Let me say it this way better. If you are gonna grow housing, OK, ‘cause he says it’s a priority. During his election, when he was a candidate, he would tell you if he was sitting here, he would tell you, you look at his CBS, the debates, he would talk about Jersey City and Tokyo, Jersey City and Tokyo as housing growth models. He would tell you that if he was sitting here — he said it on TV multiple times. Now, he followed that about what we did in Jersey City ‘cause we grew a lot. How are we able to grow? OK, A, you had layers of government here that we do not have there, so you need to clean that up. We upzoned, of course, more aggressively than the City of Yes around transit centers, which you have to do here for sure. And then the third part about it is that if you mandate affordable housing, community givebacks, the union labor, et cetera, et cetera, the projects financially cannot handle that. They don’t pencil out. So what we would generally do is that, on the union labor front, because the people that get squeezed the most were the ones that pressure the building trades better, because their jobs are usually the ones that get–are most competitive, are the less skilled parts of the building trades. So when you build a high-rise building, the electricians, the plumbers, the operating engineers, the ironworkers are generally gonna be union, because it’s a more complicated thing. Carpenters, laborers, painters generally are the ones that have competition from non-union, and that’s really where it is ultimately. And we would say in Jersey City, on the projects that are important to us, if they were coming to the city for some sort of subsidies or big zoning changes, and it was an important project, we would work with the developer to give the unions a last look to be competitive with the open-shop bid, and some sort of grace between five and ten percent to be competitive. Now, absent that, there is no way to get it built in union labor. So if the mayor continues to be strident that everything is gonna be a hundred percent building trades, you’re never gonna meet the objective of whatever he has a hundred, two hundred thousand units. So I think that our voice is gonna be that you need some practical reforms to these incentives, and practical reforms means that you cannot pay a 30 percent premium for the carpenters. **Nicole Gelinas**So something very simple on that, though. Two people on a train. Would you see yourself making a statement similar to the encampments that, you know, Hey, intuitively, it doesn’t make a lot of sense to leave people in encampments. Intuitively, it doesn’t make a lot of sense to mandate two people on a train. Would you just call up the Post and say that, or that’s a different— **Steven Fulop**I don’t think that— I think if you called me and you said to me, What do you think? I’d probably just answer you, that I think it’s not something that any other city does, and in a financial crisis, you probably gotta be reasonable about that. **Ben Max**This is what you got hired in part for, right? To be out there more and to be a voice pushing back. **Steven Fulop**I think that it’s just my personality. I don’t know if it’s necessarily, it’s just like this is— You’d ask me, and I would say it. I wouldn’t go call up the Post and say, Let me-- Carl [Campanile], let me comment on this, right? I wouldn’t do that. Like, that’s not how I would think about it, right? I’d be going with my day, and then Carl would say, Do you care to comment on this? Or he would call, and I would just be like, Yeah, I think so and so. And he would say, Is that on the record? And generally, I’m not gonna say, This is off the record, on anything. I generally just talk. OK? So— **Josh Greenman**You talked about incentives, government incentives. I want to talk about literal government incentives, like, Amazon, right? Remember how many years ago, half of Amazon’s HQ2 was gonna be here. **Steven Fulop**Yeah, I remember. We tried to pitch it too. **Josh Greenman**It didn’t happen. You tried to pitch it, too. What do you think of the state’s current corporate incentives? Do they make sense as currently structured? To try to attract businesses to New York State, to try and attract businesses to New York City, there are various programs. There’s been a lot of talk about restructuring those programs to make them more rational, and there’s a larger question of, should we have this environment in which cities chase corporations by throwing money at them or tax abatements at them, or should there be some kind of compact where cities agree that they don’t do this to each other? **Steven Fulop**Yeah. I generally think — putting on my mayor’s hat — that the structure exists today is a race to zero, and it’s not healthy from the public side. But you cannot unilaterally disarm, is the unfortunate part of the conversation. And so absent governors getting together and having some sort of détente where they’re no longer doing that, I do not see how a state doesn’t participate in this. That said, I think that the competitiveness conversation in New York and New York City is more complicated than just incentives. I think that, you think about other places in the country, where people have mobility to get to, and there’s opportunity, there’s more of a deliberate effort to attract beyond just the incentives. Texas reordered their entire court system to replicate Delaware, to make it more friendly for corporations. They’re having a Texas stock exchange to have better access to capital markets. It’s more of a deliberate strategy than just saying, Hey, we’re gonna give incentives. Now, it is not helpful– you know, people, absent certainty on communication, they try to interpret a lot of what somebody means or what they say. So, governor or mayor says X, Y, Z in a statement, they try to interpret, what does that ultimately mean? How should I envision that to manifest itself for what I’m trying to do? And the thing that we are trying to calibrate for, and I say this publicly and privately, is that a lot of the rhetoric out of City Hall, which is consistent tax, tax, tax on any front that’s possible, whether you make $500,000, whether you have a house that’s $750,000, whether it’s a pass-through and you have a small business, it creates a very volatile environment. And that’s the problem ultimately. So I think you need certainty on that. **Josh Greenman**I have one other topic that we haven’t talked about that I just wanna make sure we discuss, which is AI. You represent a lot of employees. And AI is going to be increasingly a large employer, in theory in the city, but it’s also coming for some of those employees’ jobs, maybe many of those employees’ jobs. **Ben Smith**And the employers are very excited about it. **Josh Greenman**And some of the employers, the CEOs, are excited about being able to save dollars and innovate in various ways. **Steven Fulop**Well, they don’t communicate that with me, but just go ahead. **Josh Greenman**So how do you, how do you balance those tensions, which are very, very real, among employees who might be excited and employers who might be excited about AI, and those who might say, Holy shit, my job is gonna be gone in 10 years, or five? **Steven Fulop**I think that that is— I said this, maybe I touched on it a little bit earlier, I think that young people not being able to find jobs and the housing crisis was pressure from the bottom that is one of the most at-risk situations for New York. AI is part of that conversation, potentially — so you have macro environment, why people aren’t hiring, and then AI might be part of that too. You know, though they don’t clarify that with me. They don’t say, Here’s the reason I’m doing this or doing that. I do think that one of the biggest risks over the next 12 or 18 months is the AI impact on jobs. I agree. And I don’t think anybody has a good solution, both in the Partnership or in City Hall, yet on that. And in order to kind of figure out how to do that and solve for that, I think that you need to have some sort of broader conversation on implications. I will tell you that one of the things that we outlined in kind of what we were talking about on this blueprint was that, I do think that part of the procurement process for city government services needs to factor in who is training and who is factoring in the AI conversation, and those scores should be appropriately weighted, beneficial for companies that are thinking about training or have a training program as part of it. So we’re trying to think of ways to kinda think about training people and getting people into another space and using the leverage of City Hall to do that. I don’t think there’s a broad enough plan yet to solve for it. It is the biggest risk for New York, because New York City relies on white-collar jobs disproportionately for its budget. And where AI is coming is directly at the white-collar jobs as opposed to the blue-collar jobs. And so New York City is poised to get hit in a different sort-of way than anybody else. Short answer is, I don’t think anybody has a clear-eyed solution on that. Some of that’s gotta be set by the mayor, you know, that’s the truth too. I said earlier in the conversation, we had a roundtable on childcare in December with the mayor. And the mayor, at the end of it, I said to his staff, I said, You know, we outlined some of the inefficiencies and bureaucracies to getting these childcare centers open, which we’re familiar with. I told you earlier. We can help you with that from a technology standpoint, okay? And this goes back to making tough decisions. You’ve seen employee headcount since COVID skyrocket at City Hall. Whole, another conversation. I mean, that’s a fair thing to say. We said we’d help you with some efficiencies on that from a technology standpoint. And they were nice in their response but there was really no follow-up on that. And, and my point on that is we can only do so much from the Partnership. You need a dance partner in order to dance, right? Like, that’s really the reality of this. So, I do not know the solution, and I push back. People aren’t— They don’t, at least they don’t express to me they’re happy about, you know, not hiring jobs. You know, maybe to you, Ben. But, and AI displacement, I think people are very concerned about it in the Partnership too. **Harry Siegel**You said maybe without some changes, the Partnership won’t be there in five to ten years. We just did have a big turnout election, that led to an avowedly socialist mayor. Can you just step back and say— **Steven Fulop**No, I think the Partnership— I think I clarified that on the, that current trajectory of how it positions itself needed to change. So I think that’s part of the reason we’re here, to make sure it’s relevant for the next ten years, but— **Harry Siegel**But the business community seems increasingly less relevant to the political direction of the city. The Partnership seems less relevant. This is a bit of an inside conversation. For people who maybe vaguely know what it is or just spot its name in headlines or whatever, what is the point of the Partnership? And frankly, what is the good and utility that the business community brings to the city, if you just want to explain that? **Steven Fulop**What does the Partnership add to the city? **Harry Siegel**Sure. **Steven Fulop**Or the politics shifting left. **Harry Siegel**However you want to take it. **Steven Fulop**I think, forget about the Partnership as an organization for a second. I think the big corporations add a disproportionate amount of philanthropy, revenue, budget help, employee help to the ecosystem here in New York City. If those larger corporations migrate out, you would have a massive budget problem, you would have significant more unemployment, and the amount of philanthropy, which is tens of millions of dollars a year across, which sometimes is underreported or undershared, is a good thing ultimately, helps private institutions or public institutions, culture and arts institutions disproportionately, hospitals disproportionately. So I think that the business community here has a huge impact. The Partnership acts as a conduit from them to the public sector, and has multiple layers to it as I touched on earlier, where we help incubate early companies, facilitate connection to New York City, help advocate for policy change, et cetera, et cetera. **Harry Siegel**Outside of real estate, the business community, as you and Ben [Smith] were talking about, is less and less rooted here, and the problem is sort of a slow trickle to other regions, as opposed to people just pushing out and moving. Lots more people are voting. They seem less interested in the priorities of the business community. You’re talking about employees as a sort of base for the organization, 800,000 of them. I’m just trying to understand how business makes itself more relevant. **Steven Fulop**That’s a little bit of a process that I touched on earlier, a little bit of the transition that I touched on earlier on why we’re here. I think that people, as you saw in this last election, are struggling, an affordability crisis is real. There’s a lot of pressure, whether it’s jobs or housing. I think that’s all real. And I think that people have become, as I said earlier, fiscally more liberal because what’s working for them today and not working today has shifted from 10 years ago. So in order to be relevant, we need to be cognizant of that. **Alyssa Katz**People mentioned earlier that antisemitism is a priority for you, fighting it, and you know, I know you— **Steven Fulop**It’s a priority for us, yeah. **Alyssa Katz**Yeah, and we had a couple incidents that may have coincided with right when you arrived at the Partnership, right? The most visible one was, you know, this Israeli drone company. **Steven Fulop**Oh, the Israeli drone company, Easy Aerial? Yeah. OK. **Alyssa Katz**Yeah. What’s the other one? **Steven Fulop**It was the Park East Synagogue situation. **Alyssa Katz**Oh, right. Well, listen, but I’m talking purely on the business side. We can talk about it more broadly. But you know, there’s a company that was in a city-owned property. The city says it was a lease issue but it had been the target of a campaign saying, Well, you’re providing drones to the Israeli military, and we need you out of here. And then sure enough, that’s exactly what happened. And I’m just kind of curious about how you are approaching that kind of pressure on Israeli individuals and their businesses to get out of town, basically. How do you address that? **Steven Fulop**I think it’s a new conversation, obviously. We do think that antisemitism is rising, and it’s a significant concern. The BDS conversation and singling out one country to different standards than other countries that the U.S. or the public agrees with or disagrees with, or that has human rights violations or doesn’t have human rights violations, is a totally different conversation that we don’t agree with — singling out a single country. And the reality is that that BDS conversation, building on that, is not acceptable to us. And as you see elected officials more vocal in this space, unfortunately, if that ends up being, I think that is a place you’d definitely see us spend money. **Liena Žagare**Do you think Mayor Mamdani is doing a good job, and where would you— **Steven Fulop**Doing a good job? **Liena Žagare**Yeah. Doing a good job in the city and— **Steven Fulop**I think— Yeah, look, I think— **Liena Žagare**Where should he be more careful? **Steven Fulop**I think, I think there is— The short answer is, it’s been two-and-a-half months, so it’s hard to tell. I think that there’s a lot of mixed signals between things he says sometimes in smaller meetings versus what he says publicly. I think that, there’s been some missteps along the way, like for example the real estate tax proposal I thought was a misstep. I think that there’s been some really encouraging things. How he’s handled the president has been terrific. And I think that the city is in a better place than anybody would have thought post-election with regards to the president as a result of his communication there. I think that he has shown some willingness to move away from an extreme left position that he came in. That transition from a legislator to an executive is a transition, and from being a backbench Assemblyperson to a prominent front and center mayor, that transition is always complicated. Homeless encampments, the library funding, the FHEPS situation, he’s moderated some of those views, which are good. And at the same time, I think sometimes going back to how we interpret things that he puts out there, sometimes he’ll put something out that we’ll interpret in a way that I – ‘cause you have no choice but to interpret this stuff – you’re concerned about. You know, like, and I’ve said to them, Look, when American Express announced their headquarters, right? It’s a big deal. You know, a big American brand establishing a significant presence again here, recommitting. It’s good for his narrative ultimately, right? You know, that was in the works for some time. Or the Bank of America situation. If you look at the kind of statements that came out as a result of that, they never acknowledged the corporate side. They talked about the building trades. And that signals to us, A, questions about the housing conversation, right? And B, whether you understand the ecosystem that American Express employs thousands of people here, and they’re hugely involved philanthropically and committed to the city, and what that means. So I would say it’s mixed. **Nicole Gelinas**One thing that’s been missing from the ecosystem is a person like Dick Ravitch, who passed a...
Scientists Stunned: Colossal Eggs Discovered 3,500 Meters Beneath an Active Volcano
Beneath an active seafloor volcano off Vancouver Island, researchers have documented a congregation of giant eggs at roughly 3,500 meters, a discovery that reframes how life can flourish under extreme conditions. The eggs belong to the Pacific white skate, an elusive deep‑sea species adapted to cold, crushing pressure and perpetual darkness. What seemed an unlikely nursery is actually a geothermally warmed refuge, where subtle heat helps embryos survive a marathon incubation. The finding links volcanic energy to a quiet engine of biodiversity, turning a hostile landscape into an incubator. A living volcano, a hidden nursery The seamount long assumed dormant now exhales mineral‑rich, shimmering plumes, proof of hydrothermal life at depth. Expedition cameras swept across black basalt and pale bacterial mats, revealing vents that pulse with warmth. That warmth, though modest by human standards, alters the physics of development for cold‑adapted embryos. In a realm where metabolism creeps, even a few degrees can mean faster growth and higher survival. The volcano is not only active; it is ecologically formative, drafting a blueprint for a thriving oasis. Giant eggs and a skate built for the abyss The Pacific white skate, Bathyraja spinosissima, is built for the abyss: broad wings, armored spines, and a life history that trades speed for endurance. Females lay outsized, rectangular “mermaid’s purses,” often 46–50 centimeters long, packed with rich yolk to fuel years of growth. In the frigid deep, embryos can require around four years to hatch, a timeline that magnifies every energetic advantage. The scale is striking—large eggs, large adults, and a textbook case of deep‑sea gigantism. The volcano’s gentle heat may literally shave months or years from the wait. Why heat matters at the bottom of the sea Hydrothermal circulation delivers low‑level warmth without the turbulence that would scatter fragile egg‑cases. Slightly elevated temperatures accelerate enzyme kinetics, nudging development along while keeping embryos within a safe range. Mineral‑laden fluids likely shape local microbiomes, which, in turn, can influence biofilms on egg surfaces. The environment acts like a slow, steady incubator, countering the deep sea’s tyrannies of cold and scarcity. For a species with long maturation and few offspring, every incremental boost compounds across generations. An ecosystem sculpted by fire and water Seafloor volcanoes create steep environmental gradients, stitching together hot vents, cool eddies, and mineral gardens into mosaic habitats. Microbes harvest chemical energy, seeding food webs that support crustaceans, fishes, and skates. Cameras documented egg‑cases nestled among rocky ledges, near communities nourished by vent‑driven chemistry. These islands of productivity behave like deep‑sea oases, sustaining life far beyond the vent orifice’s flickering light. The nursery’s success underscores how geological forces engineer biological opportunity. “Finding a cradle of life tucked beneath a breathing volcano reminds us that the planet’s harshest places can be profoundly generous.” What the discovery could change The nursery reframes conservation priorities in regions where volcanism quietly underwrites reproduction. Protecting hydrothermal corridors could safeguard entire lifecycles, not just charismatic adults spotted during occasional surveys. It also sharpens questions about how climate‑driven shifts in ocean circulation might influence vent activity, temperature fields, and embryo survival. With methodical mapping, time‑series cameras, and environmental DNA, scientists can track whether nurseries remain stable or drift with geologic rhythms. Key implications include: Enhanced understanding of deep‑sea reproduction at hydrothermal sites. New conservation targets centered on geothermal nurseries. Comparative studies with other volcanic regions, from the Galápagos to rift zones. Biotechnological insights from organisms adapted to long, cold development. Better models of how seafloor heat shapes regional biodiversity. Methods behind the revelation Remotely operated vehicles threaded through chimney fields, gathering video, temperatures, and mineral signatures. High‑definition imagery captured the distinctive, horned egg cases, their edges dusted with fine volcanic silt. Geochemical profiles mapped how heat and chemicals disperse, outlining the “thermal lanes” where eggs most cluster. Combined, these datasets reveal a nursery organized by geothermal topography, with egg‑cases concentrated in pockets of gentle, sustained warmth. A fragile boon in a changing ocean Deep‑sea environments feel remote, yet they intersect with global pressures: mining proposals, cable routes, and shifting oxygen levels. The nursery’s resilience hinges on stable heat flow, intact substrates, and minimal disturbance from noise or sediment. Safeguarding such places is not just about protecting novelty; it preserves a slow, ancient strategy that lets large, long‑lived animals endure in the coldest reaches of the Pacific. Where geology and biology meet, the planet’s deep time still writes living stories. This volcano‑warmed nursery adds a vital chapter to that story, revealing how subtle thermal gifts can tip the scales toward life in the abyss. With each dive, researchers trace the contours of an unseen world, where fire feeds water, and water—against all odds—feeds the future.
Sen. James Lankford does not rule out supporting ground operations in Iran
Lankford said in an interview on "Meet the Press" that "We've got to be able to know what the objectives are and what they're actually carrying out."
This quantum computing breakthrough may not be what it seemed
A team of physicists set out to test some of the most exciting claims in quantum computing—and found a very different story. Instead of confirming breakthroughs, their careful replication studies revealed that signals once hailed as major advances could actually be explained in simpler ways. Despite the importance of these findings, their work initially struggled to get published, highlighting a deeper issue in science.
Can walking help you lose weight? What the research shows
Walking requires no gym membership, expensive equipment or specialized training. How much walking does it take to actually lose weight?
Floyd Mayweather pumps brakes on rematch with Manny Pacquiao
Floyd Mayweather cast some doubt on details of his pending fight with Manny Pacquiao, saying the location has not be set and that the bout will actually just be an exhibition.
Stroke triggers a hidden brain change that looks like rejuvenation
After a stroke, the brain may do something surprisingly hopeful—it can “refresh” parts of itself. Researchers analyzing brain scans from over 500 stroke survivors found that while the damaged side of the brain appears to age faster, the opposite, unaffected side can actually look younger. This unexpected shift seems to reflect the brain’s effort to rewire itself, strengthening healthy regions to compensate for lost function.
Scientists discover why your appetite suddenly disappears when you’re sick
Scientists have uncovered how your body actually tells your brain to stop eating when you’re sick. In a new study, researchers found that specialized cells in the gut detect parasites and send signals that ultimately trigger the brain to suppress appetite. This process builds over time, explaining why you may feel fine at first but then suddenly lose interest in food as an infection takes hold.
Yankees Mailbag: Streaming headaches and bullpen musings
The 2026 season has already reminded us of the difficulties with actually watching baseball.
This Michelin Chef Says Zero-Waste Is Actually Better For Business
At Oyster Oyster, a 30-seat D.C. restaurant with a Michelin star, chef Rubba is building a new business model for restaurants based on zero-waste and plant-forward menus.
Epstein files shed new light on what prison officials were doing the night he died
In the years since disgraced financier Jeffrey Epstein was found dead from what was ruled a suicide in his prison cell on August 10, 2019, conspiracy theories have abounded about whether the convicted sex offender actually killed himself.
A $50 billion fund to help rural hospitals could actually lead to closures and cuts
States are rolling out plans for their share of a $50 billion fund established by Congress to improve rural health care. In some states, the money may provoke rural hospitals to cut services.
Glyphosate: A story of science, risk, and nuance
In the summer of 2014, a California groundskeeper named Dewayne Johnson started noticing patches of raw, weeping skin spreading across his body. He had spent years applying Roundup, Monsanto’s glyphosate-based herbicide, for a school district, sometimes drenched in it when equipment malfunctioned. By 2014, he had a diagnosis: non-Hodgkin’s lymphoma. In 2018, a jury awarded him $289 million in damages, later reduced on appeal. Tens of thousands of lawsuits followed. The story hasn’t quieted down. It’s all over the internet, swinging between “this will kill you, buy organic” and “relax, you’re fear-mongering.” Some of that recent chatter stems from an Executive Order protecting glyphosate and its production, which set off intense infighting within the MAHA movement. Some of it reflects a deeper truth: Americans genuinely care about harmful chemicals in their environment (see poll below). And the conversation isn’t going anywhere, with a Supreme Court case involving Monsanto set for this April. Glyphosate (the active ingredient in Roundup) is one of the most widely used herbicides in the world. But does glyphosate cause cancer? And how much exposure is actually risky? With so much mistrust in institutions and corporations (and some genuine conflicts of interest), making sense of the actual scientific evidence is genuinely hard. Here is a translation of what the scientific evidence actually says. Does glyphosate cause harm? Glyphosate is an herbicide that kills most plants it contacts rather than targeting specific species. It works by blocking an enzyme pathway (EPSPS) that plants and many microorganisms need to produce essential amino acids. Without those amino acids, the plant can’t grow and dies. Glyphosate was first developed by Monsanto in the 1970s and became ubiquitous after the company introduced “Roundup Ready” crops in the 1990s. In 2024, Bayer removed glyphosate from residential Roundup-branded products due to litigation pressure. But today it is still the most widely used herbicide in the world. Farmers also discovered they could spray it directly on crops like oats, lentils, beans, and peas just before harvest to dry them out faster and make harvesting easier. Because of its widespread use, it’s obviously really important to understand if it’s harmful to humans. The key principle: The dose makes the poison The most important concept in toxicology is that “the dose makes the poison.” Sixteenth-century physician Paracelsus articulated what remains the foundational principle of toxicology: sola dosis facit venenum. Water will kill you if you drink enough of it. Aspirin saves lives at 81 milligrams and causes internal bleeding at higher chronic doses. So, at what dose is glyphosate poisonous? The LD50 in rats (the dose that kills half the test animals) is around 5,600 mg/kg body weight. Table salt is roughly 3,000 mg/kg. By that classic measure, glyphosate is less acutely toxic than salt. But some people are exposed to a lot of glyphosate through their work. And among the general public, there are many questions about low-dose, cumulative exposure from multiple sources over long periods. Does glyphosate cause health problems? Cancer Correlation maps are striking, with one analysis finding that 60% of counties that spray the most glyphosate have non-Hodgkin’s lymphoma rates above the national average. But correlation alone doesn’t establish cause, which is why animal and human studies matter. In animals: Rat studies are typically what most fear is rooted in, but most people don’t know the study details on the dosage given to rats. A pooled analysis of the 13 most rigorous rat studies found evidence that very high doses, around 55,000 times greater than typical food residue exposure, can cause certain cancers. In humans: One of the strongest studies followed 55,000 herbicide users over 20 years and found no overall increased cancer risk. There was one signal: among those with the highest use, rates of acute myeloid leukemia (AML) appeared elevated. A broader meta-analysis of 18 human studies also found no overall cancer risk, though a separate meta-analysis focused specifically on non-Hodgkin lymphoma found that people with high cumulative glyphosate exposure faced a 41% higher relative risk compared to those with low or no exposure. These human studies are observational studies (randomized controlled trials would be unethical), and meta-analyses are only as reliable as the studies they pool. But the story seems consistent: at very high exposure levels, there may be some cancer risk. But that’s about as far as the science currently takes us. Emerging research: gut and reproductive health Gut: Because glyphosate targets a pathway that exists in some gut bacteria, scientists have questioned whether it could affect the microbiome. In mice, a 2023 University of Iowa study found that glyphosate altered gut bacterial composition and raised markers of intestinal inflammation. A 2024 systematic review found similar patterns: disrupted gut bacteria and problems with the mucus layer that protects the intestinal wall in mice. Whether this translates to humans is an open question. The human gut is highly variable and resistant, and we don't yet have strong studies confirming the same effects in people. Reproductive health: Animal studies have found that glyphosate-based herbicides can interfere with reproductive hormones, including disrupting egg cell development in mice and reducing the number of eggs available in sheep’s ovaries. However, the doses used in these experiments were high, so it’s not yet clear whether the same effects would occur in humans. On the human side, a 2021 pilot study led by Mount Sinai researchers tested urine samples from pregnant women across the U.S. and found glyphosate in 95% of them. The study also found a possible connection between higher glyphosate exposure during pregnancy and a subtle physical difference measured in female newborns. That said, some connections weren’t statistically reliable and this was a small study. The researchers themselves said more and larger studies are needed before drawing firm conclusions. What do regulators say about glyphosate safety? In 2015, the International Agency for Research on Cancer (IARC), part of the World Health Organization, classified glyphosate as "probably carcinogenic to humans" (Group 2A). The classification is worth taking seriously. But, there’s an important distinction: IARC classifies hazard, meaning the potential to cause harm under some conditions. It does not assess risk, which accounts for actual exposure levels and the real-world probability of harm. The U.S. EPA, the European Food Safety Authority, Health Canada, and regulatory agencies in Australia and Japan have all concluded that glyphosate is “unlikely to be carcinogenic to humans” at realistic exposure levels. They’re asking a different question: given how much of this people actually encounter, what is the probability of harm? Your actual exposure is what determines your actual risk. What does glyphosate mean for your daily life? At the grocery store: Food residues are small. The EPA’s acceptable daily intake is 1.75 mg/kg of body weight per day. To hit that threshold from oatmeal alone, a 150-pound adult would need to eat roughly 50 pounds of oats every day. But this calculation addresses only one pathway (food), and we don’t yet have robust tools to measure people’s actual total exposure. If reducing exposure matters to you, organic certification prohibits synthetic herbicides, and organic oat products generally test at lower or undetectable levels. Either way, a diet rich in whole grains, conventional or organic, is far better for your health than one that omits them out of fear of residues. On the farm: Occupational exposure is orders of magnitude higher than consumer exposure. Farmers and farm workers who mix, load, and apply glyphosate-based herbicides, especially without protective equipment, face meaningfully different risk profiles. Proper PPE isn’t optional. Integrated weed management strategies that rotate chemical modes of action are also worth taking seriously, both for health and for long-term effectiveness. If you live near a farm: Spray drift is real. Concentrations near field edges can spike during and after application, particularly on windy days. This is an area where I think public health could really step up and empower rural communities with buffer zones, rather than placing the onus on individuals. But for now, knowing your local agricultural calendar and keeping windows closed during application are the first steps. Bottom line Dewayne Johnson was exposed to glyphosate at levels most people will never encounter, and a jury decided he deserved compensation. That outcome is not evidence that the oatmeal in your pantry is dangerous. But it is a reminder that the dose, the context, and the person doing the exposing all matter enormously. Glyphosate is a chemical tool with benefits, trade-offs, and genuine open scientific questions. Learning to hold that complexity without collapsing into panic or dismissal is, honestly, one of the most useful and hardest things to do in navigating modern health science. Love, YLE Your Local Epidemiologist (YLE) is founded and operated by Dr. Katelyn Jetelina, MPH PhD—an epidemiologist, wife, and mom of two little girls. Hannah Totte, MPH, is an epidemiologist and YLE Community Manager. YLE reaches more than 425,000 people in over 132 countries with one goal: “Translate” the ever-evolving public health science so that people will be well-equipped to make evidence-based decisions. This newsletter is free to everyone, thanks to the generous support of fellow YLE community members. To support the effort, subscribe or upgrade below: Subscribe
Today on OTM: Is it Opening Day?
Good morning and happy Opening Day! Except… is it actually Opening Day? There is a regular season baseball game today. But there’s only one of them. And it’s at night. And it’s on Netflix. And it’s an interleague game featuring a team that didn’t even make the postseason last year. And it seems to be […]
Le Bris 'at his brilliant best' to mastermind derby win
Leading up to Sunday's derby at Newcastle, all the talk centred around which of our injured players might be available and it ended up becoming a bit of a distraction from what was actually important - the players who were definitely fit to play their part. While I'm sure Regis le Bris would have loved a fully fit squad, he is not daft enough to get too distracted by the possibilities of having several of his walking wounded involved at the last minute. It meant that while Newcastle were distracted by European football, we were on the training ground figuring out how we were going to walk away from St James' Park with three points.
Scientists discover why this deadly lung cancer keeps coming back
Scientists have discovered that losing a key protein in small cell lung cancer triggers inflammation that actually helps tumors grow and spread. Even more surprising, it pushes cancer cells into a more aggressive, neuron-like state linked to relapse.
Why your brain may be sabotaging your balance as you age
Balance problems in aging and Parkinson’s may come from the body working too hard, not too little. Scientists found that the brain and muscles become overactive during even minor disturbances, yet this actually weakens balance recovery. At the same time, muscles can stiffen against each other, making movement less stable. This unexpected pattern could help predict who is more likely to fall.
Anthropic’s Claude can now control your Mac, escalating the fight to build AI agents that actually do work
Anthropic has given Claude the ability to control a Mac, marking a major step in the AI agent race and raising new questions about automation, reliability, and security.
Who Is The American Small Business Now? Banks May Not Know
Fintech made it easier than ever to start a business. Now data reveals why verifying who actually did is the sector's next unsolved problem.
SP40 Restomod Is Built Around The One Ford That Edsel Actually Got Right
Carbon-bodied SP40 brings the style of Edsel Ford’s one-off speedster to a wider audience
Saturn Gets 11 New Moons, Bringing Its Total To A Whopping 285 –66 Percent Of All The Solar System's Moons
There's actually a rule which stops these moons from being given proper names. Don't give them the attention.
A promising fatty liver treatment may raise cancer risk
A surprising new study reveals that blocking a supposedly protective enzyme, Caspase-2, could actually backfire—raising the risk of chronic liver damage and cancer over time. Researchers found that without this enzyme, liver cells grow abnormally large and accumulate genetic damage, leading to inflammation, scarring, and eventually tumors, especially with age. While inhibiting Caspase-2 may offer short-term benefits, such as reducing fatty liver disease, the long-term consequences appear dangerous.
iPad 12 With A18 Chip for Apple Intelligence is 'Still Coming This Year'
Apple has updated a wide range of products and accessories this month, but there is still no entry-level iPad 12 with Apple Intelligence support. Fortunately, Bloomberg's Mark Gurman today said an iPad with an A18 chip for Apple Intelligence is "ready to go" and "still coming this year". An earlier report from Macworld claimed that the iPad 12 will actually have an A19 chip.
You were born with a playlist already in your soul: Why science says musicality is hardwired
We are born with a musical blueprint that might actually be older than language itself
ChatGPT Took a Science Exam Designed by College Professors and Scored a Low D, and That Should Worry You
Confident. Clear. But a new study suggests ChatGPT's polished tone might be masking something far more troubling about how it actually reasons.
Giant Study May Have Found The Ideal Amount of Coffee to Lower Stress
There's actually a sweet spot.
Giant Study May Have Found The Ideal Amount of Coffee to Lower Stress
There's actually a sweet spot.
The Science Behind the $19 Million Colostrum Craze: Miracle Cure or Marketing Myth?
Colostrum supplements are exploding in popularity, fueled by celebrity endorsements and loose regulation. But what does the science actually say?
The biggest medieval march in English history never actually happened
A famous detail in the Battle of Hastings is based on a major misunderstanding.
Scientists Don’t Know Exactly What a Shark Is
A new study analyzing the genomes of nearly 40 sharks found that skates and rays likely evolved from the shark body plan, and that some sharks are actually evolutionarily distinct.
Men are losing a key chromosome with age and it may be deadly
Aging men often lose the Y chromosome in a growing number of their cells—and it may be far more dangerous than once believed. This loss has been linked to heart disease, cancer, Alzheimer’s, and shorter lifespans. Researchers suspect Y-less cells may grow faster and disrupt normal body functions. What seemed like a minor genetic quirk could actually be a major driver of age-related disease.
Samsung is bringing AirDrop to Galaxy phones soon
Starting with the Galaxy S26, AirDrop compatibility is coming to Samsung phones, rolling out through software updates. Samsung’s mobile boss Choi Won-joon just confirmed it publicly at a press briefing in Japan. AirDrop has always been the ecosystem glue that people actually feel. People stick with iPhones because their friends all tap a button for […]
Google Messages is getting the one feature I’ve actually wanted for years
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Markiplier to Microdramas: The Ankler x NAB Show’s Future of Entertainment
Share Subscribe Vegas, baby! The Ankler is heading back to NAB Show for a second year in a row — and doubling down on conversations with the smartest people in the industry. From April 18–22, we’re partnering again with the industry’s biggest media and tech gathering to break down the Business of Media and Entertainment as it’s actually evolving: faster, riskier and increasingly driven by new formats, new audiences and new power players. This curated series will bring together top creators, executives and innovators to tackle the forces reshaping the industry — from the AI disruption of Hollywood’s creative ecosystem to the rise of the creator economy, shifting audience behavior and the changing economics of production. We’ll be rolling out more programming in the coming weeks — including top speakers from leading AI studios, prediction markets and beyond — so keep an eye on the Business of Media and Entertainment hub. But first up, we’re announcing two panels about what’s actually working in Hollywood: The Scary-Smart Business of Horror A good scare has become one of the entertainment economy’s most reliable engines. With disciplined budgets, built-in fandoms and global box office upside, horror consistently outperforms. From theatrical releases to streaming-first originals and creator-driven IP, the genre is artistically flexible and financially durable — and one of the last truly communal experiences for Gen Z and Gen Alpha audiences. Join YouTube creator Mark Fischbach, aka Markiplier, whose independent feature Iron Lung earned more than $50 million at the global box office, Atomic Monster president Michael Clear and screenwriter Akela Cooper (M3GAN, Malignant) for a conversation moderated by Like & Subscribe’s Natalie Jarvey about why horror travels so effectively across platforms and borders, how studios and independents are building sustainable genre pipelines and why the next wave of breakout franchises may emerge from unexpected sources. Inside the Microdrama Boom Short-form serialized storytelling is having a major moment. Microdramas, social-native series and creator-led narratives are capturing massive audiences with low-cost, rapid production cycles and direct-to-fan distribution. What was once dismissed as niche or experimental is now attracting major platform investment. Moderated by Jarvey, this panel of microdrama creators and executives — including one of the format’s top stars and producers, Kasey Esser, and Dhar Mann Studios’ head of vertical content, Erin McFarlane — examines how format innovation, fandom dynamics and algorithmic discovery are reshaping the economics of scripted storytelling and what traditional studios can learn from these agile models. For sponsorship opportunities, contact Lynne@theankler.com Share
'In Good Health': Why Is Colorectal Cancer Affecting Generations Differently?
Cases of colorectal cancer in young people have risen nearly 60 percent since the early 2000s. That’s according to data from the Centers for Disease Control and the National Cancer Institute. And a new study out this month by the American Cancer Society found that colorectal cancer is now the deadliest kind for those younger than 50.But this rise isn’t being felt across all generations in the same way. People born around 1990 are four times more likely to develop rectal cancer than those born around 1950. And for those 65 and older, colorectal cancer rates have actually decreased.So, what’s going on? And what can you do to protect yourself and your gut health? For those answers and more, we turn to a panel of experts.Find more of our programs online. Listen to 1A sponsor-free by signing up for 1A+ at plus.npr.org/the1a.
Goldman Sachs says small businesses are embracing AI, but fewer than 1 in 5 are good at actually integrating it
Most small firms embrace AI, but few know how it can help their business.
China targets measurement science in tech race with U.S. - Futura-Sciences
The invisible backbone of modern technology Behind every electronic chip, satellite, and medical device sits a system of measurement. Without extreme precision in units, standards, and calibration methods, no technology operates reliably. Metrology ensures that a nanometer is actually a nanometer, that a processor performs exactly as intended at atomic...
The Paleo Diet Never Existed. Scientists Found What Early Humans Were Really Eating.
Humans are actually limited in how much protein they can metabolize for energy, meaning early humans really needed a more well-rounded diet to survive.
Holy Crap: The BMW M3 Wagon Is Actually Going Racing
The race-ready BMW wagon went from a joke to a reality in just eight months.
Partisanship and science
I recently participated in a symposium of the Denver-based Institute for Science & Policy, during which I had a “fireside chat” with Tony Mills of the American Enterprise Institute. Mills has written extensively on the politicization of science, and the two of us had a very enjoyable hour-long conversation on the topic. You can watch it below. The main questions we dealt with are why there is such a vast partisan gap in trust of science, and to what extent this is a unique moment. Mills helpfully brings a good deal of data to the discussion, as he did in this useful piece at Issues in Science & Technology. Tusk depends on reader support. To support this work, please become a paid subscriber. Subscribe Note this graph, drawing on a range of survey data to demonstrate partisan attitudes toward science since 1970s. As it demonstrates, there’s been a very sharp partisan divergence in confidence in science during the Trump Era, starting prior to the Covid pandemic. At least in part, we can attribute this to a rise in populist anti-science rhetoric embraced by Trump, his appointees, and those in his media orbit. But as the graph also shows, the partisan divide has existed in the past, and it’s not always in the same direction. The largest divergence in party views toward science prior to 2016 was in the 1970s, when liberals equated scientific achievement with the military-industrial complex and thus trusted it less. That era of scientific mistrust is often overlooked. Indeed, as Mills notes, the Moon landings (1969-72), which today are considered one of the last great moments of national unity, were experienced nothing like that at the time. There was sharp debate back then over whether the Apollo missions were worth the vast expenditures when the country had so much else to deal with. It’s outside the dataset, and we don’t have the partisanship lens for it, but the 1950s was another deeply anti-science decade, with critics of intellectuals and college professors alleging their ties to communism and their lack of commitment to basic American moral beliefs. This was the subject of Richard Hofstadter’s 1962 book Anti-Intellectualism in American Life, in which he quotes religious leaders like Franklin Graham: [In place of the Bible] we substituted reason, rationalism, mind culture, science worship, the working power of government, Freudianism, naturalism, humanism, behaviorism, positivism, materialism, and idealism. [This is the work of] so-called intellectuals. Thousands of these “intellectuals” have publicly stated that morality is relative—that there is no norm or absolute standard.… This fervor was heavily whipped up by Sen. Joe McCarthy (R-Wisconsin), although it’s clear that not all his fellow Republicans were on board with his red-baiting. What ended that era? The simple answer is the 1957 launch of Sputnik. Americans became afraid that they were losing to Soviet scientists, and suddenly university researchers and government projects were awash with funding. In our conversation, I asked Mills about the possibility of us having a Sputnik moment again that would rally the American public in favor of science today. Mills argued that the COVID-19 pandemic was essentially a Sputnik moment — a terrifying threat to all Americans that required scientific advances to address. But thanks in part to political polarization and the populist and conspiratorial leanings of Donald Trump, we got the opposite of a unifying moment. Many Americans turned against science, despite science actually stepping up in that moment. As we discussed in the chat, it’s not clear what scientists could or should be doing in this moment to increase faith in their work. As Mills notes, one of the chief complaints against scientists and professors is that they’ve become too political; scholars becoming even more political might not help them achieve their goals. This (mainly Republican-driven) anti-science era will end, of course, but it’s not clear what event will bring that about. Share
Resident Evil Requiem’s scariest moment actually comes from Leon’s campaign
In a surprise twist, Resident Evil Requiem's scariest moment doesn't come from the defenselessness of Grace; it actually happens while playing as Leon.
Textbooks were wrong: Scientists reveal the surprising way human hair really grows
Hair may grow in a completely different way than scientists once believed. Instead of being pushed out from the root, new research shows that moving cells inside the follicle actually pull the hair upward like a microscopic motor. Advanced 3D imaging revealed a spiral movement of cells that generates this force. The finding could change how scientists study hair loss and design future treatments.
Medicare Advantage 'dark money' group tries to win higher payments for insurers
What appeared to be a surge of grassroots support for higher Medicare Advantage payments was actually driven by a pro-industry group.
How well does the new MacBook Neo handle gaming? Andrew Tsai tested 10 games to find out
From AAA games to Windows to Switch emulated games, Andrew Tsai set out to find whether the MacBook Neo can actually run games well.
Textron (TXT) Wins Mario Gabelli’s Support on Growth in Business Jets and V-280 Defense Program
Textron Inc. (NYSE:TXT) is one of the best stocks to buy according to billionaire Mario Gabelli. Textron Inc. (NYSE:TXT) is one of the companies in GAMCO Investors’ portfolio where the hedge fund has actually increased its stake from its position from more than a decade ago. As of the end of Q4 2025, GAMCO had 1.38 […]
Google is optimizing Android's core to make your phone feel faster
Google is introducing a new optimization trick to make the core of Android run faster by studying how phones are actually used.
Mental health solutions for the digital age
Ask the digital natives of Gen Z about the source of their biggest mental health challenges, and most will say social media and AI.Several of the nearly 400 guests at the third annual Gen Z Wellness Summit, presented by the Friends of Semel Teen Advisory Council at UCLA on March 8, explicitly named the endless stream of content on their phones as serious stressors. “Everybody is addicted to (Tik Tok) as if they were addicted to substances,” said Jantin Asmar, 17, a senior at Virtual Academy in Antelope Valley. “We’re always chasing that dopamine. We’re expecting that dopamine rush and it’s really decaying our interactions with others.” High school student Jantin Asmar was among nearly 400 people who attended the third annual Gen Z Wellness Summit. (Photo by Sandy Cohen) Even young teens feel pressure to be on social media constantly, both to consume content and collect “likes,” said 13-year-olds Chloe and Sophia, both students at Brentwood School. “Everyone’s always on, and you miss stuff if you’re not on it,” Chloe said, adding that social media’s emphasis on appearances is leading to eating disorders: “That’s a big thing for our generation.”The incessant influx of images and updates creates expectations that “weigh teenagers down,” said Linda Kou, 16, a junior at San Gabriel High School.Even though digital spaces allow people to connect with others beyond their immediate surroundings, it doesn’t always translate to real-life community, said Kelah Morgan, 17, a senior at Animo South Los Angeles Charter High School. High school students Kelah Morgan, left, and Linda Kou, shared about the challenges presented by social media. (Photo by Sandy Cohen) “Even if you see people saying that they relate to you online, it might be hard to find people in your personal life who you see every day who you feel comfortable enough to say, ‘You see me online, but this is me in real life and what I’m actually going through,’” she said.Solutions for our digital timesThe Gen Z Wellness Summit was intentionally designed as a free, in-person gathering where young people interested in mental health from across the southland could meet in person. “Peer support is the most important element of maintaining our mental health in community,” said Helena Hansen, MD, PhD, director of UCLA’s Semel Institute for Neuroscience and Human Behavior.Keynote speakers at the summit addressed AI, social connection and self-empowerment, while breakout sessions included discussions about eating disorders, dating, substance use, phone detox and breathwork. Here are some of the day’s top takeaways:Beware of FOPO: Scott Barry Kaufman, PhD, a psychology professor at Columbia University, said that rather than FOMO, or fear of missing out, we ought to be more aware of FOPO: fear of people’s opinions. “Just think about how much your FOPO might be holding you back in your life,” Dr. Kaufman said. “And just that inner contemplation should be enough for you to change your life, because there’s so many things we don’t go after because we have debilitating FOPO.”We don’t need to feel like we’re the best – or what he called “narcissistic self-esteem” – but it’s helpful to acknowledge our own worth, recognize our good qualities and develop self-belief in the skills and talents we’ve cultivated. When we have that – dignity and self-respect, without needing everyone to like us – FOPO is less of a concern.Self-reflection is most effective in community: “When we try to self-reflect alone, we sometimes ruminate,” said Ira Bedzow, PhD, executive director of the Emory University Purpose Project. “But when we self-reflect with people that we trust … (it) allows us to hold ourselves accountable to different ways of seeing and different ways of hearing and different ways of being.”Opening up about our experiences and listening to others are skills we can develop, Dr. Bedzow said.He invited students to participate in what he called a “fishbowl exercise,” where four students sat in a small circle, surrounded by a dozen or so students forming a larger circle. Those in the inner circle answered such questions as: “What stops you from being you today?” and “What helps you feel most like you?”Within minutes, the group in the small circle (the fishbowl), were sharing intimately about their life challenges as those in the outer circle nodded in understanding.After the exercise, one participant said, “I felt like I wasn’t alone, that it wasn’t just me who feels that way.”Another remarked on how “personal” it felt to share face-to-face with others, even strangers.Don’t let AI crush your creativity: Theoretical neuroscientist Vivienne Ming, PhD, has been studying artificial intelligence for more than 20 years. And while she said “it’s reasonable to be concerned” about the fast-growing technology, it can also help humans become better problem-solvers when used strategically.“The smartest thing on the planet today are humans and machines working together creatively,” Dr. Ming said. “What gets more valuable in humans as machines get smarter? Our ability to explore the unknown.“Your unique voice is literally your value to the world … but most of us for most of our lives have been taught to not be unique,” she continued. “Be your own person. Celebrate being different. It is genuinely, measurably, truly valuable.”In a breakout session called “Phone Detox? IYKYK: Living Your Story IRL” led by Don Grant, PhD, students shared their frustrations with AI compromising academic work, art and creativity.“Art is a translation of human experience,” one participant said. “When people use AI, they diminish their own human experience.”Dr. Grant urged them, as “the last generation to remember a world before AI,” to remember the power of imagination and creativity – and to act on it.Remember that social media distorts perceptions: Stuart B. Murray, PhD, PsyD, who directs the Eating Disorders Program and Translational Research in Eating Disorders Program at UCLA, asked the students in his breakout session to take a spontaneous selfie and edit it to conform with society’s beauty standards. All 20 girls in the room immediately got to work, thickening their hair, slimming their faces, plumping their lips.“The pressure to look like what we present on social media can be crippling,” Dr. Murray said. “We now know that social media use is part of a causal pathway into an eating disorder.”Adolescents and young adults are most at risk of developing an eating disorder, he said, with one in three students on college campuses exhibiting clinically meaningful eating-disorder symptoms. More than 4 million people in California will have an eating disorder in their lifetime.Even for those who don’t develop anorexia or bulimia, the ubiquity of modified images online distorts what we consider normal, making us feel worse about ourselves. Remembering that, he and other speakers said, might inspire us to log off occasionally and spend time in the real world with people who love us as we are.
Daily Multivitamins Slow Aging, Clinical Trial Finds
By Dennis Thompson HealthDay ReporterTUESDAY, March 10, 2026 (HealthDay News) — The health boost from daily multivitamins might actually extend to how quickly a person ages, a new study says. Researchers found slower “wear and tear” biological aging among seniors after two years on a multivitamin,
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Antarctica has a strange gravity hole and scientists finally know why
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Ranking all 32 NFL general managers based on leaked NFLPA report card grades: Giants at the bottom
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Should you take a supplement for heart health? Here’s what the science says.
A lot of supplements claim to help your heart. But the list of those that actually may be beneficial is short, experts say.
Should you take a supplement for heart health? Here’s what the science says.
A lot of supplements claim to help your heart. But the list of those that actually may be beneficial is short, experts say.
How screen time can benefit brain health in older adults
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James Talarico preaches faith, love, and healing. Do voters actually want that?
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Why Netflix Actually Won Even Though It Lost Warner Deal
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Nintendo Announces $70 Mini Game Boy That's Designed to Be a Jukebox, With Dozens of Cartridges That Play Pokémon Music From 30 Years Ago
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Foreign aid is back from the dead — but it’s in the hands of the people who tried to kill it
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The more you fear aging, the faster your body may age
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Kennedy is funding dangerous science to validate his anti-vaccine agenda
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2026 Business Leaders of the Year
Central Massachusetts is full of amazing professionals, each with their own unique skills, talents, and dedication to their companies, industries, and communities. You could make a strong case for hundreds of them to be considered as WBJ’s Business Leader of the Year. Yet, to actually win the award, you need to have that little something extra: a magic spark, an insight no one else sees, years of knowledge that pay off with the right decision at the right time, a leadership style inspiring people to follow, a push for a paradigm shift at a stagnant organization. Business Leader of the Year is WBJ’s oldest award, launched in 1982 when Herb Dunnington of First Safety Fund Bank won the sole award. In the decades since, BLOY has expanded to honor winners from different corners of the economy: small businesses, large businesses, nonprofits, innovation, families. Each of the six winners this year has that something special setting them apart as true leaders in our Central Massachusetts business community: Neelu Mohaghegh’s creativity, Nick Haritos’ compassion, Nicolette Sacco’s adaptability, Julie Bowditch’s energy, Sean Rose’s steadiness, the Vaccaro family’s culture. You can read more about each of them through the links below.
Can OpenAI Build Alexa Before Amazon Can Build ChatGPT?
Actually, their impending partnership may start to make more sense...
Scientists Suggest That Igniting Oil Spills to Create Fire Tornadoes Might Actually Be Good for the Oceans
A bold new experiment probed whether controlled fire tornadoes could be an effective tool for cleaning up oil spills.
Can businesses claw back tariffs after Supreme Court ruling? The outlook is murky
It remains to be seen how much relief businesses and consumers will actually get from Friday’s ruling.
Do Human Pheromones Actually Exist? We Asked A Biologist
And why the nipple might be our best bet.