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How to plan a successful offsite company meeting
Pari Marsh, who helps businesses and organizations plan meetings, retreats and conferences in the White Mountains, explains why planning down time during your company’s next offsite meeting is just as important as mapping out your speaker schedule.
OpenAI Working On ChatGPT Tools For Business For Analytics & Citations
OpenAI is developing a Search Console- or Webmaster Tools-like tool that lets businesses manage and track their success on ChatGPT. This tool will let you "Claim your business in ChatGPT."
Rocky Turns 50. Its Biggest Business Lesson Has Nothing to Do With Boxing
The 50-year success of Rocky offers founders valuable lessons in building an enduring brand, protecting IP, and creating a lasting business.
Cerabyte Completes S3 Integration Testing in Collaboration with CERN openlab
EIC-supported project demonstrates ceramic data storage within established object-storage workflows MUNICH, Nov. 6, 2026 — Cerabyte, a pioneer of ceramic-based data storage solutions, has announced successful S3 integration testing of its ceramic data storage technology in collaboration with CERN openlab, CERN’s public-private partnership for accelerating computing innovation for science. Supported by the European Innovation Council’s EIC […]
Yomiuri: Sony's Entertainment Strategy is Paying Off, CFO Says
Sony Group Corp. is experiencing success in its entertainment business, and is growing more confident in utilizing its intellectual properties across more fields, according to Chief Financial Officer Lin Tao.
Global stocks tumble as AI panic grips markets after Democrats’ midterm success
Rolling coverage of the latest economic and financial news, as Asia-Pacific markets slide after Wall Street rout
Warriors predicted to trade Kristaps Porzingis for $27M versatile stretch-big after recent update
The Golden State Warriors want to do whatever it takes to be as successful as they can be. In this proposed deal, they get rid of Kristaps Porzingis for a very athletic power-center type player.
For More Than 20 Years, Bangladesh’s One Constant Has Been Political Violence
Violent clashes between rival parties, within their own ranks, and around elections have persisted through successive governments.
CU faculty to use award to study rural student success in science
CLEMSON — A Clemson University faculty member with a background in rural education outreach and research will use an award from the National Science Foundation to better understand how rural
Operation Nourishing Courage Demonstrates Southern Nevada’s Readiness
VA Southern Nevada Healthcare System successfully completed the exercise “Operation Nourishing Courage” in partnership with Nellis Air Force Base and community emergency responders on Nov. 4.
Sabres Have $13 Million Josh Norris, Ryan McLeod Problem
The Buffalo Sabres lost a tough one to the Ottawa Senators on Wednesday night. If Sabres fans are looking for some scapegoats, Josh Norris and Ryan McLeod seem like logical candidates. They have both been poor this season, and that continued on Wednesday. They were meant to be key contributors to Buffalo’s continued success and […] The post Sabres Have $13 Million Josh Norris, Ryan McLeod Problem appeared first on HEAVY.
Zamarripa Has Unfinished Business at City Hall, Big Plans for State Office
Plus: Two potential successors have already emerged for her aldermanic seat.
Medicus Pharma proposes $135M SkinJect spinout through SPAC business combination
Medicus Pharma CEO Dr Raza Bokhari joined Steve Darling from Proactive to discuss a proposed transaction involving the company's wholly owned subsidiary, SkinJect, which has entered into a non-binding letter of intent with an undisclosed special purpose acquisition company (SPAC) for a potential business combination. The proposed transaction contemplates a US$135 million pre-money enterprise valuation for SkinJect, alongside a concurrent equity financing intended to support the company's SKNJCT-005 clinical study in patients with Gorlin syndrome and preparations for a potential New Drug Application (NDA). Bokhari told Proactive that the proposed deal is designed to establish SkinJect as a separately listed company focused on advancing its dermatology and rare-disease development program. Under the proposed structure, the SPAC would acquire 100% of SkinJect in exchange for newly issued common shares in the combined company. Medicus Pharma intends to retain majority economic and voting ownership, allowing existing Medicus shareholders to maintain significant participation in SkinJect's potential future value. The separation would also provide SkinJect with a dedicated financing platform to fund its clinical development activities, particularly the SKNJCT-005 study targeting Gorlin syndrome, a rare genetic condition associated with the development of multiple basal cell carcinomas. The concurrent financing is expected to support the clinical program and the work required to prepare and potentially submit a New Drug Application, subject to successful development and regulatory progress. Final ownership percentages have not yet been determined. These will depend on negotiations surrounding the definitive transaction agreement and the combined company's capitalization, including retained SPAC cash, public and sponsor shares, warrants and other potentially dilutive securities. Medicus said the proposed transaction remains subject to the completion of definitive documentation and other customary conditions. The planned spinout represents a strategic step in Medicus Pharma's efforts to give SkinJect a dedicated corporate and financial structure, while allowing the parent company to retain majority participation as the dermatology program advances towards its next clinical and regulatory milestones. #proactiveinvestors #nasdaq #mdcx #tsxv #mdcx #pharma #SkinJect #Biotechnology #Healthcare #RareDisease #GorlinSyndrome #Dermatology #SPAC #ClinicalTrials #DrugDevelopment #NDA #Biopharmaceuticals
Building on success, growing with purpose with Harper General Contractors
Harper General Contractors welcomes Bryan Royal as president and CEO, continuing its legacy of strategic growth and leadership continuity.
MBody AI Doubles Deployment at Major Northeast Casino & Entertainment Destination
Nasdaq-listed physical AI company grows it’s support at Mohegan Sun’s Environmental Services (EVS) team after successful pilot program MBody AI Doubles Deployment at Mohegan Sun An extended three-year agreement follows a successful paid pilot and a larger multi-year commitment. Highlights Deployment Doubled: Mohegan Sun has doubled its MBody AI deployment, with expanded operations already underway.Three-Year Agreement: The commercial agreement covers both the previously announced original instal
How an FGCU class sparked a BBQ business breakthrough
Learn how an FGCU entrepreneurship class helped launch a Florida barbecue business success story
The oddsmakers like the Red Sox. Why don’t we?
Note: this column assumes there will be a 2027 MLB season. Please disregard in advance should it not come to pass. Thank you. I was more than a little surprised at how negative the Over the Monster staff was in our recent assessment of 2026. “No, it was not a success. Of course it wasn’t,” […]
PlayStation sees record high player numbers and increased revenue for Q2 2026, and a lot of that success is down to Marvel's Wolverine
Strong sales in software, but declining numbers in hardware: here's how the past three months have looked for Sony.
When papers become currency: a Chinese debate about trust in science
Last Saturday, 31 October, I went to the University of Hong Kong’s Beijing Centre for its Talent Forum. It was the fourth stop in the series this year, following events in Shanghai’s Zhangjiang, Shenzhen’s Qianhai, and on HKU’s main campus. The programme covered a remarkable distance in one afternoon. HKU’s Xiao-Jing Wang discussed computational neuroscience, intelligence, and the prefrontal cortex—before even delivering his inaugural public lecture to students back in Hong Kong. His colleague Bing Zhang took us from the Big Bang to artificial intelligence. Tsinghua’s Xue Lan asked how AI might reshape the institutional infrastructure underpinning higher education. There were lively panels featuring industry leaders from JD.com, Xiaomi, Haier—and Kaiser Y Kuo on the closing panel discussing innovation and international connections. I cannot pretend to have followed every detail of the brain models or the astrophysics. The talk that stayed with me was closer to something we have covered before: Zhou Zhonghe 周忠和 on papers, evaluation, and scientific trust. Zhou is a palaeontologist, an Academician of the Chinese Academy of Sciences, and an international member of the US National Academy of Sciences. He is also editor-in-chief of The Intellectual (知识分子), China’s leading science commentary platform. His subject was uncomfortable enough for a room full of successful academics: what happens when the system for recognising good science starts rewarding something else? Part of my interest came from our sister newsletter, The East is Read, which covered the controversy around “Geng Tongxue” in May. A PhD dropout from Beihang University, Geng has publicly challenged papers by prominent researchers through detailed online allegations of manipulated images and fabricated data. At Tongji University, an investigation into a challenged Nature paper found academic misconduct, and the dean of its life sciences school was removed. The affair brought doubts about academic integrity well beyond laboratories and university committees. How could someone outside the established hierarchy spot problems in papers that had passed through prestigious journals and institutions? And what, exactly, had all that prestige guaranteed? Zhou approached these questions through two essays published in July by The Intellectual: one by Wang Xiaodong, director of the National Institute of Biological Sciences, Beijing, and a response by Wang Liming, of Shanghai’s Shangsi Institute of Natural Sciences. Both began with the controversy over Geng. Their arguments deserve a wider audience, so I want to put parts of them alongside what Zhou said on Saturday. Wang Xiaodong’s starting point is evolution. A research system selects for the behaviour it rewards. Grants, jobs, journals, talent programmes, and prizes collectively determine which scientists prosper and which practices get passed down from advisors to students. “Whatever the system rewards is what it will evolve to produce,” he writes, citing the ancient Chinese saying: The King of Chu loved slender waists, and many in the palace starved to death. That is a more demanding diagnosis than saying there are dishonest people in science. Punishing a fraudster does not change the selective environment that made a particular kind of research profitable. His account also gives scientific success an awkward role in the story. As Zhou put it on Saturday, science became a victim of its own success. Once research became central to industry, national power, and economic growth, universities and laboratories expanded, and public money followed. That created an administrative need for rapid decisions: who should get the next grant, the next laboratory, the next appointment? The difficulty is that the true value of a discovery may take years or decades of testing and building to become clear. Resource allocation cannot wait that long. Publication counts, journal prestige, impact factors, and citations therefore become convenient ways to make an instant judgement. “The real problem is not that these indicators have no value,” Wang Xiaodong writes, “but that they are trying to answer a question that only time can answer.” Telling administrators simply to stop counting papers will never be enough. They still have budgets to distribute and appointments to make. Something has to replace the shortcut. Zhou described the consequences inside publishing. Papers acquire ever more requirements: a complete story, polished presentation, extensive datasets, and accessibility to readers beyond the immediate field. Individually, those demands sound reasonable. Together, he warned, they produce formulaic “eight-legged” papers 八股文 and rigid reviewing, while genuinely original or non-consensus work struggles to get past journal editors—some of whom wield immense gatekeeping power despite having limited laboratory experience themselves. Meanwhile, the demands for sprawling, “complete” narratives have fuelled a wider replication crisis. Wang Xiaodong uses a mahjong metaphor to describe the result: put the complex papers published by the exact same lab over several years side by side, and they often look like “Thirteen Orphans” (十三不靠)—every tile completely unrelated to the next, and none of them reproducible by outsiders. Zhou also spoke frankly as an editor who has trouble finding reviewers. Everyone wants someone else to review their work; qualified senior researchers have little time to return the favour. The labour is anonymous, unpaid, and brings almost no institutional recognition, so it increasingly gets passed down to postdocs and graduate students. And while anonymity protects reviewers from rank and personal favours, hyper-specialisation means an author’s most qualified reviewer is often a direct competitor, shielded from accountability. The protection and the problem coexist. Wang Liming takes the argument a step further. The decisive change, in his essay, is the instant conversion of academic honour into material resources. Once a paper can be cashed in for funding, a job, students, commercial investment, or even a company valuation, scientists are alienated from their work: they must keep minting this “research currency” to keep their teams alive. He is careful not to romanticise the past. The old world of gentleman scientists—financially independent figures like Boyle and Darwin who needed nothing from external funders—was also a closed club that excluded people without inherited wealth, women, and much of humanity outside the West. Professional science allowed ordinary people, himself included, to become researchers. Nobody should want to undo that. The problem, in his account, is an exchange system that becomes too uniform and too difficult to correct. His most pointed Chinese example is the “hat” (帽子): the prestigious talent designation that brings continuing access to money, laboratory space, students, and institutional influence. “If papers are the circulating currency of the research system, then a ‘hat’ is a bond that pays interest over the long term,” he writes. A paper at least requires another round of peer review. A title in the Chinese context can lock in a judgement made years ago and turn it into permanent status rent, regardless of whether its holder is still doing good science. Here, official institutions hire, organise, and evaluate scientists. Unlike honours awarded by autonomous academic communities in the West, a Chinese “hat” blends non-scientist administrative power with state authority. Once granted, it turns a past judgement into permanent status rent that is nearly impossible to revoke—because taking a hat off would imply that official authority erred in putting it on. Both Wangs see China as experiencing, at compressed speed, pressures present across global science. Research expansion, rising investment, publication growth, and elaborate evaluation metrics arrived in China within two or three decades rather than two or three centuries. Zhou agreed with that international framing—noting that recent US White House science policy documents and the new president of the US National Academy of Sciences, a fellow palaeontologist who recently visited Zhou’s institute in Beijing, have raised strikingly similar warnings about consensus-bound peer review, short-term project grants, and the replication crisis. Still, Zhou emphasised that China’s traditional hierarchy, personal networks (guanxi), and the ethos that “a good scholar becomes an official” (学而优则仕) amplify those pressures at home. So what would change things? Here Zhou’s tone differed from the call for a revolution in scientific trust in Wang Xiaodong’s essay. As an evolutionary biologist, Zhou favoured patchwork repair (修修补补). Living systems survive through accumulated adjustments; dramatic mutations are usually fatal. Science cannot return to a small, slow-moving pastoral era, especially after the successive accelerations of professionalisation after the Second World War, the internet, and now artificial intelligence. But it can alter the local environment in which researchers work. He pointed to domestic experiments designed to support unconventional research and diversify funding, including Tencent’s New Cornerstone Investigator Program, the Xplorer Prize, and the Future Science Prize. He also mentioned participating in reviews for “major non-consensus projects” under the National Natural Science Foundation of China. One guiding principle he recalled was wonderfully direct: “Failure is allowed; corruption is not” (允许失败，不允许腐败). That distinction would mean quite a lot if taken seriously. An honest attempt that fails should not have to disguise itself as a success to survive an assessment. Wang Liming’s essay adds a sharp caveat to the optimism about new domestic funders. Multiple organisations do not automatically produce multiple ways of judging science. If the same pool of senior domestic scientists makes the decisions through the same two-round review procedures, it is still “fake diversity.” He argues for three distinct kinds of money: broad baseline funding governed by fair procedures; patient funding for questions that take ten years; and non-consensus funding based on individual taste, deliberately empowering a few genuine experts to make biased, contrarian bets on eccentric ideas that would inevitably be averaged out by a committee. Replacing one monopoly with another achieves little; a healthy ecosystem needs variance. Zhou’s proposals for publishing were similarly concrete: strip papers of their resource-allocation burden and return them to recording discoveries and establishing priority; separate dissemination from evaluation, as eLife and Peer Community In do; adopt more modular “micro-publications” and real-name endorsements; recognize the labour of editors and reviewers; and give replication work proper credit rather than treating it as an unpublishable dead end. AI makes every part of this debate more urgent—and Zhou wove it throughout his talk. In his own preparation, he used AI to survey the declining influence of academic monographs, noting how tools are already changing how scholars gather information. More fundamentally, he placed AI as the latest great acceleration in scientific history: just as the internet sped up the pace of research and tightened external resource pressures, AI is compressing the cycle again. In the essays Zhou cited, AI cuts both ways. Wang Xiaodong expects large language models to erase much of the English-writing disadvantage long faced by Chinese scientists, further swelling the flood of papers coming out of Chinese labs. Wang Liming sees AI accelerating both ends of the trust crisis: it lowers the cost of paper mills and fabricated images just as quickly as it lowers the cost of automated image forensics, data auditing, and code reproduction. “Whoever builds the verification layer wins,” Wang Liming writes. His proposed alternative to the static, packaged “story paper” is a continuously versioned “unit of discovery” containing a falsifiable claim, raw data, analysis code, experimental parameters, and an ongoing log of independent checks—where negative results and failed replications are recorded rather than buried. Zhou ended his keynote by bringing AI back to the question of scientific honour and credit. Citing a recent Intellectual discussion on “What AI Means for Mathematics” featuring Fields Medalist Deng Yu 邓煜—at a moment when AI is already batch-solving mathematical conjectures, as HKU Vice-President Lin Chen noted in his opening remarks—Zhou agreed that human researchers must remain the principal agents: AI is a tool that frees scientists from tedious calculation to think about deeper, messier real-world problems. Yet that partnership creates a thorny new evaluation problem. When a breakthrough is made with AI, what is the human contribution and what is the machine’s? And since AI models distil centuries of accumulated human scholarship, is it right that the credit and value flow so heavily to the private AI companies building the tools? The old struggle over how to assign scientific honour is acquiring a whole new layer. What I took away was a serious discussion of how science can remain trustworthy as its scale, incentives, and tools change. These were scientists with real standing inside China’s system questioning how that standing is produced, and proposing changes that would affect their own institutions and peers. That made the afternoon at HKU’s Beijing Centre worthwhile. At the close, Wang Feng, Director of Communications and Public Affairs at HKU, said the value of the forum series—which heads to Hangzhou in December and cities like Chengdu early next year—would lie in the real cooperation it helped bring about. The university has plenty to celebrate: this week it topped the QS Asia rankings for a second consecutive year, alongside its 11th-place position in the QS World University Rankings 2027. For me, bringing this debate to an audience beyond the people who review papers and allocate grants was a useful contribution. Share [ The East is Read PhD dropout’s exposé forces an academic fraud reckoning in China A former doctoral student turned blogger has shaken China’s academic establishment by publicly accusing prominent university scholars of fabricating data and manipulating papers, triggering investigations at several leading institutions and drawing rare attention from state media… Read more 5 months ago · 43 likes · 8 comments · Yuxuan JIA ](https://www.eastisread.com/p/phd-dropouts-expose-forces-an-academic?utm_source=substack&utm_campaign=post_embed&utm_medium=web&embedding_publication_id=47580)
Avram Glazer says Manchester United not reliant on sporting success for commercial power
United's co-owner was making a rare speaking appearance at Deutsche Bank’s inaugural Sports Investment Conference in London.
Who is your favorite USC alum?
Simply put, Ohio State cannot afford another loss on the season. So beating Oregon is the bare minimum measure of success this weekend. But Jami and Matt discuss what a good week looks like beyond getting back in the Win Column.
Dan Hurley gives brutal reaction to being given game ball
Say what you will about Connecticut Huskies basketball coach Dan Hurley, but he is never going to win anyone over with a charm offensive. Hurley has been incredibly successful at UConn, but he’s also drawn criticism for his antics and outbursts, especially his treatment of referees. But when it comes to his press conference escapades, Hurley can sometimes…
Apple is reportedly doubling orders for a new MacBook Neo
The MacBook Neo was a massive success. If component suppliers can be believed, Apple expects the second-gen model to do twice as well.
The business of winning: Owners from the 8 NWSL playoff teams share their keys to success
Down to Business with Asli Pelit takes you through the exciting, fast-paced (and sometimes confusing) corporate side of women's soccer.
AFGHS co-signatory countries ask health care users to help fill the financing gap
Hundreds of thousands of Ugandans living with HIV on antiretrovirals could be targeted for user fees or community health insurance schemes requiring modest premium payments, according to the April 2026 version of the country’s America First Global Health Strategy implementation narrative.1 As part of the “sustainable financing for the private not for profit sector” strategy, 491 facilities will be targeted for a phased introduction of user fees and scale up of community health insurance programs.2 In the Ugandan context, PNFP facilities include faith-based hospitals and other health facilities, US missionary organizations and centers of excellence—services that are often co-located at government facilities but run with additional financial and technical resources. 402,000 people—or about 28 percent of the total Ugandan adult PLHIV population on treatment—get ART from the private not for profit sector. The selected facilities provide the majority of ART and prevention of mother to child transmission (PMTCT) services. The plan doesn’t give the total number of clients served by the 491 facilities, so it is not possible to give a precise number. But the majority of 402,000 is a figure in the hundreds of thousands—hence the estimate I’m using.3 The April draft of the Ugandan implementation plan narrative is the only one I’ve been able to review. But the government of Uganda is not alone in turning to health care users to help fill the financing gaps caused by the abrupt withdrawal of US funds. In July 2025, the Government of Liberia introduced user fees for previously free services including “registration, accommodation, patient feeding, hospitalization, and a wide range of surgical and diagnostic procedures.”4 Earlier that year, Liberia rolled out a revolving drug fund designed to stabilize drug supplies by “allowing patients to pay a small fee for standardized, quality medications,” according to a Ministry of Health press release.5 (Both of these approaches had been proposed in the National Health Policy 2022-2031; media coverage explicitly connects the launch with the US foreign aid cuts.) The health financing strategies proposed by Uganda and established in Liberia are qualitatively different from user fees officially adopted by specific health facilities to cover funding shortfalls caused by the new US approach.6 The latter is a stopgap, adhoc change. The former is a national governmental adoption of policies that pass costs on to health care users, despite evidence that such approaches can exacerbate inequities and leave deficits unfilled. Two countries does not make a pattern, but they do point to urgent questions: Have other countries, including Liberia, included user fees or community health insurance schemes in their implementation plans? If so, do any of these narratives have what Uganda’s lacks: a fall-back plan in place in case these strategies for sustainable health systems fail to deliver—as they have before? I wonder if you think about it Subscribe Predictable pitfalls Both community-based health insurance and user fees are as old as the hills. And after decades of people climbing up these hills, duking it out, climbing back down—neither strategy has shown the results the Ugandan implementation plan is counting on. This is, in fact, a hill some folks are willing to die on. (You knew I’d get there, right?) In November 2025, an African-led team of health system experts published a paper directed at low- and middle income country governments trying to figure out how to create self-sustaining health systems. The money wasn’t coming back. It had been more than nine months since the season of freezing, waivering and wood-chippering; two months since AFGHS tumbled into the world touting co-financing requirements and reductions in future US government health aid. Governments were looking for strategies for sustainable, self-financed health systems, the authors wrote. For countries considering user fees and community health insurance to fill the financing gaps, they had a simple message: Don’t. On user fees, the paper states: “Reliance on user fees is ultimately a regressive and inequitable approach. It places a disproportionate burden on the poor and undermines health system goals of equity and financial protection. […] There is overwhelming evidence that user fees mobilise very limited resources for the public health sector, making it an inefficient mechanism for revenue mobilisation.” On community health insurance: “Attempting to shift the burden of funding previously donor-funded services, such as HIV care and management, and TB treatment, onto contributory schemes would exacerbate their fragility and fail to protect the population.”7 The WHO says that community-based health insurance “cannot be expected to provide a major source of funding or coverage,” and noted that most schemes offer only moderate benefit to individuals paying into them, and exclude the poorest segment of the population.8 And yet, the US-Ugandan implementation plan says that community health insurance is “the central pillar of this [PNFP] sustainability strategy” and that this approach that will generate “pre-paid pooled funding at facility and community level [that] improves financial risk protection for households, reduces catastrophic out-of-pocket expenditure, and generates structured, transparent revenue streams that can progressively absorb recurrent costs including health worker salaries.” Unfortunately, Uganda’s own history suggests the pillar might not be able to bear this weight. Ugandans Have Been to this Rodeo Before—and Some Want Their Money Back Uganda introduced its first community health insurance scheme in 1996 with support from international donors.9 Thirty years later, somewhere between 0.2 and 0.3 percent of the population is covered by CHI; just over 1 percent has any kind of health insurance.10 User fees were universally introduced in 1993 as a condition of a World Bank loan.11 They were abandoned in 2001, and in 2004—the year I moved to Uganda to watch the free HIV program get underway—a definitive study found that the fees did not improve health systems and outcomes.12 In 2004, most clinics and hospitals had ‘free’ and ‘fee for service’ options for getting care.13 The fee for service, or “cash and carry” programs had often been established in the years prior to PEPFAR and the Global Fund to Fight AIDS, Tuberculosis and Malaria. People who could afford to paid for the drugs, often at facilities in the private-not-for-profit (PNFP) sector. When free drugs arrived, some people who’d been paying kept on doing so, perhaps because of shorter wait times, greater confidentiality, convenience or other factors. But in the year that I spent visiting the same clinics around the country week after week—including a “center of excellence” that maintained separate days for cash and carry clients and those accessing free ARVs—lots of people who had been paying tried to switch to the free option. They’d paid because they had no other choice. They’d sold pieces of family land, begged family members for loans, bought pills by the week, and sometimes by the day. Or they were just cash-strapped, like most of us, and wanted the funds for other things. 14 Twenty-two years later, this hasn’t changed. Ugandans pay out of pocket for 30-40 percent of their health care costs, leading one paper to declare that “falling ill is more than a health crisis. It is a financial emergency.”15 One recent study found that up to 48.5 percent of households dealing with tuberculosis sold something, took out a loan or dug into savings to defray the costs of TB care—which is supposed to be universally free.16 The Ugandan implementation plan does anticipate challenges. It proposes a phased approach, with 187 facilities introducing user contribution systems in Year 1, 152 in Year 2, and 153 in Year 3. Willingness to pay and feasibility studies will precede roll out; fees will be tiered by region, and a waiver system is proposed to ensure that no one has to pay who is unable to. Moreover, the plan provides for quarterly reviews of epidemiological data to “ensure that user contributions do not compromise epidemic control gains, ART continuity for the client cohort, TB case management, or PMTCT services.” Alt text: A screenshot of a table included in the implementation plan narrative that is the subject of this stack. It’s got a fetching pink bar at the top. It uses the abbreviation “CHI” which is Community Health Insurance, and FBO which is Faith Based Organizations, and it details the number of facilities that will implement user fees with waivers and community health insurance schemes over the five years of the agreement. As I said in the footnote, this is a super interesting document with a lot of other rich material. Tell me what you see—and what you would have focused on. And if you’ve seen something like this, or anything else that strikes you, in another implementation plan, tell me that too. You can use the Substack message platform or try me on Signal at @endaplague_again.25 (because @mercoonfan was, weirdly, taken). But the plan doesn’t fully explain what will happen if this approach doesn’t work out. Yes, progress will be monitored, and corrective action triggered. However, there is no specified funding replacement if premium and fee revenue prove inadequate. Instead, the authors write, “Currently, COEs serve a total client cohort of over 180,000 across 28 facilities. In the initial years, the U.S. Government (USG) will provide financial support for clients; over time, user fees generated by COEs will become the primary source of funding for sustaining their services.” Failure does not really seem to be an option. Health insurance schemes are more acceptable to the Ugandan population than user fees. Members of Parliament and civil society traveled to Ethiopia to see how that country’s scheme worked. In a follow up report, a veteran civil society group recommended allowing the “health insurance ecosystem to grow organically and [to] keep reviewing the law and regulations as this growth takes root.”17 One study found that more than three-quarters of Ugandans were willing to join a health insurance program.18 However, coverage of community-based health insurance is minimal, as is coverage of any kind of insurance—including private plans.19 A national health insurance scheme bill has been stalled for several years and presently sits with President Yoweri Museveni.20 Community-based health insurance scheme that do exist are expanding in number, but losing enrollees. Between 2022 and 2026, the number of community-based health financing schemes across the country increased by 42 percent, while the number of people enrolled decreased by nearly 11 percent.21 None of this means that community-based health insurance should not happen in Uganda—or that people do not want insurance. It doesn’t even mean that user fees and waivers won’t ever work. But there is highly relevant evidence from Uganda and the surrounding region that it is quite optimistic to describe community health insurance and user fees as central supports for sustainable financing in any sector of the health system. And now for the best-case scenario In the best-case scenario22, the Ugandan approach does exactly what it sets out to do, and so does the Liberian fee structure and revolving pharmacy fund—though I’ve not confirmed that these are in the MoU. In one best-case scenario, Uganda is an outlier, and user fees and community health insurance are not recurrent pillars of self-sustaining financing in other countries’ implementation plans. In another best-case scenario, all countries that include these strategies enjoy success beyond anyone’s evidence-informed wildest dreams: reliable funding generated by health care users fees, great health care outcomes for everyone, no exacerbation of inequities, no crippling household debt. No sold land, repurposed school tuition or high-interest loans. In the best-case scenario, not one of the hundreds of thousands of Ugandans living with HIV receiving antiretrovirals from 491 PNFP facilities misses a refill or leaves care because of user fees or community health insurance premiums. This is the best-case scenario for these people for their own health, and for their families. It is also the best-case scenario if Uganda wants to stay on the path to eliminating HIV as a public health threat. According to the country’s most recent data, 96.5 percent of people living with HIV on antiretrovirals are virologically suppressed. Epidemic control depends ensuring that 95% of people living with HIV know their status, 95 percent of those individuals are on ART, and 95% of those individuals are virologically suppressed. Uganda is still struggling with the first “95"—a frankly abysmal 85.3 percent. If HIV epidemic control and the attendant prevention of new infections, avoidable suffering and premature death matter, the country cannot afford to lose any clients who are currently in care.23 As I write this a couple hours before the polls close for the US elections in the city I live in, I say with soul-deep sincerity: I am rooting for the best-case scenario. I think it’s safe to say that we all are.24 I think it’s also safe to say that if the US and co-signatory governments have inked plans that lead to successful expansion of community health insurance and strategic use of user fees, we all would like to know, now, so that we don’t miss the opportunity to celebrate when success happens. The implementation plan narratives have to enter the public domain. They are the fullest expression of a strategy co-created by two governments. There are assumptions and details that people living in the US and co-signatory countries need to understand that are not available in the MoUs or, to date, in the Congressional Notifications. Some of these details can help other countries that are, as I write this, still working on implementation plans. Others, like a solid count of how many other countries have plans for expanding user fees or health insurance, are important for regional and global health architecture reform initiatives. No matter how this election night turns out, there will be a slew of new Congressional member orientations, briefings and talking points papers in the next few months. Release of implementation narratives should be a bullet point in every context that AFGHS is discussed. These documents can be redacted so that procurement sensitive information isn’t disclosed. There is much more historical precedent for sharing such documents than there is for relying on user fees to fill health financing gaps. Let’s look at the information together so we can hope for the best and prepare for, you know, the other thing. Alt text: A substack first: a bicep selfie! It’s my arm - peachy-white skin, black shirt (flannel, notch neck, too hot for this appallingly balmy November weather, if you’re wondering) and a sticker that says I VOTED 2026. Beige letters on red for I voted. Beige on blue for 2026. You bet I did.25 In your wildest dreams. Subscribe 1 This is a really, really rich 95 page document. There are fascinating ideas and detailed plans in it. It is all worth reading AND I have, in this post, highlighted an instance of content that could pose challenges and certainly posits success of strategies that haven’t worked before. I would love to hear what readers’ see that’s interesting and should be lifted up as something to check for in other implementation plans. I will also shortly be adding a static page to the substack site where implementation plan documents will live. I will put the url into this footnote and it will also be there on emilybass.substack.com by the end of the week. Uganda Implementation Narrative Section 4 April 22 2026 Draft 1.51MB ∙ PDF file Download Download 2 User fees are costs charged for visits, labs, medicines or other health services, usually at the time they are provided. Community health insurance, or community-based health insurance, is what the World Health Organization calls “micro insurance,” which is health insurance targeted at low-income people. 3 As usual (by which I mean always), please prove me wrong. 4 https://smartnewsliberia.com/liberias-ministry-of-health-announces-2025-hospital-service-fees-for-public-facilities/?utm 5 https://moh.gov.lr/news/2025/grand-cape-mount-leaders-residents-embrace-new-community-pharmacy-program/?utm 6 https://www.christianitytoday.com/2026/09/hiv-usaid-pepfar-africa-foreign-aid-cuts-mission-hospitals/?utm 7 https://gh.bmj.com/content/10/11/e021270 8 https://www.who.int/news-room/fact-sheets/detail/community-based-health-insurance-CBHI 9 https://pmc.ncbi.nlm.nih.gov/articles/PMC2827475/ 10 https://pmc.ncbi.nlm.nih.gov/articles/PMC10861328/#b3-jpmph-23-110 11 https://pmc.ncbi.nlm.nih.gov/articles/PMC527704/ 12 Same citation as the footnote 2 - the article is called “Learning from failed health care reform in Uganda.” To which I say: If only. If. Only. 13 There is a whole taxonomy of user fees to be aware of, if not commit to memory. Out of pocket costs are everything that someone pays for themselves. In this Stack, user fees are planned and policy-supported out of pocket costs. There are also out of pocket costs that people pay to buy drugs or receive tests or health care assessments that would be free if the drugs were on the shelves, or the machines or kits were available, or the staff were on site. A user fee is usually designed to be modest, pegged to willingness to pay, and may be waiveable at the point of care for anyone who is unable to do so. The costs for things that would otherwise be free are whatever the market will bear and people either have to pay them or go without. Out of pocket costs for services and stuff that aren’t available in public facilities are different again from bribes or unofficial fees that some health workers may impose, even though most are indefatigable, tireless and tired, and devoted to their clients. 14 For the record—which really is these footnotes—I would give a whole stack of fridge magnets for a systematic analysis of the economic and social impact of the Mass Unemployment Event in AFGHS countries among the very people who used to be able to afford and cover user fees, both for themselves and vast family networks. Locally employed USAID technical staff, house cleaners, caregivers, drivers and technicians were financial anchors for cousins, friends, friends’ children, friends’ childrens’ cousins, teachers, pastors, neighbors and so many other kinds of kin. Aid recipients lost direct funding; many other people who had not been aid recipients, but parts of the elaborate care webs that function as safety nets for so many people, lost crucial support too. And that’s even before we get to the people who worked at the hotels and restaurants and bars where people employed by the US and its implementing partners used to spend disposable income. Those businesses have lost revenue; those folks have lost jobs. It will be some time coming—and someone will have to fund this work—but I do hope it happens. And I hope, as usual, to be proven wrong. 15 https://eprcug.org/blog/how-out-of-pocket-healthcare-costs-keep-driving-ugandans-into-poverty/ 16 Another straight-to-the-point journal article title. Households experiencing catastrophic costs due to tuberculosis in Uganda: magnitude and cost drivers. https://pubmed.ncbi.nlm.nih.gov/32938411 17 https://www.cehurd.org/download/technical-policy-brief-on-community-health-insurance-scheme/?wpdmdl=13661&refresh=6ae9122f5d4ed1793659439 18 https://pmc.ncbi.nlm.nih.gov/articles/PMC10125197/ 19 https://pmc.ncbi.nlm.nih.gov/articles/PMC10861328/#b3-jpmph-23-110 20 https://ugandapost.news/uganda-to-make-health-insurance-mandatory-by-2026/ 21 https://shu.org.ug/download/235 22 With a nod, tip of the stack hat, and wag of the Mercoon tail to a deeply valued reader who told me that I have a tendency to speculate about the worst-case scenarios a little too much of the time. 23 https://news.mak.ac.ug/2026/10/uphia-2025-shows-ugandas-hiv-status-awareness-gap-despite-strong-treatment-outcomes/ As you’ll see in the next footnote, I’ve already written a subSubstack on another topic, so I will be brief with regard to the study referenced in this article. The Uganda Population-Based HIV Impact Assessment, or UPHIA, will never happen in this way again. For more than a decade, PHIAs have been supported by the US government as a way to generate accurate estimates of country progress on key HIV indicators. They are a holdover from the PEPFAR program that was laser focused on ensuring US taxpayer dollars subsidized progress in pandemic control. There may be other population-level surveys and the data may even be publicly released, as the entire set of FY2026 MER data have not. But PHIAs will never happen again. If you’re wondering whether the estimates of HIV progress at country level might get less reliable….you’re not alone. 24 Ooh baby, I hate “we” in almost all forms. But sometimes I go there, when I am looking for company, which I am. Because this Stack moves into the somewhat-uncharted territory of assessing what the implementation plan narratives may suggest about co-signatory countries’ roles and responsibilities to the people living within their borders. The MoUs, specimen and data sharing agreements were templates. Countries’ answers fit into pre-specified questions that did not include, “how are you going to fill financing gaps and stabilize your health system as this plan unfolds?” In contrast, the implementation narratives are open form—the product of co-creation between the two governments. Co-creation can mean lots of things, but nothing leads me to believe that implementation plans are ghost-written by the US government, or that contents were imposed by the US counterparts. Instead, I think the parts of the plans that read like country government initiatives are endorsed, if not initiated by, those governments. For instance, the Ugandan implementation plan narrative describes plans for revenue-generation through fees charged for equipment calibration, repair and maintenance provided through Uganda’s National Equipment Calibration Laboratory, and laboratory accreditation through the Uganda National Accreditation Service (UGANAS), targeting private sector, PNFP, research and academic clients. That’s super specific and also quite ambitious. It doesn’t read like an American idea. There’s also a provision for solar panels, and other stuff that feels country owned and driven. This is where it gets interesting. If co-creation is the case, then both the US and co-signatory governments are accountable for the contents and the outcomes. Most discourse about AFGHS to date has focused on the decisions that America has made, or demanded that other countries make. The AFGHS architects have monopolized the hot seat. As they should, in so many ways. America absolutely created the conditions under which countries needed to come up with health financing strategies to fill unanticipated, catastrophic funding gaps. And with not-too-long a lens, we can look back and see that America is also on the hook for its role in the Bretton Woods institutions that made user fees and health system fiscal austerity conditions of loans during the era of structural adjustment. But in the here and now, it is not at all clear to me that the US is requiring Uganda or any other country to implement specific approaches to sustainable financing. Instead, it is as the authors of that paper up in footnote 6 suggest: African governments have agency. As implementation plans roll out—whether or not the narratives are shared—it will be important to understand what this agency looks like and what it means for people, including the poorest of the poor. And it will be important to figure out how to talk about it safely, respectfully and critically in places other than the literal and metaphorical footnotes. 25 This week’s song is “Once upon a time” by the Moody Blues. (I know, this is gonna be a weird, largely banger-free end of 2026 playlist. HMU with requests.) AND please do watch the video and appreciate the truly amazing opening sequence—a drum kit wasteland, a coupla plastic bags, a bit of sand. Sort of like the hill where fiscal austerity policies that put costs on health care users might go to perish. But then there’s a lady with amazing hair. It’s worth it.
The Last Disney+ Original?
(Welcome to my weekly streaming ratings report, the single best guide to what’s popular in streaming TV and what isn’t. I’m the Entertainment Strategy Guy, a former streaming executive who now analyzes business strategy in the entertainment industry. If you were forwarded this email, please subscribe to get these insights each week.) Before we get going, I wanted to remind readers about how I plan to keep your trust while I add advertising to this newsletter. As you’ve no doubt noticed, I’m running ads now, but the danger is that it could impact my analysis and writing. I have a list of sponsors on my About Page, so if you think I’m biased, you can check out who’s sponsored this newsletter! This is something that I’m not sure anyone else in digital media does (if you’re a writer or media outlet and you do this, let me know and I’ll shout you out!) but it’s something I’d love to see embraced by the entire industry. Sunlight, i.e. transparency, is often the best disinfectant. Okay, on to this week’s issue. We (finally) have another major Disney+ TV show to talk about, so that’s my main focus for today. Plus, we had a lot of new shows come out, including the fourth seasons of The Diplomat and Tulsa King! And Love is Blind! The Lowdown! Also, four (four!) straight-to-streaming films came out this week, featuring a lot of big names and celebrities, so I’m going to look at those. All that, mixed news for the WNBA, Reacher ends its run on the charts, Skydance does well in September viewership, NYU’s Sundance dominance, all the flops, bombs and misses, and a whole lot more. Let’s dive right in! (Reminder: The streaming ratings report focuses on the U.S. market and compiles data from Nielsen’s weekly top ten viewership ranks, Luminate’s Top Ten Data, JustWatch and Reelgood interest data, Samba TV household viewership, company datecdotes, Netflix hours viewed data, Google Trends, and IMDb to determine the most popular content. While most data points are current, Nielsen’s data covers the weeks of October 12th to October 18th, 2026. You can find a link to my terminology here.) Subscribe Television - Disney+’s Porridge Problem Listen, per my headline, VisionQuest isn’t the last Disney+ Original. At least, I’m pretty sure it’s not. They have other MCU shows in development. Well, maybe one: But it sure feels like the end of an era. I’d call it their “porridge too hot” era, to quote myself from The Ringer. I told Ben Lindbergh that Disney+ seemingly couldn’t figure out the right amount of content. In the heights of the Streaming Bubble Era (circa 2019 to 2022), they started releasing an insane amount of TV shows. After their growth slowed, they’re down to two or three shows a year, and that might be down to 1 by 2027. Here’s my TV shows by year chart: Even at the time, I thought Disney was making too many shows (that cost too much). Today? They’re definitely making too few shows (though the budgets are more in check, at least according to the reporting). Porridge too hot, porridge too cold; too many shows, now not enough. Which makes evaluating VisionQuest so interesting. This show didn’t have a great lead-in, whether it be a Marvel Cinematic Universe film (the last non-Sony-produced-Spider-Man flick came out The Fantastic Four from July of 2025) or Marvel Cinematic Universe TV show (the two this year were Wonder Man back in January and _Daredevil: Born Again_in May, both of which underwhelmed). And so far, VisionQuest hasn’t quite recaptured the MCU Originals glory, but it has some signs of sparks. First, it made Samba TV, though at a lowly ninth place. At least it made it, a feat some other Marvel shows didn’t accomplish. (Ironheart landed on the Samba TV charts one week at tenth place, but Wonder Man and Daredevil: Born Again both missed.) VisionQuest also made Luminate, though with only 3.0 and 7.6 million hours. But it missed Nielsen in its first week. The best news might be its 7.8 on IMDb, on 12K reviews so far, great numbers, even for a superhero show. Looking at those numbers, this show will really need to pick up in future weeks—and it may since it’s coming out weekly—or Disney will have another disappointment on its hands. Disney+ binge-released their last few shows to try to boost numbers, but that meant shows like Iron Heart and Wonder Man didn’t last long on the charts. _Daredevil: Born Again’s_last season missed entirely (though it came out weekly). Here’s the Disney+ Originals by totals: And for a fun new look, here are those same shows, rearranged by the years they came out: That really shows that, in addition to Disney+ releasing fewer shows, those shows just don’t hit like they once did. If I had to offer one main explanation, it’s that Marvel Studios moved away from characters who starred in the Avengersmovies (The Scarlett Witch, Vision, Hawkeye, Loki, Falcon, Winter Soldier) to characters who didn’t (Moon Knight, She-Hulk, Iron Heart, Wonder Man, Daredevil). It sounds trite, but more popular IP tends to do better than less popular IP. In Marvel’s case, beloved, decades-old characters trump newer ones. And yes, I think this is a problem for Disney. The failure of Marvel TV shows to linger for weeks on the charts, unlike in 2021 and 2022, explains why Disney’s share of the charts has plummeted: That’s a strategic issue. Yes, these shows are really expensive, but without them, Disney+ will struggle, especially if Disney+ keeps raising prices AND licenses out its shows non-exclusively. My recommendation? Return to the core value proposition, which is Disney+ as “genre HBO”. The goal is six shows a year, coming out weekly, spaced out throughout the year. When a show hits, keep it coming back. Make three to four of those shows Marvel or Star Wars, and fill out the rest with IP swings like Percy Jackson, Goosebumps or something like National Treasure. And make YA-skewing shows like Coven Academy to fill out the schedule. Disney, you can get this porridge just right, er, make the right number of shows. Quick Notes on TV Netflix’s sophomore, er, junior, er, senior season slump abated very, very slightly this week. I speak of The Diplomat, which returned for its fourth season on 15-Oct. Credit where credit is due, this show debuted in April of 2023, and has put out new seasons every year since. Has that helped the viewership? Not really. This season opened to 16.4 million hours, which is down significantly from the first season (21.7 million hours) and down somewhat from the second season (18.0 million hours), but it is up from last year’s 14.2 million hours opening. On Samba TV, it opened to third place; that’s also very good. On Luminate, it opened to 25.0 million hours, which is good, but over thirty million hours is a hit on that platform. Netflix wisely renewed it, since it’s steady and, frankly, Netflix needs hits.1 Paramount+ put out Tulsa King’s fourth season on a Friday. After putting out most of their big, usually-Taylor Sheridan-scripted shows out on Sundays last year, they’ve clearly moved to Fridays going forward. Was this a thought-out strategic change, Netflix mimicry, or a data-inspired move? Tough to say. Fridays are crowded with new movies, but so are Sundays with new shows. Anyways, this one is coming out weekly, and we haven’t seen it hit the Nielsen or Luminate charts yet. But it did make Samba TV at fifth place, which is a good opening. Still, if this doesn’t make Luminate or Nielsen next week, I’d call it a disappointment. Netflix had two unscripted shows hit the charts this week, one a docu-series and one a reality competition show. Tyson is a four-episode docu-series about one of boxing’s most popular fighters, and it made both the Samba TV and Luminate charts, but not Nielsen. That’s a solid run for only four episodes (assuming it didn’t cost an arm and a leg to produce). Netflix’s latest season of Love Is Blind also returned for its eleventh season, which opened to 10.0 million hours, down from previous seasons. It also had 11.0 million hours according to Luminate, roughly in line with the Nielsen numbers. Last issue, I analyzed the triple successes of Below, Carrie and Crystal Lake, noting that all three have done well. I mostly used Nielsen, but all three shows also made Samba TV (see above). Crystal Lake in particular did very well on Luminate, getting 35.0 million hours, top for Peacock among first seasons: The top “show” of the week would have been Thursday Night Football again, at 41.7 million hours. This is still above last year’s game, but it continues the season’s overall downward trend, which happens every year. (Though a big week is coming, based on the news stories I’ve seen.) As I said before, I’ll do a deeper dive on all the October games later this month, with comparisons to previous years. One company is quietly on a roll, when you consider the shows it makes and streams. I speak of Skydance—a point Variety made—noting that it produces Neagley and Reacher for Amazon, along with Paramount+’s Lioness, which means it produced three of the top four shows of September according to Nielsen. By the way, Neagley fell off the Nielsen charts after four weeks, which is a pinch short for how well it started, but it’s still a huge success. (Interestingly, it finished just 7.3 million hours ahead of the cancelled Ride or Die.) The point, though, which I’ve made before, is that Prime Video still has a problem with how many co-productions it buys, most notably _The Boys_from Sony and Reacher/Jack Ryan from Skydance. It’s not a critical flaw—everyone licenses shows—but Amazon still struggles to make its own hits. Reacher finally fell off the Nielsen charts, so here’s its final rank for season four: We’re just getting started with this issue, but the rest is for paid subscribers of the Entertainment Strategy Guy, so if you’d like to find out… ...An example of the algorithm NOT picking a film… …whether or not Netflix buys shows simply for the movie poster… ...if East of Eden is above the Obliterated Line... ...what four star-studded straight-to-streaming films didn’t chart... ...and a whole lot more... ...please subscribe! We can only keep doing this great work with your support. If you want an idea of just how much content you’d get in a full issue, check out this older issue.
Wake Forest political science professor John Dinan stops by WXII to analyze midterm election success means for Democrats and Republicans
Kelly on Potential of Leading Seminoles: ‘An Honor and Privilege’
Brian Kelly called leading Florida State an honor and a privilege, recalling his games with the Seminoles as they search for Mike Norvell’s successor.
Phantom Blade Zero made $223M on Steam and PS5 in five days
Phantom Blade Zero was always going to be a hit. We’ve been banging on about it for months now. Well, the results are in, and Phantom Blade Zero has indeed been a hit. Yesterday, S-Game reported that Phantom Blade Zero has sold 4M copies. As of this morning, our estimates show that Phantom Blade Zero has generated $223M via 4.3M copies sold across Steam (3.1M) and PlayStation (1.2M). This instantly makes Phantom Blade Zero this year’s #10 new 2026 game by premium revenue across Steam, Xbox, and PlayStation – and without an Xbox release to boot. Want more free estimates and insights in your inbox twice a week? Subscribe below! Subscribe Combined, China, Taiwan, and Hong Kong account for 55% of Phantom Blade Zero’s copies sold – 56% of copies on Steam and 50% on PlayStation. But revenue is slightly different. Phantom Blade Zero actually made more revenue outside of China However, due to regional pricing, China, Taiwan, and Hong Kong account for a lower share of revenue, 45%. The three countries account for 40% of Phantom Blade Zero’s revenue on PlayStation, and 47% on Steam. This is due to regional pricing, which you can easily check in our platform: Using the $59.99 USD base price as a starting point, we can see that Phantom Blade Zero costs the equivalent of $40.31 in China (-32.8% of the US price) and $41.80 in Hong Kong (-30.3%). So while Chinese culture is at the heart of Phantom Blade Zero (in terms of theme and player base), it’s actually making more money in non-China markets. In fact, markets outside of China, Hong Kong, and Taiwan account for $123M in Phantom Blade Zero revenues via 2M copies. Even when we remove revenues from these markets from the analysis, Phantom Blade Zero remains a top 20 new 2026 title by revenue across Steam, Xbox, and PlayStation. Want more free estimates and insights in your inbox twice a week? Subscribe below! Subscribe In other words, Phantom Blade Zero is a global hit. It’s not all China – or even majority China, when it comes to revenues. The China spring board helped, but a successful State of Play and – more importantly – positive reviews helped this one land in other markets. Quality sells. China was hyped from the start, but Western players needed more convincing As we wrote back in August, China was always going to show up early for Phantom Blade Zero. Our daily Steam revenue data shows just that, and we can see when S-Game’s banging RPG won over players outside of China: On the day Phantom Blade Zero’s Steam pre-order button went live in mid-August, China accounted for nearly 70% of Phantom Blade Zero’s Steam revenue. The shares hovered around 68% throughout August. This is the hometown-hero effect we’ve covered in the past, with the home market committing first – almost sight unseen – on national pride and a lush-looking trailer alone. Then things get even more interesting. Following the State of Play on August 18, US daily revenue more than doubled (from $72K to $146K), China’s daily take nearly quadrupled ($237K to $892K), and the rest of the world’s revenues also more than doubled. As China spiked so much harder than the others, its share of revenue hardly moved, holding at around 68%. So the by-all-counts-awesome State of Play got non-China markets and the West interested (you can see daily spend jump), but it didn’t move the needle for overall revenue shares. Positive reviews were the Western tipping point. US daily revenue went from $106K on October 25 to $230K when the embargo lifted on the 26th, to $463K on the 27th, to $899K on the 28th. So nearly 8.5x more revenue in four days, boosted by the positive reviews and subsequent word of mouth. When Phantom Blade Zero launched on the 29th, things hit critical mass. On launch day, the US and the rest of the world combined out-earned China for the first time in Phantom Blade Zero’s whole pre-order history. You can see this unfolding pretty nicely in the revenue shifting shares, too. China’s lifetime revenue share sat at 68% in August and was still 65% as late as October 25th, but it dropped to 45% by November 2. Over that same period, the US nearly doubled its share from 10% to 18%, and the rest of the world climbed from 25% to 38%. Want more free estimates and insights in your inbox twice a week? Subscribe below! Subscribe That’s not to say that China sold less – far from it. The West and non-China markets just showed up later, won over by the reviews and word of mouth. However you look at it, Phantom Blade Zero has become one of this year’s highest-grossing premium games. Daily volume seems to be decelerating a bit (which is natural), so subscribe below for more updates on performance. Speaking of performance and deceleration… Gran Turismo 7 is one of PlayStation’s biggest earners While games like Ghost of Yotei, Helldivers 2, Astro Bot, Wolverine (2.7M now, by the way), and even Marathon and Saros tend to get all the headlines (we hold our hand up there, too!), there’s one PlayStation game from the past five years that’s earned more than all of these games: and it’s one that’s rarely talked about in enthusiast circles. Gran Turismo 7, which launched in March 2022, has sold 12.7M copies. This amounts to $840M in revenue, second only to Spider-Man 2’s $1.3B – if we’re talking PlayStation first-party for this generation. Gran Turismo 7 still brings in around 3M players every month (and between 400K and 700K active players per day). It’s also an evergreen seller every year. For example, Gran Turismo 7 generated: $189.7M in 2023 via 2.9M copies $161.3M in 2024 via 2.7M copies $119.1M in 2025 via 1.7M copies This year, Gran Turismo 7 has already sold 1.3M copies, generating $74.7M And there’s more laps to come Every December is comfortably GT7’s biggest month of the year (except launch), and the gap is widening there. December generated 2.1x a normal month in 2023, and by 2025 that had grown to 2.8x. Want more free estimates and insights in your inbox twice a week? Subscribe below! Subscribe As the typical months cool off with age, Christmas always holds strong, so the holiday period is becoming a bigger slice of Gran Turismo 7 yearly revenue. For Gran Turismo 7, the week around Christmas does 3x to 5x a typical week – three years running: Christmas week 2023: $14.7M (4.6x the year’s median week) Christmas week 2024: $9.3M (3.3x) Christmas week 2025: $8.5M (4.6x) These Christmas peaks happened at the full $59.99 (Gran Turismo 7 wasn’t discounted at all in December 2023 or December 2025). And although there was a discount late in December 2024, GT7’s peak week that year still happened at full price. You can really see why PlayStation hasn’t added this one to PlayStation Plus, eh? Say it after me: Subscriptions cannibalise premium revenue! On that note… Let’s take a quick look at how Gran Turismo 7 is doing versus its nearest competitor, Xbox console exclusive and long-running sim racer Forza Motorsport (released in 2023 as a reboot for the franchise, about 19 months after GT7). Forza Motorsport has sold around 1.3M copies across Xbox (75.4% for Xbox console and PC) and Steam (24.6%), grossing $89.9M across those platforms. Launch aligned, and on just PlayStation, Gran Turismo 7 had sold 10.2M copies, generating $676.1M, by that point. In other words, Gran Turismo 7 has sold the same number of copies this year as Forza Motorsport has sold since launch. When all is said and done, Gran Turismo 7’s 2026 revenues will have lapped Motorsport’s lifetime, too. It’s worth noting that Forza Motorsport was not released on last-gen consoles, and under a quarter of Gran Turismo 7’s revenue has come from PS4 consoles. Critically, Forza Motorsport is also on Game Pass, where nearly 7M players have accessed it. Meanwhile, the Forza Horizon series has been performing incredibly in terms of revenue. This year’s Forza Horizon 6 has generated $583.7M across Xbox and Steam despite Game Pass cannibalisation, and last year’s Forza Horizon 5 PlayStation port has generated $383.5M on PS5 alone. So two questions, then: How well is Forza Horizon 6 going to do when it launches on PS5 in January? Hit subscribe to get that in your inbox in January (which is in two months somehow!?) Subscribe 2. Open-world arcade Gran Turismo when? Also, if you like arcade racers, go and play Star Wars Galactic Racer. It rules. Like GOTY material, seriously. The last word Reply to this email – or reach out here – if you have any feedback for the newsletter – or want to request a game for us to cover. [Alinea Analytics boasts the most accurate PC and console estimates in the business. Game makers use our platform to understand their audience, keep an eye on the competition, monitor sales trends, and spot new opportunities. We equip game studios and financial institutions with accurate data and the confidence to make smarter, data-driven decisions. Want to talk about all things games market data? We’d love to chat!]
(Tuesday) Morning Minnesota: The “Congrats to the Brewers” Edition
Can the Twins continue the success next season?
Meet T-RAN, TN's Ambassador of Music and Entertainment
Tennessee music ambassador T-RAN Gilbert hosts a free concert to advocate for mental health and artist success.
Successful quarter at Expeditors boosted by hyperscaler business
All the key numbers at Expeditors International pointed upward in the third quarter at the logistics and freight forwarding company. Revenue year-on-year
Pensacola-based Baptist Health Care announces CEO's 2027 retirement and successor
Mark Faulkner, who has led the health system for 14 years, is stepping down at the end of June, with chief operating officer Brett Aldridge becoming the fifth CEO in the organization's 75-year history.
OpenAI: ChatGPT Search Is About 20% of Google’s, 250 Million People Speak With ChatGPT, and Chat Is Merging With Work
OpenAI says ChatGPT growth is accelerating. The company added 200 million users over just the past two months, jumping from 1 billion to 1.2 billion weekly active users in 60 days. Its search volume, it says, is approximately 20% of Google’s. Its users create 1.5 billion images with it per week. And its voice mode, between dictation and speaking with ChatGPT, now has 250 million combined weekly active users. ChatGPT consumer product lead Adam Fry told me this during a brief fireside chat at an OpenAI-hosted dinner in New York City on Monday night. “The growth is just going big,” he said. During our conversation, Fry also revealed plans to merge ChatGPT’s Chat and Work modes (so that confusing toggle up top will soon go away), agreed with feedback that ChatGPT-created restaurant signage looks too uniform, and addressed the cost to serve its personal assistant Dots. Here’s a look at our full conversation, lightly edited for clarity and length. We also cover image generation, interactive interfaces, advertising, education, and public unease about AI: Alex Kantrowitz: OpenAI has analyzed ChatGPT’s search volume and compared it with Google’s. What did you find? Adam Fry: ChatGPT has been growing quite quickly. ChatGPT’s volume of search-like queries is now roughly one-fifth the volume of queries of Google. It’s a pretty amazing statistic when you think about it, mainly because we started just about a year and a half ago. It’s hard to remember this, but ChatGPT at a time didn’t have any up-to-date information. You’d ask a question, it would say something like, “It’s past my training date,” and nobody had any idea what that meant. You’re saying ChatGPT’s search volume is one-fifth of Google’s. Bing’s share of the search market is around 5%. Does that make you multiple times larger than Bing? To say that more directly, ChatGPT has gone from one billion to 1.2 in just the last two months. That’s roughly 100 million users in 30 days, and another 100 million in another 30 days. The growth is just going big, and we’re staying very focused on how fast ChatGPT is growing. What counts as a search? I might have 20 prompts back and forth in a ChatGPT conversation. Does each one count as a query? Story continues below… A MESSAGE FROM OUR SPONSOR Move upmarket without a rebuild Moving upmarket means saying yes to what enterprise buyers ask for first: SSO, directory sync, and audit logs. WorkOS gives you all three, so your team keeps building the product instead of the checklist. Get enterprise-ready. Continued from above…. Adam Fry: What people came to ChatGPT for to start, if you go back about two years, is really writing help and coding help. Those wouldn’t be things that you really search for. What we’ve seen over the last year is people have grown into all these other topics. Things like you’re looking up a person or people or a place or a thing, and it requires up-to-date information. That’s a key element. Another big part is finance questions or health questions, where you really want to make sure it’s up-to-date information that’s quite factual, and we’ll do a web search for those questions. It’s basically anything that a user would have traditionally gone to a traditional search engine for, but is now deciding to go to ChatGPT for. Does each conversation with a search embedded count as one search, or does every question that requires a web search count? Every time you ask a question and go search the web, that’s a search. You used to work at Google. How would you say the nature of search is changing? One of the things that people really love about ChatGPT is this personalization and this understanding of the broader journey. If you look in the past, people would go for a Q&A box, and you’d ask a one-off question, like how tall is the Eiffel Tower. But there’s so much context in our lives around, “Maybe I’m taking a trip to Paris.” It’s actually helpful for ChatGPT to respond, “Here’s how tall the Eiffel Tower is, but I know you’re going on a trip to Paris.” It’s that ability for people to actually maintain context over time that has led them to start using ChatGPT in this way. You’ve also announced 250 million weekly active users of voice input, including dictation and conversations with voice mode. We are at 250 million weekly active users. What’s amazing about this is, if you look at those 250 million, what we’re seeing is it’s actually also incremental to the product. It’s no longer just a novelty. People aren’t just trying out voice. We’re seeing them use voice input day to day in their daily life, and it’s grown so quickly. Those 250 million users are using voice input, and that could just be a quick question or a long conversation. We’re seeing both behaviors. We’re seeing people just not want to type. You just hold it and start talking to it, or it turns into a longer conversation where people just sit with it. The big reason for this is the frontier capabilities of our models that we’ve shipped. We shipped what we call GPT Live 1, and then we shipped GPT Live 1.1. The big change with this is that it’s much more natural to speak with. It’s something we call backchanneling and interruptibility. Mhhhm… What you just did there is what the model does, because it’s really good at having a bidirectional conversation. That push to the frontier—we were the first to really release this at scale—has made it so much more natural for people to chat. That’s still only about 20% of the user base. From the outside, that looks small. Why is it exciting from the inside? It’s very exciting for a few reasons. We see from the data that when people start using voice, they stay around using voice. One of the things, transparently, we can do a better job of is bringing more people into discovering it. We see that the number of people who discover it could be a lot higher. But once they do, it’s a really new way for people to interact with AI. We’ve made a lot of improvements to it too, where we’re just going to see the number go up. You have background mode, so now by default, if you close the app, it’ll show, “Hey, the conversation’s still going.” If you want to walk around the house or you’re putting away the groceries, you can still have a chat. That kind of continuity has also changed how much people use it. Dots launched on September 29 and is about a month old. How’s it doing? It’s doing great. We talk to people about their Dot, and the first thing that everyone says is, “I love my Dot.” One of the reasons we’re seeing this is the proactivity, its ability to reach out to you and figure out things. The biggest use case I see all the time is, “Did I forget something today that I was supposed to do?” You can just say to your Dot, “Remind me of things at the end of the day that I may have forgotten. Somebody emailed me or messaged me,” and it’ll do that. This Dot changes the paradigm of the relationship with AI, where it’s actually helping you and giving you time back. You’re more conservative with permissions than some competitors. I tried to give my Dot my credit card, and it wouldn’t take it. With the creator of OpenClaw in-house, why are Dots’ permissions more limited? This is a space where we want to be very thoughtful and conservative because it’s a new space where you’re entrusting your Dot to take care of things on behalf of you that matter and are meaningful. We’ve just talked about how you go to this 1.2 billion user growth and asking questions. Now we’re asking people, “Can you ask ChatGPT or your Dot to help get things done?” But when you ask it to help get things done, it’s a whole new level of trust. We’ve built up a tremendous amount of trust in giving the right answers to your questions, and we want to make sure that when we build this new product, it has a high degree of trust. It’s a long game. We think this is going to be a new market for a very long time, and we want to make sure that we’re being this trusted player in the market to start. I initially thought Dots would be available on my $20 plan, then realized I had to spend $100 a month to get it. I upgraded, but I’d like to downgrade at some point…. We hope to keep earning your business and make the value good enough. It’s a really good point. ChatGPT’s goal more broadly, which I think is unique for us in the market, is we are focused on bringing intelligence to everyone safely across the entire world. For Dots in particular, there’s no difference. We don’t have anything to share tonight about the date of when Dots will go to a broader set of users. But you can rest assured we’re working very hard, and there are a couple things we have to get right. Over time we’re going to work on more efficient, agentic models that are able and capable of doing things for you. The first one is, right now we wanted to make sure that your Dot is actually really helpful. We started with some of our best models, but over time we’re going to work on more efficient, agentic models that are able and capable of doing things for you. The second thing is around proactivity. We’re still dialing in: How much do I message you to help you get things done? We can always play around with that to understand how much usage should a user use to have a successful Dot. We’re going to work on both, and our goal and ambition is to bring it out to all users. How much background computing does a Dot require? I’ve read estimates that serving a $100 subscriber might cost OpenAI $3,000 in compute, and mine seems to read every email that arrives. How often is it checking connected data sources? Right now, Dots are on the compute-heavier side, and this is one of the things we want to make sure that we can dial back over time. But the goal is to give you the best product. This is our premium, always-on personal assistant. Once we nail that, we’ll figure out how to dial back the compute needs. The thing we’re seeing also from our models, as we train frontier models, is just how—I can’t even keep up with how quickly we have a new model, and each new model is more efficient. If you looked at 6.1 Sol when it came out relative to Astra, much more efficient. I’m very excited about the next set of models we have coming too that’ll be even more efficient that we can use. Elon Musk said the cost of serving Grok Bot was unsustainably high relative to revenue. Is efficiency the key to winning against competitors, or is there more to it? There are a couple of factors that go into it. One is the cost side, but the other is the revenue side. On ChatGPT and on our consumer business, we’ve been extremely proud of our ability to diversify different revenue streams in a way that’s growing really fast. To give you another stat, we announced several months back that we had passed 50 million subscriptions, and the number has grown considerably since then. On ads, within 200 days, we reached more than a billion in ARR, and that business is growing extremely quickly. We also have credits. Rather than paying for subscriptions, users can buy more credits. Between credits, subscriptions, and ads, I’m confident that the value of a Dot is going to be able to pay for itself. Elon has subscriptions too. This is clearly an expensive product to serve. One thing we continue to bet on at OpenAI and ChatGPT more broadly is that the models will continue to get much better and much cheaper, way faster than any of us think. If you look back at the historicals on it, it continues to be true. From what I’ve seen, I see no slowing down of that. What is Meta doing right with Muse? It has spent a lot of time atop the App Store charts. There are a couple of things they’ve done well. The first is people have been craving simplicity in their products. One of the things we have stated publicly as well is, at times AI products can be too complex. We’ve announced we’re merging ChatGPT’s Chat and Work. We’re making it much more simple in the products. You don’t have as many toggles or sliders between efforts and different model pickers. One of the things they’ve done well is this simplicity. You just go in and you can ask a question. You don’t have to think too much about what you’re doing. That’s one thing that seems to have resonated with users, which we also believe in. Second, there’s something really nice about being able to access your agent across many different channels. We just announced and launched Dots on iMessage. Whether you talk to your Dot on email or iMessage or within the ChatGPT app, the ubiquity in getting your assistant out there is going to be key. Those are two things that, if I had to be nice to our competitors, I would say were two big ones. So Alexandr Wang’s meme-tweeting strategy isn’t something you’re going to emulate? I have a different tweeting style. ChatGPT still asks me to choose between Chat and Work, even though some people call this technology AGI. Will that distinction go away? Couldn’t agree more. We have to solve this. Asking users to choose — we’ve heard repeatedly from all of our users it’s too much to understand. When should you go to Chat? When should you go to Work? It’s solvable. There’s real research to solve to make sure the models can understand what your intent is. Are you asking for a fast, quick reply? Are you asking me to go do a long agentic task? We’re going to solve it, and the plan is to bring Chat and Work together. So one interface will work out whether I’m asking for a conversation or a task. When? Coming soon. You told me the majority of ChatGPT’s 1.2 billion users are using image functionality. What are they doing? Today, 1.5 billion images are created per week. It’s hard to even wrap my head around that number. They’re doing a wide range of things. One of the most interesting things they’ve started to do is really use it for productivity use cases. The first thing it started with—I don’t know if you saw the ’80s trend, but it was quite fun. You could take a photo of yourself and say, “Put me and my family in ’80s outfits.” I did this for my family, and it was a really fun poster. But what we’re also seeing is businesses for their menus, or posters for birthdays. People are using it almost in a productivity-like fashion to create visual diagrams of what they would like to see. We’ve actually brought the latency down on images as well, so it’s gotten a lot faster. It went from a very high number of seconds to getting much faster. As it comes down even further, the number of images people are creating and the number of use cases is going to grow a lot. My feature request: When a restaurant makes a menu or sign, prompt it for more specificity so it doesn’t look like every other AI-generated restaurant sign. Or offer a shuffle button for a different style. I agree with the feedback, and we’ll take it to the team. I’m seeing ChatGPT generate little interactive interfaces within its answers. What’s the direction for Intelligent UI, and how are people using it? I am extremely excited about Intelligent UI. If you go back a couple years, these chat apps were all text, and now that’s changing. They’re going to be visuals. Intelligent UI and our first attempt at this with GPT-6 Intelligent UI is really just the beginning. As you go to the extreme, what you can imagine is, let’s say you’re using voice mode, and you just say, “Show me how offside works.” Immediately it should show you a visual diagram, and you say, “No, I don’t quite understand it.” It should just repopulate. That’s where the future of this technology goes. It’s almost like you’re talking to a canvas that will update and change. People are finding it helpful for a lot of things. My favorite one is—it’s hard to admit that I had no idea how hearts work. The last biology course I took was in high school. I just asked it, “How does the heart work?” and it instantly gave me a beautiful interactive diagram of where blood flows and how it goes through. I’m really, really bullish on this for learning in particular. You’ve described useful applications in finance, health, and learning, and ChatGPT has 1.2 billion users. If people are getting so much value, why is public polling on AI so negative? The reality with AI is it is going to change the nature of how work gets done. For a lot of people, that is something that can feel scary at times, and we’ve all felt that. But I remain confident that when people actually use the product and they use AI, it very quickly changes how they perceive it. We’re at 1.2 billion, but there are still a lot of people who haven’t used it. The more people use it, get familiar with it, how it can actually help you in your life, it’s going to feel a lot less scary. Big Technology is a reader-supported publication. To receive new posts and support our work, please consider becoming a paid subscriber. Thanks!! Subscribe
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I spend my working life on both sides of a business sale. As an M&A advisor based in Wilmington, I help lower middle market owners across North Carolina, South Carolina and Virginia sell what they've built. As the founder and CEO of IQExit, I work with the bankers, wealth advisors, CPAs and attorneys who sit beside those owners for years before a sale ever comes up. From both seats, I keep seeing the same thing. The market is ready for our owners. Too many of our owners aren't ready for the market. Start with our own backyard. Wilmington's metro area added more than 12,000 residents between July 2024 and July 2025, a 2.6% jump that ranked seventh in the country. It also posted the highest job growth rate of any metro in North Carolina. I see the same pattern in the growth markets I work in across the Southeast. New residents mean new customers and new workers. They also mean new buyers: people who moved here from corporate jobs and want to own something, private equity groups looking for add-ons in HVAC, electrical, landscaping and other trade services, and younger entrepreneurs who would rather buy a running business than start one from scratch. The ownership numbers are hard to ignore. About half of North Carolina's small businesses have an owner who is 55 or older, and roughly 85% of those owners have no succession plan, according to the North Carolina Employee Ownership Center. Nationally, more than half of Baby Boomer business owners have no documented transition plan. That isn't a crisis yet. It's a timing problem. A lot of businesses will change hands over the next decade, and the prepared ones will get the better buyers and the better terms. Buyers have money and they're using it. But an active market doesn't mean a fast one. The IBBA's latest Market Pulse survey found that Main Street deals took six to 10 months from engagement to close in the second quarter, and lower middle market deals took 11 to 12 months. That clock starts after the owner decides to sell. In my experience, the real preparation has to start years before. Two clocks, two playbooks When I sit down with an owner or their advisor, my first question isn't “What's it worth?” It's “When?” The answer puts the owner in one of two groups. If the owner wants out within 24 months, we're in execution mode. There's no time to rebuild the business. The work is cleaning up what a buyer will test: three years of financials that tie to the tax returns, an add-back schedule you can prove, customer and vendor contracts in writing, a lease that can be assigned, and a price the market will actually pay. The goal is certainty to close. If the exit is two to five years away, the owner has something worth more than time. They have choices. That window is where most value gets built, and most owners waste it by waiting. What kills deals In the lower middle market, deals rarely die over the headline price. They die in diligence, or they get retraded late in the process. I see the same causes again and again. The owner is the business. If every key customer relationship runs through the owner's cell phone, a buyer sees risk and a lender sees more of it. The books don't hold up. Buyers spot weak accounting fast. Statements that get revised mid-process, a revolving door in the bookkeeper's chair, revenue tracked on a side spreadsheet, and margins that slip while sales climb with no clear reason all make a buyer nervous. So does an owner who pushes back when asked for documents. And plenty of private owners run personal expenses through the company. Add-backs are normal. Add-backs you can't document turn into a lower offer. The real estate isn't sorted out. Many owners hold their building in a separate LLC. That's fine, but the lease terms or the property sale should be settled before a buyer shows up, not halfway through diligence. Revenue sits in too few hands. Picture a contractor with 40% of its work coming from one builder, or a service company running on handshake deals. Buyers will still look, but the terms shift toward more seller financing, an earnout, or less cash at closing. Owners and advisors: if your exit is three to five years out • Get a baseline now. Find out where the business really stands today: what a buyer would pay, who that buyer is likely to be, and which gaps would hurt you in diligence. You can't fix what you haven't measured, and the answer is often different from what the owner expects. • Make yourself less necessary. Spend the next few years building a manager or small team that can run daily operations and own customer relationships. Put handshake deals into written contracts. A business that runs without its owner is worth more and is far easier to finance. • Clean the books for three straight years. Buyers and lenders look back at least three years. Separate personal expenses, keep the financials tied to the tax returns, track every add-back as you go, and settle the real estate plan early. A word to CPAs CPAs often see a sale coming before anyone else, and you're usually the most trusted voice an owner has. Year-end meetings are the right time to start this conversation. Here's what I'd ask every CPA to do this season with business owner clients over 55: • Ask the timing question. “Do you see yourself owning this business in five years? If not, who takes it over?” Write down the answer and bring it up again at next year's meeting. • Run a proof of cash and review revenue recognition. Make sure the cash in the bank ties to the revenue on the books. Pay close attention to contractors with work in progress and to companies selling memberships or service plans. These issues are easy to fix with years of lead time and painful to fix a month before closing. • Pair the tax return with an exit readiness review. Invite clients to complete IQExit's Exit Readiness Intelligence (ERI) process as part of year-end planning. It gives you and the client a shared picture of readiness gaps and an indicative value range, and the results come back to you as the advisor. That turns a tax meeting into a planning relationship, and it puts you in position to bring in tax and M&A help early, when choices like purchase price allocation can still save the client real money. Changing the conversation For bankers, wealth advisors and attorneys, the hard part is raising the subject without seeming to nudge a client toward the door. I understand that. Nobody wants to tell a 60-year-old owner it's time to sell. So don't. Ask a different question: “If a buyer called tomorrow, what would they find?” That's a planning question, not a pitch, and it's useful whether the exit is two years out or 15. It's the question we built IQExit to help advisors answer. Whether you're in Wilmington, Raleigh, Charleston, Richmond or anywhere else, owners have a real opening right now. The buyers are out there and so is the capital. The owners who come out ahead will be the ones who start getting ready before they're ready to sell.
The Best Time to Fix Your Business Is When Things Are Going Well by Nathan Tayloe
There's a pattern I've noticed working with growing businesses over the years. Conversations about what needs to change rarely happen when things are going well. They tend to happen when growth slows, a competitor starts winning business, or something that used to work stops producing the same results. By then, the decisions are often harder, more expensive, and more urgent than they needed to be. It's understandable. When revenue is growing, customers are coming in, and employees are busy, there's little incentive to question what's working. Leaders have plenty to manage without creating new challenges for themselves. Running my own business has taught me that it's easy to get caught up in what's happening today and put off improvements you know will matter tomorrow. Those periods of success may actually be the best opportunity a business has to make meaningful improvements. When Success Makes Change Less Urgent Most businesses have things they know could be better. The challenge is finding a compelling reason to address them when everything appears to be working. Maybe the company has outgrown its original positioning. Perhaps internal processes haven't kept pace with growth, or the customer experience has become inconsistent as the organization has expanded. These issues don't necessarily prevent a business from growing. Strong demand can make them easier to overlook, especially when teams are focused on keeping up with the work already coming in. Over time, small inefficiencies become accepted ways of operating. Outdated processes remain in place because they've always worked well enough, and opportunities to improve get pushed aside in favor of more immediate demands. The business continues moving forward, but some of the things supporting that growth aren't getting stronger along with it. The Advantage of Acting Early When a business is performing well, leadership has something valuable: options. There's more flexibility to invest, experiment, develop people, and make thoughtful decisions without the pressure of an immediate problem that needs solving. Compare that with trying to make the same changes when revenue is declining, or the market has shifted. Investments become harder to justify, timelines get compressed, and decisions that could have been made strategically become urgent responses to circumstances. I've seen businesses postpone improvements for years because there was never a particularly good time to address them. Eventually, circumstances decide for them, often when they have fewer resources and less flexibility to respond. Growth Changes What a Business Needs This is especially relevant in a growing market like Wilmington, where new businesses, new residents, and continued investment are creating opportunities across the region. As organizations grow, the expectations placed on them change. Customers expect greater consistency, employees need clearer processes and opportunities, and leadership has to make decisions that support a larger, more complex business. What worked when a company was smaller may still work today, but that doesn't necessarily mean it will support where the organization wants to go next. Sometimes the most valuable improvements are the ones that prepare a business for demands it hasn't experienced yet. That might mean: Strengthening internal processes before they become bottlenecks Developing leaders before the organization depends on them Improving the customer experience before inconsistencies affect retention Revisiting positioning before the market outgrows the company's story None of these changes requires a crisis. They require recognizing that a growing business needs to keep evolving, even when current performance gives leadership little reason to worry. Use the Good Years Wisely Successful businesses don't need to constantly reinvent themselves. There's value in knowing what works and having the discipline to build on it. There's also value in occasionally asking whether the business is as strong as its current performance suggests. Are there problems we've learned to work around instead of solving? Are we still operating the way we did several years ago, even though the business has changed? What would we improve today if we weren't waiting for something to go wrong? Success creates the freedom to ask those questions and act on the answers. The businesses that make the most of that opportunity are often better prepared for whatever comes next. The strongest businesses don't need a crisis to recognize an opportunity to improve. They use the good years to prepare for the years ahead. — Learn more about how we help organizations strengthen their positioning, align their strategy, and prepare for what's next at tayloegray.com, or reach out directly at nathan@tayloegray.com.
A Costly Win for the Irish
Notre Dame overcame a sluggish first half and dominated after intermission in a 35-13 victory on Saturday. Despite Navy’s early success, the Irish nudged ahead by 14-13 just before halftime.
The Science Zone presents annual Trick-or-Treat Trail to costumed kiddos
CASPER, Wyo. — On Saturday, The Science Zone hosted its annual Trick-or-Treat Trail and, as always, this year's event was a rousing success. Kiddos and
Denver Coach Could Get A Landmark Win Against Chiefs
Denver Broncos coach Sean Payton has had a successful career, and win No. 200 could be coming.
Kerrigan in the DC Journal: America's Innovation Economy Runs on Small Business - Why Protecting Bayh-Dole Matters - Small Business & Entrepreneurship Council
In an Op-Ed published in the DC Journal this week and now appearing in local newspapers across the country, SBE Council President & CEO Karen Kerrigan highlights the indispensable role of small businesses and startups in driving American innovation, technological advancement, and economic growth. Kerrigan points to the extraordinary success of the bipartisan Bayh-Dole Act, […]
Wanted: New Central Bank Chief. Expertise and Political Acumen Required.
The looming departure of the European Central Bank’s president, Christine Lagarde, has set in motion a high-stakes search for her successor.
Quick Hits: NBA Cup Win, Wizards' Stars Shine, Defensive Success
The Washington Wizards held the Charlotte Hornets to 79 points, the fewest allowed since Feb. 7, 2015, to move to 3-3 overall.
Cooper Tomlinson joins Spectrum News to discuss 'Obsession’s' success
“Obsession” is now streaming on Peacock.
Flick convinced Barcelona will bounce back from successive defeats
Hansi Flick is convinced Barcelona will rebound from the painful back-to-back defeats to Paris Saint-Germain and bitter rivals Real Madrid. Barça welcome Alaves to the Nou Camp in LaLiga on Saturday looking to bounce back from a 2-1 home El Clásico setback that followed a 4-2 loss at the Champions League holders in France.
Lesley Weidenbener: The wisdom of not knowing
Successful leaders understand they don’t know everything and are willing to make decisions — and even take risks — anyway.
Anaheim Ducks’ Two-Game Scoring Explosion Comes With Brutal Catch
The Anaheim Ducks have been red-hot offensively over their past two games. But that hasn’t translated into success. The Ducks have scored 16 goals in their past three games and 11 over their last two. Unfortunately, 11 goals (five in one contest and six in the other) weren’t enough to win either of those two […] The post Anaheim Ducks’ Two-Game Scoring Explosion Comes With Brutal Catch appeared first on HEAVY.
PhD-level course on Culture, Conflict and Politics: Introduction to interpretive theory and methodology
PhD-level course on Culture, Conflict and Politics: Introduction to interpretive theory and methodology was successfully convened from October 28 to 30.
Paul Heyman reveals what derailed Brock Lesnar’s UFC career
Regarded as one of the top professional wrestlers in the industry, Brock Lesnar has also experienced a successful sporting career in multiple other industries. A former NFL player as well as a successful UFC fighter , Lesnar has done it all. Done with his NFL and UFC careers a long time ago, Lesnar recently retired from WWE after losing to Oba Femi […] The post Paul Heyman reveals what derailed Brock Lesnar’s UFC career appeared first on ClutchPoints.
Zelda 40th Anniversary Switch 2 restock update: the Nintendo Store remains your best bet
🎮 The Zelda 40th anniversary Switch 2 was released on October 29 and flashed in and out of stock at the Nintendo Store 🚨 Our Zelda Switch 2 restock tracker @mattswider on X will send out an alert as soon as stock appears 👀 Walmart was our top pick to have a restock, but a supply chain delay has pushed the date back ⌚ In-store midnight launches are being held at GameStop, Best Buy, and Nintendo New York/San Francisco Walmart: Zelda Switch 2 console Best Buy: Zelda Switch 2 console GameStop: Zelda Switch 2 console Nintendo: Zelda Switch 2 console 🚨 We’re tracking Zelda Switch 2 stock updates. If you’d like to know when more stock arrives, follow Matt Swider on X and turn on notifications. You can also become a free or paid subscriber to The Shortcut to help support our work. 🚨 The Legend of Zelda 40th Anniversary Switch 2 launched yesterday, and it was the Nintendo Store that held the most restocks. The console flashed in and out of stock repeatedly throughout the day as limited units were sold and quickly snapped up. 🚨 Want the Zelda 40th Anniversary Switch 2? Drop your email for restock alerts before it sells out. ⤵️ Subscribe Many were met with error messages, “sold out” signs, or “couldn’t add the required amount” to their baskets. However, with a little persistence and luck, others were more successful. As it stands, it’s the best place to try to get the Zelda Switch 2, even if the experience can be a little frustrating. We’re expecting a similar situation today as our tracker continues to receive restock alerts. However, we’re reluctant to share them all as many have been false flags, but we immediately notified The Shortcut followers once the first restock went live. [ The Shortcut@theshortcut Zelda Switch 2 is back in stock at the Nintendo Store: nintendo.com Nintendo Switch™ 2 – The Legend of Zelda™ – 40th Anniversary Edition - Nintendo Official Site 4:18 PM · Oct 29, 2026 · 2.09K Views 2 Replies · 2 Likes ](https://x.com/theshortcut/status/2115840807773299128?a=b6yhtCFmoswv5lWWvEs&s=20) Amazon was the only other retailer to hold an online restock, though it sold out almost instantly. No more restocks took place, and sadly, the major Walmart restock of the Zelda Switch 2, which we were confident would take place, did not happen because of a supply chain issue. [ Matt Swider (The Shortcut)@mattswider ](https://x.com/mattswider/status/2115824408938111299?a=quc3qYd6I_Qe5wag2lU&s=20) 🚨 Zelda Switch 2 console at Amazon right now amazon.com/dp/B0HJ6F8L6V?… amazon.com Nintendo Switch™ 2 –The Legend of Zelda™ – 40th Anniversary Edition 3:13 PM · Oct 29, 2026 · 76.7K Views 32 Replies · 4 Reposts · 57 Likes The console will now be available to order online at Walmart on November 6, with Target also offering the same date. Some lucky shoppers could also get the Zelda Switch 2 in-store, with The Shortcut readers sharing their personal accounts of getting the console at Walmart and helping each other out. If you’re willing to travel to your local store, Best Buy and Nintendo are holding in-store events on November 5 (though you’ll need a Warp Pipe Pass for Nintendo’s event). GameStop is also letting customers pre-order in-store.. We’ll still be tracking every retailer with our exclusive Zelda 40th anniversary Switch 2 restock tracker, which provides up-to-the-second information when the Zelda Switch 2 is in stock. If the console appears – which it might – our followers will still be the first to know. Up next: PS5 Pro restock: it’s available again, but you’re paying more than you should Subscribe Adam Vjestica is The Shortcut’s Senior Editor. Formerly TechRadar’s Gaming Hardware Editor, Adam has also worked at Nintendo of Europe as a Content Marketing Editor, where he helped launch the Nintendo Switch. He also runs a retro gaming YouTube channel called Game on, boy! Follow him on X @ItsMrProducts.
Andy Jassy says Prime Video is on track to earn 'tens of billions of dollars'
The success of blockbuster hits like Project Hail Mary and Verity is only part of the story, Amazon's CEO says.
Chinese scientists dissatisfied with jobs but optimistic about future: survey
Despite their frustrations, Chinese scholars were confident about having more successful careers than counterparts in the US and Britain.
AT&T Stadium named most haunted stadium in sports and not just because of the lack of Cowboys playoff success
AT&T Stadium was crowned the most haunted sports venue in North America, beating Dodger Stadium and 112-year-old Wrigley Field for the top spot.
A Successful Summer Transfer Window for Olympiacos: Journalist Comments
New manager Imanol Alguacil revitalises the squad as Portuguese talent Gustavo Sá flashes brilliance and inconsistency, highlighting a transformative period for Olympiacos' ambitious campaign.
NASA’s Voyager 1 Conserves Power, Resolves Brief Communications Pause
NASA’s Voyager team is celebrating two recent developments with the Voyager 1 spacecraft: In September, they successfully completed a months-long effort to
Made In Iowa: Inside Kinetic Technologies: Where welding meets innovation
For many manufacturers, the question is no longer whether to automate. It is how to automate the right work without losing the knowledge that makes the operation successful. In this episode of Made in Iowa, host Leisa Fox talks with Mark Barglof, president and owner of Kinetic Technologies, about the Algona company’s deep focus on…
Three questions leaders should ask about AI control
AI dependency, control, and value are crucial for businesses, says ZS's Mahmood Majeed. Companies must manage AI to drive measurable success.
Chiefs Get Intriguing Insider Take on Commanders’ Stefon Diggs
With a 1-4-1 record, the Washington Commanders have reason to consider moving veteran players before the Nov. 10 trade deadline. Trading players who don’t fit into their long-term plans could help Washington add draft picks and build toward future success.Stefon Diggs is one player who could be available. The veteran wide receiver is playing on […] The post Chiefs Get Intriguing Insider Take on Commanders’ Stefon Diggs appeared first on HEAVY.
Angel Studios bans nudity, sex scenes, profanity in sweeping new 'Angel Promise'
Angel Studios, the faith-friendly entertainment company behind box office successes such as Sound of Freedom and The King of Kings, is establishing permanent content standards designed to protect its
How Katie Lee channeled a chaotic coming of age into a business empire
Katie Lee is a success, by any metric. She has four bustling Katie’s restaurants to her name in St. Louis and a line of packaged goods—jarred sauces and pasta bakes and frozen pizzas—selling at retailers across the U.S. She also boasts 500 employees and a brand synonymous with Italian chic. Keep up with local business […]
CMS COO: Hospice, Home Health Moratoria a Successful Approach
The U.S. Centers for Medicare & Medicaid Services’ (CMS) temporary moratoria on hospice and home health provider enrollment in Medicare has been
Only about half of social science findings held up when retested, major replication project finds
Psychology’s replication problems drew wide attention after 2015. A new study in Nature suggests the challenge is not unique to psychology: across economics, education, business, sociology, and political science, success rates were similar.
Change or continuity? Benson and James battle down stretch run for governor’s office
The successor to term-limited Gov. Gretchen Whitmer could chart a new course on education, economic development and a range of other issues, though much will depend on which party controls the Legislature.
Everton Vs Newcastle United | Carabao Cup Fourth Round
Matthias Jaissle’s Magpies head to Merseyside aiming to replicate their 2025 trophy success. High-intensity tactics meet a hostile atmosphere as both sides battle for a quarter-final spot.
Married Special Operations Veterans Built Separate Businesses. Here's What They Learned
Special operations veterans Nick and Toni Lavery discuss their separate businesses, the lessons of entrepreneurship and what success means to their fa
What European students can learn from their Serbian peers
The Serbian student mobilisation chose a political strategy that ensured its success where others had failed.