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FanDuel wants to carve a sports niche in the controversial prediction market business
FanDuel has built a large and growing business with its sports betting app, becoming the largest online sportsbook in the United States. But online sports gambling remains illegal in many states, which is why it’s getting into the booming — and controversial — prediction market business.
How one defensive wrinkle makes Knicks real NBA championship contender
The Knicks are a team built to win in different ways; they can explode on offense, or can grind teams down. They did the latter in Game 1 vs. Hawks.
No one predicted this: a human-made giant is shifting Earth’s poles - Futura-Sciences
Dams: Humanity’s Giant Footprint on Earth There are so many ways that human activity shapes our environment—sometimes a little, sometimes a lot. Today, scientists are adding yet another surprising chapter to that story. Between 1835 and 2011, humanity built close to 7,000 dams worldwide. These structures are so massive, they...
The Founders Built Safeguards. Our Politics Rendered Them Useless
When every constitutional check stalls, the voters remain the only safeguard the system still relies on
Alpena County approves entertainment complex at fairgrounds
ALPENA — The Alpena County Board of Commissioners approved their portion of a contract which would allow an entertainment complex to be built at the Alpena County Fairgrounds. The project is contingent upon the Alpena County Fairgrounds board’s approval of their portion of the contract. Jason Atwell, Blackwater NE head of production and events, and […]
Neanderthal Babies Were Apparently Built Different and Reached Toddler Size in Only Six Months
A 50,000-year-old infant skeleton reveals our extinct cousins grew up surprisingly fast to survive
OpenAI Has a New AI Model Built for Biology and Science
GPT-Rosalind is intended to help scientists streamline their research and drug discovery.
Broadband Breakfast on May 13, 2026 – The Politics of Data Centers
Who decides where data centers get built?
Adam Ray Haydel built a business dynasty in New Orleans
At a time when opportunities for Black business owners were limited, Adam Ray Haydel built multiple enterprises.
How Elizabeta Gjorgievska Joshevski built a global tech career and is now shaping AI strategy for enterprises
Elizabeta Gjorgievska Joshevski explains how EverCognitive helps companies approach AI transformation with strategy, readiness, and measurable business outcomes.
EVO Entertainment to Bring Dolby Vision+Atmos to EVX Auditoriums Across Texas, New Mexico and Florida
Dolby Laboratories has announced at CinemaCon that EVO Entertainment plans to equip its EVX Premium Large Format auditoriums with Dolby Vision and Dolby Atmos. The rollout will begin with a 17-screen deployment across eight cinema entertainment centers in Texas, New Mexico, and Florida—many of which are newly built facilities designed from the ground up to […]
Mozilla Announces "Thunderbolt" As An Open-Source, Enterprise AI Client
Mozilla today announced 'Thunderbolt' as an open-source AI client built for control and independence
DJI Osmo Pocket 4 Announced: 4K/240fps, ActiveTrack 7.0, and Built-in 107GB Storage
DJI Osmo Pocket 4 announced with 4K/240fps, 14 stops DR, 37MP photos, 107GB storage, and ActiveTrack 7.0 from €479.
Valve may add 30-day price history to Steam game pages
Steam could reduce the need for third-party price trackers Valve may be preparing a built-in 30-day price history tool for Steam game pages. If it ships,
From an Oregon waffle iron to global icon: How Nike changed the game
Born in Oregon and built into a global force, Nike grew from humble beginnings into one of America’s most influential brands.
'Show me the money'
What happens when a former senator, a prior governor, a previous representative, and a political advocate talk about corporate money in politics? The exact scenario played out at the MSU-hosted discussion titled “Money, Transparent Elections and the Montana Experience,” at the end of last week. Audience members experienced a bipartisan glimpse into corporate influence, how it is built, spent on campaigns and challenged by voters. A candid conversation emerged between guest speakers former Montana U.S. Senator Jon Tester, former Attorney General and Governor Marc Racicot, previous state senator and representative Jeff Mangan, and political advocate Michel Beckel. The conversation between the four guests circled back to Citizens United v. Federal Election Commission, a landmark 2010 Supreme Court ruling allowing corporations, unions, and associations to spend unlimited amounts of money influencing elections. The decision concluded independent political spending is a form of free speech protected by the First Amendment, directly leading to the rise of massive political action committees and ‘dark money’ in U.S. elections spending. Tester was the first to address the ‘black elephant’ in the room. Responses to moderator questions are edited for clarity and brevity. “We are seeing unbelievable sums of money being put out trying to influence people on how to vote,” Tester said. “Oftentimes the truth goes out the window before the campaigning even starts.”
EVO Entertainment to Bring Dolby Vision+Atmos Across Its EVX Auditoriums
Dolby Laboratories, a leader in immersive entertainment experiences, today announced at CinemaCon that EVO Entertainment plans to equip its EVX Premium Large Format auditoriums with Dolby Vision and Dolby Atmos. The rollout will begin with a 17-screen deployment across eight cinema entertainment centers in Texas, New Mexico, and Florida – many of which are newly built facilities designed from the ground up to showcase next-generation presentation.
This Round 1 is built for chaos: 10 bold predictions that could hit
Let's get nuts and predict the first-round twists that could shake up the draft
How Midi Health is using AI to transform care and scale fast
Midi Health is using AI to train providers and scale care for menopausal women. Here's how it built its own chatbot and reshaped operations.
China’s Next Megaprojects Are Built for Big Science
Data shows how China’s infrastructure drive is beginning to include new scientific instruments built to explore the frontiers of physics, astronomy, and energy.
Lucky 8, Sharp Entertainment Producers Ratify Labor Contracts
Nonfiction television staffers at the production companies behind ‘90 Day Fiancé’ and ‘The Food That Built America’ have greenlit new three-year labor deals.
Beyond brains: How CCHS’ science team grew, triumphed, and bonded
Built from scratch. the Concord-Carllsle team placed ninth out of 78 at the recent Massachusetts State Science Olympiad.
Ally Bank reached 50/50 spend on men’s and women’s sports. Now its CMO is taking on ‘fanflation’
Women’s sports are booming, but rising prices could push out the very fans who built them.
Ricky Cobb Has Built a Mini-Empire Through ’70s Nostalgia
Ricky Cobb has built a big online following with his irreverent postings about the absurdities of the 1970s.
Sony is Removing Many Popular Features From Its Free OTA TV Options Impacting Free ABC, CBS, FOX, & NBC
Sony has notified owners of its recent BRAVIA television models that significant changes to the built-in TV Guide for its OTA TV antenna users and related menu features will take effect starting in late May 2026. The update affects a range of premium sets released between 2023 and 2025, marking another instance of feature adjustments […]
Possible economic impact of a new Tampa Bay Rays stadium will be discussed Thursday
The report was commissioned by the Tampa Sports Authority, and makes many assumptions of what would be built — and how it would be paid for.
How Entertainment Exec Hassan Smith Built an Art Collection Championing Black Artists
Atlanta-based collector Hassan Smith, John Legend’s longtime advisor, approaches collecting art as a way to forge a legacy for his children.
Prep Sports Report: Borchers stepping away from Cooper football program he built as first head coach
By Terry Boehmker NKyTribune sports reporter Randy Borchers is leaving the Cooper football program that he created 18 years ago and developed into a state title contender to devote more time to his family. Borchers said he accepted an administrative position in the central office of the Kenton County Board of Education. That means he’ll...
Carney didn’t win a majority, he built one. Now comes the test.
Now that Canada's prime minister has control of Parliament, here's what he's going to do with it.
Built for Success: Faulkner Business Alumni Excel Across Industries
Alumni of Faulkner’s Harris College of Business and the Khadanga School of Executive Education are making their mark across industries.
Hospitality mogul details challenges of expanding business to NYC
The entrepreneur has built a portfolio of high-energy environments.
We built a $7 million business while traveling the world
Tricia Redulla co-founded Sky and Sol and built a sunscreen business while traveling across Asia, Europe, and the US. A year later it made $33 million.
Moving Sioux Falls Forward: The Bancorp Bank
The future of financial services is being built in Sioux Falls, thanks to forward-looking businesses like The Bancorp.
What Flutter Entertainment (FLUT)'s Board Shuffle, Buybacks and Quiet Dart Stake Mean For Shareholders
In recent days, Flutter Entertainment plc reported that long-serving independent director Alfred F. Hurley, Jr. will retire at the 2026 AGM, with Nancy Dubuc set to assume the role of Chair of the Compensation and Human Resources Committee, while the company continues executing a multi-billion-dollar share repurchase program. At the same time, billionaire investor Kenneth Dart has quietly built substantial economic exposure to Flutter through total return swaps, even as analysts question...
Scientists rethink DNA after discovering it can be built from scratch in a process they call 'doodling'
Scientists show DNA polymerases can build long, patterned DNA without a template called "doodling," opening new paths for synthetic biology.
Seniors: Dennis Ouellette, 80
Ontario Orchards owner not slowing down as he grows his farm market By Stefan Yablonski The seeds for Dennis Ouellette’s career path were sown when he was 6 years old — and he isn’t slowing down. “Since age 6, I grew up an agriculturalist. That is 72 years. Started out with a 37-acre farm when I bought it from my parents and built it up to almost 300 acres. Brought it back down to around 200 acres now,” he said. The location of his business was just a barn, a horse barn, he said. “In 1967, it officially became Ontario Orchards Farm Market. My wife [June] and I graduated [high school] in 1964 and three years later we became Ontario Orchards. We have been here more than 60 years,” he explained. “It is the same location. We have expanded over the years as the customers mentioned different things; we have expanded to bring in different products. “What keeps me going is I totally enjoy what I am doing. I enjoy the people that I work with. The customers are wonderful. Mostly, more important than anything, is my family — my wife, my daughters, grandchildren, son-in-law — we are still very much a family business I’m not going to retire just yet.” He also enjoys the changing seasons. “Ontario Orchards is a four-season business. There is always something new; more energy, more interest. Not only for the business but for my staff, the people that work here. Things keep changing, changing. We are always looking forward to something new and exciting,” he said. They work with quite a number of local farmers within the area and throughout the state, throughout the country and from around the world.” “We do have things from different countries around the world. But specifically, we are very excited about the local. We have an over 200-acre farm. We sell just about everything we raise on that farm right here at the farm market. For example, we press cider year-round. We make baked goods every day, year-round. We sell our apples 12 months a year.” “Today, there are so many products in Ontario Orchards that we never would have thought of in 1967,” he continued. “I attribute a lot of that to my daughters. I like the young blood and new energy. That is very crucial to a business, it keeps it vibrant.” What’s his favorite part of the job? “I don’t have a favorite part. I enjoy it all. I have a lot of intertest in other things,” he said. “I have staff that knows so much. I can go to the staff and say, ‘I don’t know what this is, you tell me what this is.’ They are so knowledgeable. It is impossible for one person to know everything in this place. In the summer, staff is about 60; in the winter about 20, 25.” He added that he plans on being around for several more years.
Seniors: John Lemp, 70
Has been working for more than 50 years in the business — M. Lemp Jewelers in Syracuse — that his great-grandfather started in 1890 By Mary Beth Roach Don Lemp owns and represents the fourth-generation of the family business, M. Lemp Jewelers, but he still calls himself “a counter guy.” “I love interacting with couples. It’s a wonderful business. You’re celebrating marriages, engagements, births, anniversaries — all these different significant moments that people invite you into their lives for whatever brief period of time it might be to help them celebrate whatever their important occasion is,” he said. This is one of several reasons why Lemp, at 70, has been working for more than 50 years in the business that his great-grandfather started in 1890. Always located in the downtown Syracuse area, the store has been situated in the building that the family owns on East Fayette and Warren streets since 1971. He jokes that he’s been in the business so long he is now selling engagement rings to the second generation in some families. He also loves the opportunity to learn about the ever-changing industry and gemstones. “You have to know not only diamonds, but all the colored stones, from A to Z, from andalusite to zircons,” he said. Lemp said he had originally thought he wanted to become an attorney, but while working part-time in the store while attending college at Syracuse University, he decided to follow in the family business. His father, Walter D. Lemp Sr., and his mother tried to discourage their son from pursuing retail, reminding him of the hectic hours and lifestyle intrinsic in this business. But the younger Lemp [whose full name is Walter D. Lemp Jr.] prevailed. So, over the years, father and son got to work together in the family business for 35 years. And while many other jewelers retreated from downtown to suburban malls in the 1970s, the Lemps decided to stay downtown. And it’s a decision that Lemp Jr. feels it has worked out well. As he explained, downtown Syracuse is seeing a rebirth. One website, Point2Home.com, has noted that more than 6,000 people live there and the median income is about $62,000. In addition, according to the website that Lemp built years ago, the store can cater to customers throughout the country. His customers, whether from across the country or across Onondaga County, are just one reason that Lemp stays engaged in the business. His employees, the opportunity to continue to learn in an industry, and the challenge to continue to improve business are all other reasons, he noted. He’s also been able to travel to India to buy diamonds and he enjoys buying and selling estates. “I’d rather gallop in the corral than ride into the sunset,” Lemp said.
Pool at Altru Sports Complex will also house UND diving facility to simulate low gravity
The neutral buoyancy facility will be built under the floor of the pool's deep end and used for experiments, research and training in the space studies program.
Student-built, student-powered: Inside the Math and Science Learning Center
The College of Liberal Arts and Sciences center provides support for students in math and science courses.
Amazon's 'Project Houdini' reinvents how data centers are built
Amazon's Project Houdini aims to accelerate AWS data center builds using modular construction, reducing labor hours and speeding up deployment.
What public health can learn from the MAHA movement
“What MAHA has built, in a relatively short time, is social capital,” writes Monica L. Wang.
How Soccer Assisted Viktor Orbán’s Rise — and Maybe His Fall
Hungary’s strongman has built his regime on a fusion of football and politics. Can it carry him to another term?
David B. Cornstein, Envoy Who Built U.S. Ties to Orban, Dies at 87
A former jewelry-counter magnate, he served in Hungary under his friend President Trump, strengthening relations between the two countries as Orban tilted rightward.
Avec's Tinder-styled email app allows you to swipe through your inbox
Users can use the in-built voice transcription tool to reply to emails
3L Rachel Sadler Charts Path in Brain Health, Technology, and Policy Through UC Law SF’s Health Law Concentration - UC Law San Francisco (Formerly UC Hastings)
3L Rachel Sadler studies health law and policy at UC Law SF while researching the legal implications of neurotechnology and other emerging tools that may affect human cognition. 3L student Rachel Sadler shares how UC Law SF’s Health Law Concentration prepared her for a career focused on the intersection of brain health, government policy, and technology. Gained a detailed understanding of how U.S. health care is regulated and where policy reform is needed through coursework and research. Interned with state and federal agencies that regulate health care services and worked with a major health care provider’s bioethics department. Plans to pursue a career focused on protecting cognitive liberty and mental privacy as new technologies reshape healthcare. 3L Rachel Sadler: The Health Law Concentration has given me fluency in one of the most complex regulated industries and the tools to become an effective advocate for better health policy. Before coming to law school, I spent a decade teaching and working with teachers and administrators on high school programming for multilingual learners. Healthcare kept emerging as the most powerful driver of student outcomes. I wanted to understand how to make effective policy change in this area and how to use existing law to defend people’s health rights in California. Through the concentration’s coursework, I gained a sophisticated understanding of how U.S. healthcare is regulated. I also learned where the pressure points for reform exist. The courses gave me space to develop what became my central research interest: how law and policy can be built to protect human cognition and healthy brain development, particularly regarding new technologies such as generative AI and neurotechnology. The health law faculty were instrumental in that process, genuinely invested in helping me and other students define and pursue our own intellectual vision. During law school, I interned at the General Counsel’s Office for Region IX of the U.S. Department of Health and Human Services. I also externed at the California Department of Justice’s Health, Education and Welfare Division. Additionally, I externed at Kaiser Permanente Northern California’s Bioethics Department. Alongside those placements, I conducted extensive independent research on mental privacy and emerging neurotechnology, working closely with Professors Emily Murphy and George Horvath. That research became the throughline of my law school experience and the foundation of my current policy focus. I must also credit Nicole Ozer of the Center for Constitutional Democracy (CCD), whose deep knowledge of California privacy law and the public-interest privacy landscape deeply informed my work. I currently serve a research assistant with the CCD, where I spearhead the development of K-12 educational resources in partnership with law faculty and students. I’ve found UC Law SF to be an ideal place for second-career, nontraditional students. There is a tremendous diversity of life and career experience here, and I felt fully welcomed into the community, despite returning as a student at a different stage of life. I came to law school wanting to promote equity in California’s healthcare system. I am leaving with a sharper and more specific ambition: to build a policy career focused on protecting cognitive liberty and mental privacy from technological intrusion. This is both an urgent and underserved area of law, and I want to be part of defining this landscape going forward. Whether as a practicing attorney or a policy advisor, I plan to work on these issues after law school. I strongly recommend UC Law SF and the Health Law Concentration. When I arrived in law school, I worried the concentration would be narrow and that my non-clinical background would be a disadvantage. The opposite was true. The health law faculty thinks about health expansively, encompassing social determinants of health, structural inequity, and emerging technologies alongside the regulatory mechanics of the industry. The faculty are accessible, intellectually generous, and genuinely invested in students’ development. I found my research vision here, and I deeply appreciate the concentration’s role in this. The Evidence of Success series highlights UC Law SF students as they share how the College’s opportunities equip them with the experience, skills, and confidence to excel in the legal profession.
The Pasteur Institute of Iran illustrates important truths about global public health
“War may command attention, but welfare is built in laboratories,” write Charentan Chatterjee and Guy Vernet.
Washington’s most powerful drug industry lobbyist is stepping down
Steve Ubl built PhRMA into a more aggressive operation as its longtime leader. The White House has tangled with Ubl and the pharmaceutical industry in its bid to lower drug prices.
Meet CAS Newton: Agentic AI built for science
/PRNewswire/ -- CAS, a division of the American Chemical Society, today announced the launch of CAS Newton℠, science-smart agentic AI built specifically for...
Viewpoint: FP10 should remain open, excellent and secure
Europe is right to worry about research security. Foreign interference is real. So is the misuse of sensitive knowledge. Universities working in sensitive areas such as AI, quantum, semiconductors and advanced materials cannot afford to ignore the geopolitical environment around them.But Europe is in danger of drawing the wrong conclusion, one that would increase, not reduce, its strategic vulnerabilities.If the EU applies an “EU preference” logic to the next Framework Programme for research and innovation (FP10), it will weaken one of its greatest strategic assets: a research system built on openness, excellence and international collaboration. In the name of security, Europe could end up advancing science more slowly, innovating less effectively and making itself less attractive to global talent and partners in advanced science and technology.That would be a serious mistake.The EU preference included in Article 10 of the proposed European Competitiveness Fund may make sense in some industrial or deployment contexts, but is far harder to justify when applied to collaborative research in advanced science and technology, where excellence and global connectivity are crucial. Research is not procurement. It does not thrive when isolated. It advances through access to the best ideas, the best people, the best facilities and the best data, wherever they are found. This is why FP10 should not simply absorb industrial policy logic by default. Doing so would risk importing instruments that are ill-suited to research and that ultimately increase vulnerability rather than resilience.For universities of science and technology, the issue is especially acute. These institutions sit at the frontier of knowledge and technology creation in the very fields Europe sees as critical for its future competitiveness and resilience. They know better than most that security risks are real. But they also know that openness and security are not opposites. In practice, they have to be made to work together. Research security is not about closing doors. It is about building resilience through collective responsibility, trust, proportionate safeguards and better governance. That is a fundamentally different approach from default restriction.The risks of non-collaborationThe real danger in the current debate is that Europe talks too much about the risks of collaboration and not enough about the risks of non-collaboration. Those risks are strategic too. Cut researchers off from international networks and Europe loses access to knowledge, data, infrastructures and talent. Slow down global collaboration in critical technologies and Europe slows down its own progress on cutting-edge science. Make participation rules unpredictable and Europe weakens its attractiveness to researchers and investors alike.In other words, over-restricting collaboration will create strategic vulnerabilities, particularly in advanced science and technologies.This point is often underestimated in policy discussions that frame openness mainly as a value to be defended. Europe’s scientific strength, technological development and long-term competitiveness depend on remaining connected to the best research ecosystems in the world. For a continent that wants to accelerate deep tech, strengthen industrial capacity and reduce strategic dependencies, weakening the excellence base would be self-defeating. That does not mean ignoring risk. Quite the opposite. Universities are already strengthening due diligence, internal governance, awareness-raising, screening procedures and compliance support. Across Europe, institutions are working to manage risks linked to foreign interference, sanctions, export controls and the misuse of research. The right response is not complacency. It is better risk management. But that means targeted, evidence-based and proportionate measures, not blunt top-down restrictions with wide spillover effects. In the daily reality of universities, openness and restriction often coexist. The real challenge is how to apply safeguards without sliding into securitisation that damages academic freedom, open science and international cooperation. Restrict partners, not nationsMore restrictive treatment of collaborators from European Economic Area members Iceland, Liechtenstein and Norway, or from Switzerland and the UK, is strategically very difficult to justify. These are deeply embedded partners in Europe’s research and innovation ecosystem. Beyond that, Europe should still resist default exclusion and instead rely on case-by-case assessment. The relevant question is not nationality in the abstract. It is the actual risk profile of a collaboration: the institution, the affiliations, the field, the knowledge involved, the intended use and the safeguards available. Screening should focus on institutions and affiliations rather than nationality alone. Related articlesParliament ‘misreads’ link between Horizon Europe and ECF, Commission official saysFrustration grows at governance gap in next Horizon EuropeIf EU preference logic is imported into research without careful calibration, the likely result is a chilling effect. Researchers may step back from legitimate and beneficial collaboration, even where risks are manageable. International partners may see Europe as less predictable. And Europe may end up undermining the very excellence base it needs to compete, scale up and lead in strategic technologies, thereby increasing its dependence on others.FP10 should do the opposite. It should remain open by default, with restrictions used only exceptionally, and then on the basis of clear evidence. It should integrate research security into open science and research integrity frameworks, not set them against each other. And it should recognise that academic freedom, scientific excellence and responsible international collaboration are not obstacles to Europe’s security, they are part of it. Europe needs stronger tools to protect itself. But it also needs the discipline to avoid measures that would weaken it and increase its strategic vulnerabilities in the process. In FP10, that means staying open, excellent and secure.Louise Drogoul is senior advisor for innovation and sustainability at the Cesaer university association.
Scientists rethink DNA after discovering it can be built from scratch
Scientists show DNA polymerases can build long, patterned DNA without a template, opening new paths for synthetic biology and gene design.
Venture Global cashing in as gas markets tighten
Venture Global is poised to reap significant profits from the latest global energy shock, as disruptions in the Middle East tighten liquefied natural gas supplies, The Wall Street Journal writes. The exporter, which has several Louisiana-based projects, has built a lucrative strategy around selling a sizable portion of its cargo on the volatile spot market, […]
Aqara W200 launches with Apple’s Adaptive Temperature support
The Aqara W200 brings Matter 1.4, built-in mmWave, and Apple Adaptive Temperature. Here is a closer look at what it means for Apple Home.
Bourbon demand is down and tariffs aren't helping. But distillers keep building.
Like many whiskey distillers, Heaven Hill Brands is rolling back bourbon production this year, as demand lags. Yet, as the American spirit faced a tumultuous market in 2025, the Kentucky company built a new, $200 million distillery in the heart of bourbon country, adding 155,000 barrels of capacity.
A Look At RingCentral (RNG) Valuation After Cox Business AI Contact Center Launch
AI contact center launch with Cox Business puts RingCentral in focus RingCentral (RNG) is back on investors’ radar after Cox Business launched Cox Business Contact Center with RingCentral, an AI first omni channel platform built on RingCX and RingEX. The new offering targets organizations looking to modernize customer engagement, combining virtual agents, AI quality management, broad channel coverage, CRM integrations, and compliance features, which could shape how investors think about...
Vox Launches America, Actually, a New Video-First Podcast Hosted by Astead W. Herndon
The show offers a sharp, on-the-ground look at American politics, built for how audiences watch and engage today.
Vox Launches America, Actually, a New Video-First Podcast Hosted by Astead W. Herndon
The show offers a sharp, on-the-ground look at American politics, built for how audiences watch and engage today.
Ohio’s First Forensic Toxicology Master’s Program Opens for Enrollment at UToledo
The online program, which now has state approval, is built on UToledo’s “deep toxicology and pharmacology foundation.”
Dollhouse maker for Taylor Swift and 'The Gilded Age' finds new home in Fall River
Flip This Dollhouse founder Nathaniel Ellis built miniatures for Taylor Swift's Eras Tour and Hollywood. Now, he and his collection are settling into a new home of their own.
Bruising Bruins dominate South Carolina, win an NCAA national title
UCLA coach Clori Close built on lessons learned from John Wooden and steered the Bruins to a lopsided win over South Carolina to clinch a national title.
GMB Management Software for Multi Location Business
GBPPromote GBPPromote Indore, Madhya Pradesh, April 05, 2026 (GLOBE NEWSWIRE) -- GBPPromote, a fast-growing Google Business Profile (GBP) management software, is gaining strong traction among agencies, franchises, enterprises, and individual businesses looking for a simpler and more scalable way to manage their local presence on Google. Adopted widely by franchises, agencies, and enterprise teams for multi-location GMB management, the platform is built to handle the kind of operational work that
Orlando Sentinel 150: From big bands to boy bands, entertainment was always in spotlight
The Orlando Sentinel celebrates its 150th birthday by looking at the twists and turns that built the arts and entertainment scene of today.
4 New Gadgets For Your Car's Dashboard That Outshine Built-In Tech
Some solid gadget options for car dashboard tech enhancements include heads-up displays, tire pressure monitoring systems, and wireless CarPlay adapters.
Album Review: 6WA by BigXthaPlug & 600 Entertainment
BigXthaPlug spent eight months in Nashville making a country-rap album that debuted at No. 7 on the Billboard 200, put “All the Way” with Bailey Zimmerman at No. 4 on the Hot 100, got him a Rolling Stone cover, and filled arenas with Jelly Roll. And then he came back to Dallas, rounded up four of his signees, and made a gangsta-rap record with N.W.A’s Straight Outta Compton on the cover. 6WA is the second group release from 600 Entertainment, named after the 600 block of Meadowridge Street in Ferris, Texas, where BigX and his people grew up. The whole thing is loaded with West Coast samples. From N.W.A.’s “8Ball,” Eazy-E’s “Real Muthaphuckkin G’s” and “Boyz-N-The-Hood,” Ice-T’s “6 in the Mornin’,” Snoop Dogg’s “Nuthin’ but a ‘G’ Thang” and more. BigX is staking his name on the lineup he built—Rosama, MurdaGang PB, Yung Hood, KevanGotBandz, KaineMusic—and claiming a lineage from 1,400 miles away while insisting Dallas is its own thing. A million dollars in cash, split and handed straight to his mother. That’s the first place BigX goes on “From the Bottom.” He’d probably still be in the streets if he didn’t have his son and daughter. He only started rapping to make life better for Carter. Couldn’t start his car back then, now people get starstruck at Starbucks, and he throws the whole field away in one sentence: “How you think we competin’? You on the same bag, I just made me some millions off country.” Goyard bags off a Nashville payday, and he wants you to know exactly how far he’s come from everybody else. “Safe to Say” does something similar but looser. It’s a straight Ice Cube “It Was a Good Day” flip, and BigX nails it. Wakes up, checks both phones, nobody’s locked up, kid accounts look good. Gets pulled over, only catches a warning. Pulls up on the squad to liquor, ladies, and haze. Rosama takes the second verse and matches him. Wakes up to his girl cleaning his cuticles, twins playing peekaboo, pays off his car, calls a cousin, sees the opps and they don’t trip. Lawyer calls, he beat his case. Rosama is the strongest voice in the 600 camp after BigX, and “Life of a Gangster” is why. Third person, riding low, blacked-out windows, snub-nose revolver. A character who chose sticking people up over selling dope. “Quick eraser like a number-two pencil.” He never breaks character, and his delivery drops lower and slower than anything he does on the group cuts, like he’s telling you something at a cookout that he probably shouldn’t. Then on “Long Live Fre$h” he’s a completely different rapper. “Short-bus diamonds, these bitches retarded,” wide-body Durango he can’t even park. That kind of range matters on a group record. MurdaGang PB’s best verse is on the title track. Feds at his door at 6 AM, cameras busted, flushing dope, ram truck putting everybody on the floor. Yung Hood on “The Hottest” just lays out four reasons to keep hustling. Who wants to be broke, women cost money, you need bail, and home has to be straight. It’s funnier and more honest than most rappers get when they’re trying to explain why they sell drugs. KevanGotBandz on “Ain’t Never Slowin’ Down” talks about his father getting caught on the dope while he’s sitting on $300K somewhere in the hills, which is a specific kind of guilt that doesn’t usually make it onto crew tapes. KaineMusic, the newest signee, takes the back half of “Who Dunnit” and introduces herself in third person—“Took flight just to show these hoes how to perform”—but it’s too short to know if she can hold a full song. The flex tracks fill the middle of the LP and mostly run together. “I Go” is Rosama and PB trading brands, guns, and food punchlines. Rosama’s “anemic, my iron tucked low in this shirt” is a slick gun bar, PB fires back with “.223 with a clip ‘bout as big as a toddler” and “I go Burger King, stay with that whopper.” Quick, funny sometimes, but it’s all shopping lists. “Dopeman” is a chant. “6ixer Party” brings Snoop Dogg, who does exactly what you’d expect Snoop Dogg to do. BigX contributes the night’s wildest overshare: “She say she brought a friend too, well, I’m tryna put sausage on her dental.” These songs move fast and don’t overstay, but three or four of them could trade verses and nobody would catch it. Midway through, The D.O.C. shows up for a spoken-word interlude. Tracy Curry. West Dallas native, former N.W.A affiliate, co-writer on a lot of the records getting sampled on this very album. He thanks BigX for the tribute and then gets direct: “This your time, this DFW time. You need to do it like we do it down here.” Leave bread crumbs so everybody behind you can eat. Keep God in your life. It’s fatherly and generous, and it does raise the question of whether 6WA follows that advice. The album borrows heavy. The cover art, the Eazy-E samples, “Amerikkka’s Most Wanted” opening with a direct “Boyz-N-The-Hood” lift, Yung Hood rapping “Flag on my left side, Crip until I die.” But the stuff that actually stays with you is Dallas. BigX talking about Pleasant Grove, Rosama calling himself a country boy, PB recounting a raid that could’ve been last Tuesday. The record smells most like itself when it smells like Ferris, Texas, and least like Compton. BigX on “The Hottest” says his father was the first person he knew who had chickens. Not the way rappers usually wave at the drug trade. He means his actual father, his actual family. On “600 Degrees,” Rosama compares his chopper’s stutter to a speech disorder, PB claims he still has the block on his back even after leaving the city. BigX closes that one saying he used to spin and smack, and now the plaques are platinum. Thirty-two minutes was right for this. Nobody overstays, Tony Coles and Rance and Charley Cooks keep the production punchy, and BigX gives his signees real room instead of crowding every song. 6WA doesn’t reinvent anything. Five rappers, good beats, short clock. Most of what they say you’ve heard before. Some of it—the million to his mother, the cuticles and peekaboo, the four reasons to hustle—you won’t forget. Solid (★★★½☆) Favorite Track(s): “Safe to Say,” “From the Bottom,” “The Hottest” Subscribe
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Gemma 4 and what makes an open model succeed
Having written a lot of model release blog posts, there’s something much harder about reviewing open models when they drop relative to closed models, especially in 2026. In recent years, there were so few open models, so when Llama 3 was released most people were still doing research on Llama 2 and super happy to get an update. When Qwen 3 was released, the Llama 4 fiasco had just gone down, and a whole research community was emerging to study RL on Qwen 2.5 — it was a no brainer to upgrade. Today, when an open model releases, it’s competing with Qwen 3.5, Kimi K2.5, GLM 5, MiniMax M2.5, GPT-OSS, Arcee Large, Nemotron 3, Olmo 3, and others. The space is populated, but still feels full of hidden opportunity. The potential of open models feels like a dark matter, a potential we know is huge, but few clear recipes and examples for how to unlock it are out there. Agentic AI, OpenClaw, and everything brewing in that space is going to spur mass experimentation in open models to complement the likes of Claude and Codex, not replace them. Especially with open models, the benchmarks at release are an extremely incomplete story. In some ways this is exciting, as new open models have a much higher variance and ability to surprise, but it also points at some structural reasons that make building businesses and great AI experiences around open models harder than the closed alternatives. When a new Claude Opus or GPT drops, spending a few hours with them in my agentic workflows is genuinely a good vibe test. For open models, putting them through this test is a category error. Something else to be said about open models in the era of agents is that they get out of the debate of integration, harnesses, and tools and let us see close to the ground on what exactly is the ability of just a model. Of course, we can’t test some things like search abilities without some tool, but being able to measure exactly the pace of progress of the model alone is a welcome simplification to a systematically opaque AI space. Share The list of factors I’d use to assess a new open-weight model I’m considering investing in includes: Model performance (and size) — how this model performs on benchmarks I care about and how it compares to other models of a similar size. Country of origin — some businesses care deeply about provenance, and if a model was built in China or not. Model license — if a model needs legal approval for use, uptake will be slower at mid-sized and large companies. Tooling at release — many models release with half-broken, or at least substantially slower, implementations in popular software like vLLM, Transformers, SGLANG, etc due to pushing the envelope of architectures or tools. Model fine-tunability — how easy or hard it is to modify the given model to your use-case when you actually try and use it. The core problem is that some of these are immediately available at release, e.g. general performance, license, origin, etc. but others such as tooling take day(s) to week(s) to stabilize, and others are open research questions — with no group systematically monitoring fine-tunability. In the early era of open models, the days of Llama 2 or 3 and Qwen pre v3.5, the architectures were fairly simple and the models tended to work out of the box. Some of this was due to the extremely hard work of the Llama, Qwen, Mistral, etc. developer teams. Some is due to the new models being genuinely harder to work with. When it comes to something like Qwen 3.5 or Nemotron 3, with hybrid models (either gated delta net or mamba layers), the tooling is very rough at release. Things you would expect to “just work” often don’t. I’ve been following this area closely since we released Olmo Hybrid with a similar architecture, and Qwen 3.5 is just starting to work well in the various open-source tools that need to all play nice together for RL research. That’s 1.5 months after the release date! This is just to start really investing more into understanding the behavior of the models. Of course, others started working on these models sooner by investing more engineering resources or relying on partially closed software. The fully open and distributed ecosystem takes a long time to get going on some new models. All of this is lead-in for the most important question for open models — how easy is it to adapt to specific use-cases? This is a different problem for different model sizes. Large MoE open-weight models may be used by entities like Cursor who need complex capabilities in their domain, e.g. Composer 2 trained on Kimi K2.5. Other applications can be built on much smaller models, such as Chroma’s Context-1 model for agentic search, built on GPT-OSS 20B. The question of “which models are fine-tunable” is largely background knowledge known by engineers across the industry. There should be a thriving research area here to support the open ecosystem model. The first step is to understand characteristics of different base and post-trained models to understand what they look like. The second step is to tune pretraining recipes for open models so they’re more flexible. Interconnects AI is a reader-supported publication. Consider becoming a subscriber. Subscribe For The ATOM Project and other Interconnects endeavors, we’ve put in substantial effort to measuring adoption trends in the open ecosystem. Everything takes a long time to unfold after a model is first publicly available — and adaptability is why. What we know for sure now, when Qwen has been going from strength to strength with its releases, is that technical staff across the industry has gotten comfortable working with Qwen models. Countless research methods and datasets were made to work with Qwen. It’ll take patience for any other model family to get to this point — a patience I’m not sure many open model builders have. This takes us to Gemma 4, Google’s latest open models. Gemma 3 was released more than a year ago, in March of 2025, and is a bit underrated. Gemma 4 comes in 4 sizes for now, with a bigger, MoE model of over 100B total parameters rumored but not released yet. The models we have today come in sizes of ~5B dense, 8B dense, 26B total 4B active MoE, and 31B dense. I’m most excited that they’re finally adopting a standard Apache 2.0 open source license. This’ll massively boost adoption. The standard of better licenses for strong open-weight LLMs was set by mostly Chinese open model labs in the last 1-2 years, and now U.S. companies are following suit. I will personally be so happy if the horrible Llama licenses and Gemma terms of service were an ~18-month transient dynamic of the industry being nervous about releasing strong open models. The Gemma 4 scores look very solid, the small models have incredible benchmark scores (especially in general domains like LMArena) and the 31B model rivals the recent Qwen 3.5 27B, which is the leading member of that class. The ~30B size range is an important one, as it’s accessible both to researchers and to enterprises looking to deploy the model in real use-cases. Where the 7B model scale is the default for tinkering and research, a 30B model is the default for seeing if an open model can unlock substantial value in your specific workflow — a good mix of intelligence, low price, tractability for downstream training, etc. This takes us back to the above adoption criteria I mentioned for open models and the bigger question — do I think Gemma 4 will be an overwhelming success? Previous Gemma models have been plagued by tooling issues and poorer performance when being finetuned. Gemma 4’s success is going to be entirely determined by ease of use, to a point where a 5-10% swing on benchmarks wouldn’t matter at all. It’s strong enough, small enough, with the right license, and from the U.S., so many companies are going to slot it in. I’m cautiously optimistic that Gemma 4 is going to work better here. Winds are shifting for open models built in America. We saw GPT-OSS go through a bumpy launch to become an overwhelming success. There’s a collective energy around the likes of Reflection, Arcee, Nemotron, Gemma, Olmo, and peers that show substantial demand for building new stacks around open models. There’s capital to be spent on AI stacks across the economy by those who want more ownership of everything, including the model. After launching The ATOM Project 240 days ago, the conversation is shifting into the next stage. Summer of 2025 was a crisis moment where the U.S. AI scene realized it can’t wait and figure out open models after building AGI. The two markets will capture different areas and proceed in parallel. Now that more companies in the U.S. are releasing strong models, we need to improve the ecosystem so that these models are easy to use, understand, and build value around. It’s the hard work to build another inflection point in these adoption plots I’ve been updating consistently, but that’s the work to be done. Join me in it. More data coming soon! Here’s a sneak peek:
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Sharing her passion for science
By Danielle Rush Communications Specialist, Indiana University Kokomo Hisako Masuda, Indiana University Kokomo professor of biochemistry, was honored by the Indiana Academy of Science (IAS) as its 2026 Distinguished Scholar. The award is given to an individual who is recognized by the IAS as having an exceptional record of scholarship. Recipients are selected from nominations submitted to its awards committee. “I was surprised,” said Masuda, who joined IU Kokomo’s faculty in 2013. “I feel there are many good scientists in the Academy, so I wasn’t expecting it at all.” Patrick Motl, dean of the School of Sciences, said the Academy recognizes up to one member per year, and that Masuda is the second or third IU Kokomo faculty member to receive the commendation. “Clearly this speaks to the strength of Dr. Masuda’s accomplishments in research and scholarship and that her work stands out amongst her peers in Indiana,” said Motl, who received the award in 2019. “Many of the institutions that participate in the IAS are undergraduate institutions or primarily undergraduate institutions, but even having that caveat, Dr. Masuda has built and maintains a very active research program in her lab, working exclusively with undergraduates. She is passionate about science and can share that passion with her students. To carry on a quality research program with so many students involved in so many projects is truly remarkable and I am glad that the IAS acknowledged that for Dr. Masuda.” The IAS specifically commended her for involving more than 50 undergraduates in her research in bacterial metabolism, genomics, and their phenotypic plasticity at IU Kokomo, and publishing 23 articles with many student co-authors. Masuda’s current work primarily focuses on biodegradation and chemical repurposing of nylon. Using soil bacteria, her lab studies bacterial biodegradation of nylon and other environmental pollutants. She applies principles of green chemistry while developing a method to convert nylon waste into other nontoxic polymers. In collaborative work with health scientists, her lab investigates gut microbiomes of Indiana native birds as well as human subjects in a clinical study. She became interested in converting plastic waste while earning her Ph.D. at Rutgers University, working on methods to remove environmental waste not using chemicals or other intrusive methods. She learned about Nylon 11, which is used in pipes for transferring oil, interior components for cars, catheters, and in other industrial hard plastics. Nylon 11 is nontoxic, she added, so it is safe to include students in the research. “Those are considered to be nonbiodegradable, and have to go to a landfill,” she said. “I thought if we could come up with a way to biodegrade it, that would make some kind of impact.” Eventually, she wants to develop a product that would convert nylon waste to something useful, and to reduce waste and microplastics in the environment. “That would be my goal at some point, that we can make that change, and also make people more aware of their use of plastics,” she said. “I hope students stop to think about what we can do as scientists to address issues currently impacting us.” She appreciates the IAS for its support of scientific research at Indiana institutions, and IU Kokomo and the School of Sciences for providing funding for students to attend the Academy’s annual meeting. She added that IU Kokomo has also supported her research with funding from the School of Sciences and Academic Affairs. “Without that, I couldn’t do my research,” she said. Masuda has also earned a Senior Research Grant from the IAS, IU Kokomo’s Distinguished Research Award, and the IU Kokomo Junior Faculty Annual Research Award. She is a Fellow of the Indiana Academy of Science. Education is KEY at Indiana University Kokomo.
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Steven Fulop on Fighting for Business Interests in Zohran Mamdani's New York
Steven Fulop, the new President and CEO of the Partnership for New York City, the city’s leading big business advocacy group, spoke with The New York Editorial Board on the morning of March 19, 2026. Fulop recently began in the role after 12 years as mayor of Jersey City and a 2025 run for governor of New Jersey. He replaced longtime Partnership President/CEO Kathryn Wylde. (photo by Liena Žagare) Participating journalists: Nicole Gelinas, Josh Greenman, Alyssa Katz, Ben Max, Akash Mehta, Harry Siegel, Ben Smith, Liena Žagare Full Transcript **Ben Max**Good morning. Thanks for being here. So start us off: The people who hired you for this role, what did they make clear were their top priorities for you coming into it, and for the Partnership, and what did you sort-of pitch as the direction you thought things could go? Give us a little of that bifurcation of where the minds met in terms of the priorities and the leadership for the new era. **Steven Fulop**Let me explain to you how I ended up in the job, OK? That’s probably a good starting point, because I don’t think anybody initially thought that I was the pick that they coveted or thought that would be an ideal fit for this position. I’d run for [New Jersey] governor, as you guys know, and I was very deliberate in the lane that I was taking as a candidate for governor. The same candidate when I ran for mayor and city council — it was outside the establishment. It was building on issues, single-issue voters — very, very concentrated on detailed policy. And I thought that if I could build an organization, outside of the typical political organization, of single-issue voters, you could become viable because they’re passionate people generally, OK? And one is mayor, outside the establishment doing that. You won two races in the country that Obama actually engaged in as president. Rahm Emanuel and Jeremiah Healy, my predecessor, was a ten-year incumbent. So we won based on this structure. Run for governor, kind of in that same model. And I thought at the time that 550,000 people would turn out in the election. That was based on history in a similar election, when Chris Christie left and it was Trump’s first-year primary, you know, changeover in governor. There was five hundred or four eighty-seven [thousand]. So I thought five-fifty was a bump up. Same numbers Sherrill had, Ras Baraka had. I thought five hundred and fifty thousand people in the election, six candidates running that are viable — two congresspeople, two mayors, senate president, and the teachers’ union president — that if I got to a hundred and thirty thousand votes, single-issue passionate voters, I would get in through the primary with twenty, twenty-five percent, and then put it back together even though I was kind of the outside establishment guy. I think I did everything perfect during that election, OK? With the exception of winning. Which is the big deal. But I miscalculated one thing. And I don’t know in hindsight how I could have changed anything. But I miscalculated that the turnout ended up spiking to eight-fifty, OK? So I said five-fifty. We all said five-fifty. Going into Election Day on Tuesday, and I’m a pretty pragmatic person. Going into Election Day on Tuesday, if you said, Steve, are you gonna win? I would have told you, we caught them and we’re gonna win, OK? We have more volunteers. I mean, to give you perspective on it: Uber, which is a data company, like, the week before, they wrote a million-dollar check to my super PAC, five hundred [thousand] to Sherrill, five hundred [thousand] to Ciattarelli. Election Day, the New York Times embedded one reporter, photographer for most of the day with only one of us, me. CNN, the day before, me, right? The trend was there. I miscalculated that there was an additional 300,000 people that came out. I saw, similar to here [in New York City], the voter numbers surging early, and I just thought it was a displaced Election-Day voter. I thought you were so excited to vote that you were voting early. I never imagined that there were 300,000 additional people voting. And if you tuned in late, then you would have ultimately– I had the wrong message. My message was, Trenton was broken, these are the things we would fix. And Sherrill, for example, was: I’m a helicopter pilot to fight Trump, right? Her message was better for that. It was over in five minutes. So why do I tell you that? I was shell-shocked, didn’t really know what happened, and the way this business works is when you lose, your phone goes dead. Nobody calls. It’s just, that’s it. Silence. And so, I’m trying to think about what happened and two weeks after the fact, I get a phone call by this guy. His name is Jim Simpson. He was Christie’s DOT chair, OK? Commissioner. And he worked on the widening of the Pulaski Skyway with me as the mayor of Jersey City. And Christie went after me with Bridgegate, and I was a government witness during Bridgegate. But even when nobody in the Christie administration could talk to me, Jim Simpson was always like, I have this major project going through Hudson County, predominantly Jersey City. I’m gonna deal with the guy. And he would tell you that Steve was a professional, good guy to deal with. I think that’s what Jim Simpson would say. I didn’t talk to Jim Simpson for 12 years. I lose the election. Two weeks after, I get a phone call. He leaves a voicemail. Hey, Steve, it’s Jim Simpson. Can you give me a call back? And I was kind of like fuck the world at that point. I didn’t want to call anybody back. And I called Jim Simpson back, and I was like, Hey, Jim. How’s it going? And he says to me, he says, Look, I’m very thankful you remember who I am, blah, blah, blah, blah. He said, Look, I had an issue in a warehouse I own in Jersey City. Didn’t know really how to navigate the building department. I figured it out, right? But thanks for calling me back. That was the conversation, OK? And I’m like, OK, great. You know? Whatever. So the conversation ended. He says, You know, I moved to Pennsylvania, but I’m sometimes up in New York. If I’m up there again, why don’t we just get together? I said Sure. I got nothing but time, right? And so he calls again about a week-and-a-half later, says, I’m gonna be in New York tomorrow. Wanna grab breakfast? Sure. So we meet for breakfast, and he knew nothing about me. When I got there, he was googling me, OK? Like, he knew nothing about my deeds. He’s like, Oh, you were in the military. That’s amazing. Like, it was a weird conversation. And, you know, towards the end of the conversation, he says, What are you gonna do next? And I said, I honestly don’t know. You know, I think maybe this, maybe that. And he says, You know who you should call? I said, No idea. Who, Jim? And he says, I don’t get along with her, he said. I used to be a Rockefeller fellow. I do not get along with her. We do not see eye to eye, but you should call this woman named Kathy Wylde. And I said, I met Kathy, ten years ago once. I don’t know if I would call her, and I don’t…That’s a weird conversation, just to call a stranger and ask for help with a job, right? And he says, No, you should figure out how to call her. We’re gonna figure out how to get you in touch with her again. I gotta think about it. I said, OK. We left. I never thought anything of it. He calls me four days later, and he says, I was giving it some thought. I was googling and I saw she’s leaving [as President and CEO of the Partnership for New York City]. You should apply for the job. And I said, I don’t know anybody. It’s a weird dynamic. And he said, We gotta figure it out. You know? Good guy. A couple weeks later, I was going to a conference in Montana, and three years earlier, I had met Rob Speyer at the conference. Spoke to Rob probably twice in my life since then, OK? But, we had a night we sat next to each other at a dinner, had a nice conversation. So I texted him. I said, Are you going to this conference by chance, in a couple weeks? He said, I am going, right? I said, Oh, can I grab you when you’re there for a couple minutes? He said, Sure. I go with my wife. He comes over, says hello. He knew my wife from a couple years ago, pleasantries. I said, Hey, Rob. you know, I texted you, if I could speak to you. He said, Yeah, yeah. What’s up? And I was, like, nervous at this point. I’m, like, sweating. Like, I’m gonna give a pitch. I said, I see you’re very involved with the Partnership. I think I’d be killer at that job. And he says, Why? And I gave him a pitch, which I’ll tell you in a second. And he said, Honestly, he said, Steve, there’s 12 people in the search committee. He says, I couldn’t even help you if I wanted to, nor would I. But what I can do when people ask me is just get in touch with Heidrick & Struggles and, go through the process. I said, That’s all I could ask. It’s fine. So I send him a text two days later with my resume, and I said I was serious about this. Can you connect me to the person? He says, Sure. Heidrick & Struggles would tell you that they did the interview as a courtesy. And that they thought that it was going nowhere, largely because when the search committee, which is a who’s who of business, outlined who they wanted, they said they wanted somebody from New York City, and they wanted somebody who was not in elected office. So here I am. I would go through these interviews, and I would outline what I thought the Partnership was doing wrong, and how politics has changed, and where I thought the potential was. Largely that the model of shuttle diplomacy, of relationships in the way that it worked 20, 30 years ago, doesn’t work anymore. And today you see, both with Mamdani and Trump— The assets that they [Partnership member companies] have are that they have 800,000 employees. They have the ability to communicate at scale, and they have a general centrist message, and none of those things are leveraged in any meaningful way, is what I would outline. And I really believe, and I continue to believe, that if the Partnership is perceived as a voice of very wealthy people and the CEOs, it will no longer exist in five or ten years. And the reason I say that is because one of the assets that people value is this convening component. And it’s a convening component because you have everybody from, you know, the CEO of JP Morgan and Goldman Sachs towards mid-level to low-level CEOs, and they want to be in the room with the next person in that food chain, so to speak. And when people view it as not good use of their time, because it’s not effective, you start seeing deterioration and you no longer get that involvement. And I would explain this to them, and I would say, This is how we’re going to organize employees, and I think is the most effective way to do it. It’s something that I did as a [mayor] or a candidate when I was running these campaigns, so it’s something I know. And they would ask a lot of questions, and we would go through this model in detail, and they would ask, and they would just move me along in the campaign in, in this situation. And then at the end, probably ten interviews in, the woman from, you know, Heidrick says, You know, I think, you know, as crazy it is, you might land this plane. And I said I knew I was going to land the plane. But— **Josh Greenman**Can I ask? So you mentioned— **Steven Fulop**Sorry to take so much time on that, but— **Josh Greenman**Three hundred thousand, or I forget the number. **Steven Fulop**Eight hundred thousand. **Josh Greenman**Eight hundred thousand employees. And correct me if any of the assumptions embedded in the question are wrong. But you’re a membership organization, you’re supposed to be speaking for the large employers. **Steven Fulop**Yes. Large employees. Employers and employees. **Josh Greenman**Employers and employees. But you don’t canvas them every time an issue comes up. You described it as centrist. OK. An issue comes up. First of all, how do you, as the head of the Partnership, decide whether to get engaged and involved in that particular issue? And second of all, how do you decide what the posture of the Partnership is, if it’s not predefined? How much of it is your instinct? How much of it is, Let me take the temperature of the employees and the employers first? **Steven Fulop**The honest answer is I think it’s a hybrid. At the last board meeting, I spoke about being more narrow in the things that we’re going to be involved in. I think it’s very important we’re very deliberate and specific on issues that we care about and being less involved in kind of broad things that don’t necessarily touch 250 of the different companies. **Josh Greenman**Even though you made a statement about antisemitism. **Steven Fulop**I made a statement on antisemitism because it touches a lot of our companies, if not all of them, because they have Jewish employees, and they’re all very invested here. **Ben Smith**What’s something that you think the Partnership should get out of? **Steven Fulop**We had a lot of time last year in the fashion industry. I think the fashion industry is important. I don’t know who reads that report ultimately or how you move the needle ultimately on the fashion industry. We did some work very publicly on short-term rentals. Not really sure that that’s the best place to be spending a lot of time, because I don’t think it pertains to every single person here. I think that there are things that do pertain, quality-of-life issues that touch everybody. How do those things come to light? So I spoke broadly at the executive board meeting about things that I thought were important. They had lots of questions, Why this, that, and I outlined things both in a framework of government and politics: This is what I think. This is where the opportunity is. This is where the vulnerability is, et cetera, and we went through some of that stuff. When we’re working, for example, now, I gotta review it. We’ve been going back and forth on a blueprint of things to change for New York City that I think, or our team thinks, are meaningful, practical, and tangible things that you could change that would impact the budget in a meaningful way. And a normal person would say, You’re probably right about that. And the politics could be tough for those. So put a litany of, let’s say, 330 of them together. A lot of it’s our team’s ideas. Some of them are a little bit maybe venturing into a place that the Partnership historically has felt maybe uncomfortable. Those are broader conversations because I don’t yet have 20 years of trust with those people. So I say, Here’s what I’m looking to do. Here’s the reasons why. And we have those conversations with the executive board. **Liena Žagare**Does universal childcare fit into that? **Steven Fulop**Universal childcare is a part of it ‘cause— universal childcare is a part of it. It’s definitely in there. And I’ll tell you this. We polled our employee base because we were curious. It’s something again that touches, I believe, the affordability crisis. I think Mamdani and Hochul are right on this. It touches everybody who lives here in some way or another. Roughly two-thirds of our employers provide some sort of childcare today. Some is on-site, some is off-site, some is subsidies for low-income, some is subsidies for everybody, some is using a tax credit. And I’ve said this to the mayor before, that our knowledge of this space is vast because we have experience, practical experience on this sort of thing that others don’t have. They may have abstract experience or be ideological in a certain way. We experience it. We can tell you what works and what doesn’t work in the Building Department, what the challenges are in the bureaucracy, what the issues are in accomplishing this in a different way, because a lot of us have tried to provide that, right? So how do we communicate that publicly in a way that makes sense from our objective, which is improving New York, and at the same time in a way that’s value-added to the mayor or the administration, is kind of where we are. But it’s a hundred-percent part of that blueprint. There is a section on this. **Akash Mehta**It’s interesting to hear you emphasize that you represent the employees, not just the employers. Are there formal structures that put that into practice? Are there elected board positions from the employee base, or anything like that? **Steven Fulop**What we’re starting to do now— So it’s a shift, OK? And what we’re doing now, the short answer is no. What we’re doing now is starting a lot of these town hall-type conversations with the CEOs and me. It is an April, May, June, two, three-year initiative, where we’re talking about civic involvement, the importance of New York, and people can opt to sign up for information from us. So we’re communicating in that way. People will opt in, and then we’ll have the ability to better communicate with the employee base with regards to what we’re doing. You know, there’s no secrets to what I’m saying. I mean— **Ben Smith**But you think the opportunity is to mobilize employees? **Steven Fulop**The opportunity is to better communicate because I think there’s a disconnect between a lot of the things that happen, and how and when we communicate to employees things that may impact them. Because you have all sorts of legalities, and general counsels, obviously, that put obstacles in place on this stuff. And we need to figure out a way, because people are invested here in a meaningful way, so they should have knowledge of this. I don’t believe– Of course, our employee base is different than working for the Hotel Trade Council or Carpenters [union] or whatever, right? They’re monolithic, told to do something, they’re gonna do it. Employee bases aren’t that. I think that’s an asset. Having a generally college-educated employee base, if you lay out an issue in a reasonable way, they could make an informed decision whether that works for them or doesn’t work for them. The— **Akash Mehta**Wait, the carpenters can’t make an informed decision? **Steven Fulop**I didn’t say they can’t make an informed decision. I’m gonna say they’re more monolithic in what they do, and it’s driven by the decision of a leader, specifically in the Carpenters. The Carpenters would say from their executive board, maybe in Washington, maybe in New York, maybe in New Jersey, say, Directionally, we are supporting Ben. And then we support Ben. We don’t have that luxury. That’s not the way we’re structured. **Akash Mehta**What does that have to do with them being college-educated? **Steven Fulop**Well, it doesn’t have to. I mean, I think that you don’t have to necessarily be college-educated, it’s a fair question, to weigh something. But I think generally somebody that’s gone through some sort of rigorous education and training on pragmatic thinking has a better chance because they’ve been educated to think that way. I don’t think it’s a referendum on, you only could understand an issue if you’re college-educated. **Alyssa Katz**But I want to dig in a little more to that when you’re talking about pragmatic thinking, because it’s not an elephant exactly, but the sort-of power in the room is the mayor, who’s elected with actually a lot of college-educated support. And also based on a sort of different way of looking at pretty much everything in some ways, right? Like around– OK, we’re gonna start with principles, we’ll figure out the practicalities later. And also around mobilizing large numbers of people who have interests potentially at odds with capitalism, right? Tenants, people who generally think that money and politics and billionaires are the core problem, or a core problem to address, and on and on. So I’m interested in your efforts to mobilize people in that light. I mean, are you looking to build a counterforce? How does that factor in? **Steven Fulop**I don’t use a “counter force.” I don’t think people are generally sympathetic or upset with capitalism or sympathetic to socialism. I view it more as a couple of things were true in the November election. A, you had an alternative to Mamdani that was tremendously flawed. So they had a ceiling. It was an exact situation that happened in Jersey City, where you had a former governor who resigned in disgrace running for mayor, my old seat, same exact outcome. So it wasn’t, it wasn’t a reflection of, everybody’s sympathetic to socialism. I think elections are choices ultimately, and these are the four choices that you ultimately had. Do I think that people are frustrated and more fiscally liberal than they’ve ever been before? Yeah, absolutely. I think that when people say that I, people say, a twenty-year model ago would say, I am, you know, fiscally conservative and socially liberal, that model has flipped really. People are fiscally liberal because what’s going on today isn’t working for them. They’re not necessarily sympathetic to socialism, but they’re open to trying things because there’s an acknowledgement that what’s happening isn’t working. And we see that too. We’re not blind to that. So do I think that you can organize a counterweight, was the question? Is that what it is? I don’t know if I would frame it as a counterweight. I think that you need to organize something that has a voice that is relevant in the political atmosphere, definitely. **Josh Greenman**Can you just explain both the number and percentage of people the Partnership represents of employees, versus the employment base of the city as a whole? **Steven Fulop**Yeah, I don’t know the— **Josh Greenman**What’s happened to that over time? I’m curious, like, is it— **Steven Fulop**I can get that to you. I don’t know. I don’t know that— **Josh Greenman**And then the other is inside the Partnership. What are the constituent companies and groups, and…Are there a couple of companies that have a highly disproportionate share of Partnership members? **Steven Fulop**No. **Josh Greenman**So how broad-based is it? Can you just describe it? **Steven Fulop**I mean, there’s 350 companies. They range in size from– I mean, they would be significant companies, maybe 50 employees, OK, to several thousand employees. But on the executive board, you can see from the site and the broader board, they vary in size and background. Most of the companies you would have some familiarity with. But, they vary in size. **Josh Greenman**How is it determined whether you’re part of the Partnership as a company in New York City? **Steven Fulop**As part of the Partnership, is generally we go through a process of meetings. I meet with them initially, provide them some information. They express that they’re interested, I express that we’re interested. I take it to the board to make sure that we’re moving in that direction, and then the board validates that. This year we’ve had, I mean, a bunch more have joined, and we’ve restructured some things so some have left intentionally. It’s not intentionally, but I guess– **Nicole Gelinas**You’re running pretty hard against the two income-tax hike proposals that the mayor ran for office and won on. Do you see the employee base as part of the battle against those tax increases? Would Partnership company employees go up to Albany to make their point known against that? **Steven Fulop**Yeah. But I don’t think you’re gonna have that same sort of advocacy group that the DSA does. It’s a totally different type of person that would engage, number one. Do I think that a lot of the employees would be opposed to an increased tax structure in New York? I think without clear parameters on what that tax structure looks like, I think the answer is yes. And it’s not only the income taxes that we’re concerned about. So we’ll go into that, too. The reality on this is, if you look at it from a reasonable point of view, if you added the income tax, the payroll, the PTET tax, which is one that we care a lot about and we’re concerned about, the corporate tax, the estate tax, and the property taxes: You put all of those together, right? And you said, OK, we’re gonna do them all. And without some structural changes to the budget, you will be at the trough again in three years. And I think a reasonable person who’s even supportive of, maybe, the highest earners paying more would say, Does it make sense to do this every two or three years, and at what point is there a tripwire? So I think, yeah, the people would be sympathetic. It depends how and what information you provide and how those taxes are. But we don’t have that structure in place yet. I just got started. So we’re just building that stuff out, which I’ve told you, but it’s new days on this. **Nicole Gelinas**So there’s, there’s a reasonable person, and then there’s Albany. Now that the budget is— **Steven Fulop**No, I gotta be careful ‘cause I gotta work with people. So I can’t say they’re unreasonable. **Nicole Gelinas**Now that the budget is just a week-and-a-half away, what do you see as your prospects for stopping those tax hikes? And if you don’t stop them, does that hurt your power early on? **Steven Fulop**No. I don’t think any reasonable person would say that there’s a structure in place today, after two months of me being there, that is gonna push back against everything in Albany from a political standpoint. I don’t think that’s a fair thing to say. I don’t think the Partnership leadership think of it that way, and I think that most people wouldn’t think of it that way. I think the governor has been very strong [against tax increases], so that’s good. That pass-through tax that was put in place when the SALT reduction was eliminated, and now there’s a proposal to eliminate that, that would be an income tax increase on not only the wealthiest people, it would be an income tax increase on business owners throughout the city. And that is one that we’re keeping track of right now that I think doesn’t get the scrutiny that it deserves. Everybody focuses on the income tax and the corporate tax, which the governor is fairly clear, at least now, that she’s not supportive of, but we’ll see. **Josh Greenman**On the corporate tax, Mamdani has repeatedly said it shouldn’t harm the climate here in New York City because it applies to anyone who does business in the state, not if you’re headquartered here, so it shouldn’t lead to corporate flight of any kind. Is that how you see it? **Steven Fulop**No. So first of all, it’s challenging when it’s depicted as corporate flight, because then it becomes a conversation around, Well, you didn’t leave. You didn’t leave. So I know what I did is OK because you didn’t leave. The reality of how this works is that it’s attrition over time, and decisions on where to scale outside of New York. That’s generally how this works. And because the immediacy isn’t there, people don’t view it as, Well, I made this decision, and tomorrow you left. And that’s a challenge for us, because the argument we lose, even though what we’re saying happens to be true, that people constantly are making decisions to scale [businesses] elsewhere. You see it. You see it. So I think that his argument is flawed, although it’s a political argument ultimately is what he’s making, and I understand that. But if you do change the tax rate as he proposes, you will be one hundred percent higher than New Jersey, right, which is at 11 percent, and you would be at 22 percent, according to the CBC, when you layer in all these other things. So at that point, you start saying, Well, I have the same talent pool that I’m pulling from here in the New York system. I’m no longer making the decision to go to Texas or Florida or Tennessee, where it’s a geographic total distance, but at a hundred percent premium to be in New York City, is that worth it, and should I be elsewhere? Your competition is elsewhere at that point in proximity. That’s the dangerous thing to what he’s saying. **Ben Smith**Do you think even more broadly, there is just this sense among— ’cause I think you’re right. You talk to business leaders, and most of the really big businesses in New York don’t care about New York anymore. They’re not New York businesses. They’re global businesses that happen to be here, and New York taxes are a diminishing share of the thing they worry about. Because they’re so global now, they don’t have the kind of commitment they did when David Rockefeller was running the Partnership. And I think a lot of them and a lot of people just think, long-term, New York is cooked. There’s a flight not to Jersey, but to the Sun Belt — to Houston, to Dallas, to Atlanta, to Miami — that’s kind of unstoppable at this point. And you see just the growth of those cities demographically. You see it in terms of their businesses. You know, maybe that’s not this year or next, but I think if you just literally look at the lines on paper of New York, Philadelphia, Boston…these northeastern cities, versus the Sun Belt. Just feels like an irreversible trend: these places are in decline, these places are rising. This is probably beyond our professional careers even, we’ll be fine. But do you think long-term that it’s true, that New York is just sort of irreversibly declining? **Steven Fulop**I think it’s fragile. There’s a lot of indicators and pressure to push people away, and there isn’t an easy solution to it. First, let’s just talk about last week. Regardless of what you say about the corporate tax conversation, we could disagree or agree, regardless. You know, your job isn’t to agree or disagree. But using the estate tax that was proposed last week, OK, or two weeks ago, nobody above the age of 60 would live in New York City if that happened to be approved. Period. End of story. You would see flight, because no sane person would do that? Because the tax rates, that you’re not talking about the one percent, you’re talking about somebody who has a $750,000 home or apartment, OK? You know who that is. So you have pressure because of the dialogue that’s happening there for sure. You definitely have gradual attrition and people moving jobs elsewhere because they’re more portable. There’s no question about that. You have pressure at the bottom because it is very hard for entry-level people to find jobs, and at the same time to find housing. It’s a true thing here in New York, the pressure. So you have a lot of difficult situations going on and absence of a tough political solution, meaning willing to make decisions that are not popular, you won’t be able to change the trajectory. And that is only one that the mayor can actually drive, OK? So the property tax reform stuff that de Blasio and Adams both tried to do, it’s necessary. It’s really necessary, but it’s gotta be driven by the mayor leaning into it, making that a number one priority. Use things like FHEPS, OK? You guys have all written about that. **Ben Smith**I don’t know what that is, sorry. **Steven Fulop**It’s the rental assistance program, OK? It’s growing at four percent per month. It’s a billion-dollar-plus program. Four percent per month! It’s not sustainable. And if the mayor was sitting here, he would say, Well, I didn’t approve the expansion of the program. That’s what he would say. Because I had a conversation with one of his people last night on this, and I said, Yeah, but the expansion would have made it worse. The existing program is four percent per month, right? We need to solve for that. How do you solve for that? That program is a byproduct of the de Blasio administration when Cuomo got rid of the rental assistance program at the state, and so the city inherited that. There isn’t another city in the country that has a similar entitlement program. It’s not sustainable. That program belongs at the state or at the federal government, but it is a politically tough thing to do. So you gotta be able to make decisions like the property tax reform, that. Those are not easy things to do. But outside of that, your trajectory for the city is very, very dangerous. It’s a fact, you know? [Note: After this interview occurred but before it was published, the Mamdani administration continued the appeal of a court ruling requiring the city to expand the FHEPS program as dictated in a law passed by the City Council, while the two sides of City Hall negotiate a potential settlement.] **Akash Mehta**Do you broadly agree with Mamdani’s analysis that Cuomo shafted New York City — that Albany shafted New York City under Cuomo? **Steven Fulop**Honestly, it predates me, so it’s hard for me to kind of give you a fair assessment on that. I would tell you that I was mayor for 12 years in Jersey City, economic backbone for New Jersey. We drive jobs, we drive the statewide economy, we drive every number. It’s disproportionately housing growth. Everything is Jersey City. And I used to say, We don’t get what we put in. We don’t get that back. It’s true, OK. I know New Jersey and New York both say to the federal government, you know, they both pay much more to the federal government than what they get back. I mean, this is a narrative that people say. It’s probably true. Does it get corrected? I don’t know. You know, it’s on the governor’s situation. I have no idea, is the short answer, ‘cause I’m not in the weeds on that. **Akash Mehta**One quick question on the tax battle. The Partnership has a [501] C4 that was seeded with $10 million. What are your plans for the group? Are you planning to spend that money on this battle? **Steven Fulop**Um…unclear. And, conversations this week on that. You know— **Josh Greenman**Do you run the C4? **Steven Fulop**We hired an executive director this week. There is a willingness, we had a call this week and there is a willingness to spend real money to make sure that New York City stays competitive. So this was literally this week. There was a call. I would tell you that there is a serious appetite there. It’s literally a ripe conversation that’s happening in the last 24 hours. Good question, though. **Nicole Gelinas**Large donors proved last year that they’re very good at spending a lot of money — but it didn’t work. In fact, it may have worked against them. Are you confident that beyond the money, you understand local and state politics well enough that some of these people are actually listening? I mean, is [State Assembly Speaker] Carl Heastie, is [State Senate Majority Leader] Andrea Stewart-Cousins listening to these arguments and saying, We didn’t realize that the potential for attrition in the corporate side was this great. Because the money hasn’t worked before. **Steven Fulop**The short answer is, I’ve been there two months. I doubt at this stage, we don’t have that relationship. I mean, I’ve met everybody. I doubt that I have the standing or credibility with them to make, or the structure in place to make that argument today more compelling than it was made six months ago. It’s just the reality of the situation. I think that you have two types of people that exist in any political sphere. You have ideologues and opportunistic people, OK, that just think about their next election. Those are the two types only. And absent somebody that has an alternative, the opportunistic person will only always be sympathetic to the ideologue, because they view that as their best route to get reelected because that’s where the gravity of energy is. **Josh Greenman**What were you? **Steven Fulop**It’s a good question. I was a hybrid. **Josh Greenman**Oh, the only one. **Steven Fulop**[Laughing] That’s right. I was unique. I think that when you look at Albany, you have a growing DSA base for sure. The question that I would have as I get into it is how much of those— the rest of the people that aren’t pure ideologues are there because there’s not an alternative that they see, can be supportive, and helpful to a pragmatic view. So I don’t know what they’ll listen to — Carl and Andrea — in the next week-and-a-half. I mean, who knows? **Josh Greenman**Should we charge more for street parking? **Steven Fulop**It’s a good question. I happen to be a supporter of some of those proposals on street safety and better streets. I don’t think it’s a broader position that the Partnership has taken, and I don’t think it’s something, going back to what I said earlier, narrowing view and going back to your question earlier on how we approve things. I’ll tell you that, as I wrote out this idea of a blueprint of things that, pragmatically, that are politically difficult to change that I believe are the right things to do, I included it in there. And going back to what you said and questioned earlier in how we get these things approved, because the nature of what we wrote, you know, once we get it to a place, I will circulate that a little bit more to the executive board and get some more feedback on whether we wanna go down this road at this point or not, or not at this time. So there’s a process on this stuff. **Ben Max**What are a few other examples? So property tax reform, some streetscape stuff, universal childcare, what else? **Steven Fulop**If you can wait till next week, it’ll be better. OK. Like– **Josh Greenman**Are you fast enough for the political world? What I’m saying is, if you’ve got to go through that process, and these conversations are happening, the budget’s gonna be cooked in ten days, are you gonna be behind the curve? **Steven Fulop**I am obsessed with the political world. I mean, I, I lived in this— Ben MaxHe means the Partnership. **Josh Greenman**The Partnership. Is the Partnership behind the curve if it’s got to deliberate on all this? **Steven Fulop**Look, I think the answer is yes. The short answer is, I don’t know, right? Like, I don’t know. I’ve not been in long enough to have a gauge on all of this. But my gut tells me yes, because the leadership there is hyper-engaged in New York City and the Partnership, it’s not something where they just kind of parachute in once every three months and think about, kind of the Partnership and what’s happening in Albany and happening in New York City. They happen to be very engaged here on a regular basis. So I think the short answer is yes. They will be able to turn stuff around relatively quickly, and I feel pretty good about that. It’s not where I think about obstacles. **Ben Max**So big picture, I’m still trying to figure out right now: What does the Partnership care about, big picture. I know you’re working on a blueprint. I know you’re rethinking some of this, but is it first and foremost, the business climate and economic growth? **Steven Fulop**Right now, I wouldn’t say this is in perpetuity. I mean, obviously, in this moment in time, it’s competitiveness and the business climate. But when the C4 was launched initially last year, they spent money on one initiative, OK? Spent a couple million dollars on the discovery bill. It had nothing to do with finances, taxes. It had to do with public safety and what they viewed as in the best interest of quality of life. So their interests aren’t necessarily only about taxes. We happen just to be in this fire drill at this moment that I got thrown into, where there’s a new tax proposal every other day. So trying to deal with that is where we are right now. I think broadly speaking, the place of the Partnership is really wanting to have a relationship where we’re kind of helping bridge the gap between the public and private sector, and helping find solutions. We have a venture fund, a $200 million venture fund, which I don’t think gets the recognition it deserves. It’s been involved in creating 37,000 jobs, seeding very early-stage New York companies that do a lot of good here. We have a tech lab that partners with DOT, with the Port Authority, with New Jersey Transit, experimenting on technologies to make government more efficient. It is a collaboration that has happened for 15 or 20 years. A lot of companies are a part of that, new companies helping on that on-ramp. It is a unique and special thing. We actually, I think, at the end of this month, have kind of that shark tank at our office where everybody comes in and pitches, and the board of that is like a who’s who. So, I mean, there’s a lot of things beyond what you guys see on the C4 and the advocacy and the lobbying sort-of side. **Nicole Gelinas**So on the Transit Tech Lab, some of the ideas that have come out of there have been very good ideas. But more broadly, for the MTA or the state and local government to actually save enough money so that we don’t have what you described with them coming back for new revenue every couple years, you have to confront the unions on some big issues, whether it’s work rules on the construction side, whether it’s two people on every single subway train, whether it’s Department of Education rules that mean they can’t be as flexible as charter schools. Do you see the Partnership taking on the unions in any sense? **Steven Fulop**Going back to the pragmatic that you said, I would use the word pragmatic and then you asked me about kind of a little bit more about that. You brought up the conductors on the trains and the proposals on that. It is very expensive. There isn’t a city in the country that has that structure. If you outline that to an employee of XYZ Corporation, and you said to them, Here’s the landscape, OK, We need help with XYZ, I would venture to say that they would be sympathetic to our point of view. That’s what I was getting at, just to give that to you earlier. You know, the New York Post called me the day that Mamdani entered into the— he said at the end of a press conference, I wasn’t there, obviously, but he mentioned that he wasn’t gonna do the sweeps of the homeless encampment. And it was probably my second or third day on the job. And the Post called and said, Do you want to comment on this? And I said, Yeah. And I said something critical of him at the time. Prior to doing that, because it was like my second or third day, I did say to some of the people on the team, going back to how nimble the organization is, I said, Hey, I would like to comment on this, OK? Because I think it’s wrong, his approach, and I think he’s gonna have to move off of where he is, ultimately. And some people said, Well, is that really the hill you wanna climb? Is that really that important to us? And I said, It absolutely is. Because, A, he’s wrong on the issue, and B, it’s a quality-of-life issue. Going back to the fact that it ended up being right, he ended up moving on, and you could see it from, like, far away, just based on being a legislator versus an executive and accountability. But I think our job is to call balls and strikes and just be fair about it. So do I think– Let me say it this way better. If you are gonna grow housing, OK, ‘cause he says it’s a priority. During his election, when he was a candidate, he would tell you if he was sitting here, he would tell you, you look at his CBS, the debates, he would talk about Jersey City and Tokyo, Jersey City and Tokyo as housing growth models. He would tell you that if he was sitting here — he said it on TV multiple times. Now, he followed that about what we did in Jersey City ‘cause we grew a lot. How are we able to grow? OK, A, you had layers of government here that we do not have there, so you need to clean that up. We upzoned, of course, more aggressively than the City of Yes around transit centers, which you have to do here for sure. And then the third part about it is that if you mandate affordable housing, community givebacks, the union labor, et cetera, et cetera, the projects financially cannot handle that. They don’t pencil out. So what we would generally do is that, on the union labor front, because the people that get squeezed the most were the ones that pressure the building trades better, because their jobs are usually the ones that get–are most competitive, are the less skilled parts of the building trades. So when you build a high-rise building, the electricians, the plumbers, the operating engineers, the ironworkers are generally gonna be union, because it’s a more complicated thing. Carpenters, laborers, painters generally are the ones that have competition from non-union, and that’s really where it is ultimately. And we would say in Jersey City, on the projects that are important to us, if they were coming to the city for some sort of subsidies or big zoning changes, and it was an important project, we would work with the developer to give the unions a last look to be competitive with the open-shop bid, and some sort of grace between five and ten percent to be competitive. Now, absent that, there is no way to get it built in union labor. So if the mayor continues to be strident that everything is gonna be a hundred percent building trades, you’re never gonna meet the objective of whatever he has a hundred, two hundred thousand units. So I think that our voice is gonna be that you need some practical reforms to these incentives, and practical reforms means that you cannot pay a 30 percent premium for the carpenters. **Nicole Gelinas**So something very simple on that, though. Two people on a train. Would you see yourself making a statement similar to the encampments that, you know, Hey, intuitively, it doesn’t make a lot of sense to leave people in encampments. Intuitively, it doesn’t make a lot of sense to mandate two people on a train. Would you just call up the Post and say that, or that’s a different— **Steven Fulop**I don’t think that— I think if you called me and you said to me, What do you think? I’d probably just answer you, that I think it’s not something that any other city does, and in a financial crisis, you probably gotta be reasonable about that. **Ben Max**This is what you got hired in part for, right? To be out there more and to be a voice pushing back. **Steven Fulop**I think that it’s just my personality. I don’t know if it’s necessarily, it’s just like this is— You’d ask me, and I would say it. I wouldn’t go call up the Post and say, Let me-- Carl [Campanile], let me comment on this, right? I wouldn’t do that. Like, that’s not how I would think about it, right? I’d be going with my day, and then Carl would say, Do you care to comment on this? Or he would call, and I would just be like, Yeah, I think so and so. And he would say, Is that on the record? And generally, I’m not gonna say, This is off the record, on anything. I generally just talk. OK? So— **Josh Greenman**You talked about incentives, government incentives. I want to talk about literal government incentives, like, Amazon, right? Remember how many years ago, half of Amazon’s HQ2 was gonna be here. **Steven Fulop**Yeah, I remember. We tried to pitch it too. **Josh Greenman**It didn’t happen. You tried to pitch it, too. What do you think of the state’s current corporate incentives? Do they make sense as currently structured? To try to attract businesses to New York State, to try and attract businesses to New York City, there are various programs. There’s been a lot of talk about restructuring those programs to make them more rational, and there’s a larger question of, should we have this environment in which cities chase corporations by throwing money at them or tax abatements at them, or should there be some kind of compact where cities agree that they don’t do this to each other? **Steven Fulop**Yeah. I generally think — putting on my mayor’s hat — that the structure exists today is a race to zero, and it’s not healthy from the public side. But you cannot unilaterally disarm, is the unfortunate part of the conversation. And so absent governors getting together and having some sort of détente where they’re no longer doing that, I do not see how a state doesn’t participate in this. That said, I think that the competitiveness conversation in New York and New York City is more complicated than just incentives. I think that, you think about other places in the country, where people have mobility to get to, and there’s opportunity, there’s more of a deliberate effort to attract beyond just the incentives. Texas reordered their entire court system to replicate Delaware, to make it more friendly for corporations. They’re having a Texas stock exchange to have better access to capital markets. It’s more of a deliberate strategy than just saying, Hey, we’re gonna give incentives. Now, it is not helpful– you know, people, absent certainty on communication, they try to interpret a lot of what somebody means or what they say. So, governor or mayor says X, Y, Z in a statement, they try to interpret, what does that ultimately mean? How should I envision that to manifest itself for what I’m trying to do? And the thing that we are trying to calibrate for, and I say this publicly and privately, is that a lot of the rhetoric out of City Hall, which is consistent tax, tax, tax on any front that’s possible, whether you make $500,000, whether you have a house that’s $750,000, whether it’s a pass-through and you have a small business, it creates a very volatile environment. And that’s the problem ultimately. So I think you need certainty on that. **Josh Greenman**I have one other topic that we haven’t talked about that I just wanna make sure we discuss, which is AI. You represent a lot of employees. And AI is going to be increasingly a large employer, in theory in the city, but it’s also coming for some of those employees’ jobs, maybe many of those employees’ jobs. **Ben Smith**And the employers are very excited about it. **Josh Greenman**And some of the employers, the CEOs, are excited about being able to save dollars and innovate in various ways. **Steven Fulop**Well, they don’t communicate that with me, but just go ahead. **Josh Greenman**So how do you, how do you balance those tensions, which are very, very real, among employees who might be excited and employers who might be excited about AI, and those who might say, Holy shit, my job is gonna be gone in 10 years, or five? **Steven Fulop**I think that that is— I said this, maybe I touched on it a little bit earlier, I think that young people not being able to find jobs and the housing crisis was pressure from the bottom that is one of the most at-risk situations for New York. AI is part of that conversation, potentially — so you have macro environment, why people aren’t hiring, and then AI might be part of that too. You know, though they don’t clarify that with me. They don’t say, Here’s the reason I’m doing this or doing that. I do think that one of the biggest risks over the next 12 or 18 months is the AI impact on jobs. I agree. And I don’t think anybody has a good solution, both in the Partnership or in City Hall, yet on that. And in order to kind of figure out how to do that and solve for that, I think that you need to have some sort of broader conversation on implications. I will tell you that one of the things that we outlined in kind of what we were talking about on this blueprint was that, I do think that part of the procurement process for city government services needs to factor in who is training and who is factoring in the AI conversation, and those scores should be appropriately weighted, beneficial for companies that are thinking about training or have a training program as part of it. So we’re trying to think of ways to kinda think about training people and getting people into another space and using the leverage of City Hall to do that. I don’t think there’s a broad enough plan yet to solve for it. It is the biggest risk for New York, because New York City relies on white-collar jobs disproportionately for its budget. And where AI is coming is directly at the white-collar jobs as opposed to the blue-collar jobs. And so New York City is poised to get hit in a different sort-of way than anybody else. Short answer is, I don’t think anybody has a clear-eyed solution on that. Some of that’s gotta be set by the mayor, you know, that’s the truth too. I said earlier in the conversation, we had a roundtable on childcare in December with the mayor. And the mayor, at the end of it, I said to his staff, I said, You know, we outlined some of the inefficiencies and bureaucracies to getting these childcare centers open, which we’re familiar with. I told you earlier. We can help you with that from a technology standpoint, okay? And this goes back to making tough decisions. You’ve seen employee headcount since COVID skyrocket at City Hall. Whole, another conversation. I mean, that’s a fair thing to say. We said we’d help you with some efficiencies on that from a technology standpoint. And they were nice in their response but there was really no follow-up on that. And, and my point on that is we can only do so much from the Partnership. You need a dance partner in order to dance, right? Like, that’s really the reality of this. So, I do not know the solution, and I push back. People aren’t— They don’t, at least they don’t express to me they’re happy about, you know, not hiring jobs. You know, maybe to you, Ben. But, and AI displacement, I think people are very concerned about it in the Partnership too. **Harry Siegel**You said maybe without some changes, the Partnership won’t be there in five to ten years. We just did have a big turnout election, that led to an avowedly socialist mayor. Can you just step back and say— **Steven Fulop**No, I think the Partnership— I think I clarified that on the, that current trajectory of how it positions itself needed to change. So I think that’s part of the reason we’re here, to make sure it’s relevant for the next ten years, but— **Harry Siegel**But the business community seems increasingly less relevant to the political direction of the city. The Partnership seems less relevant. This is a bit of an inside conversation. For people who maybe vaguely know what it is or just spot its name in headlines or whatever, what is the point of the Partnership? And frankly, what is the good and utility that the business community brings to the city, if you just want to explain that? **Steven Fulop**What does the Partnership add to the city? **Harry Siegel**Sure. **Steven Fulop**Or the politics shifting left. **Harry Siegel**However you want to take it. **Steven Fulop**I think, forget about the Partnership as an organization for a second. I think the big corporations add a disproportionate amount of philanthropy, revenue, budget help, employee help to the ecosystem here in New York City. If those larger corporations migrate out, you would have a massive budget problem, you would have significant more unemployment, and the amount of philanthropy, which is tens of millions of dollars a year across, which sometimes is underreported or undershared, is a good thing ultimately, helps private institutions or public institutions, culture and arts institutions disproportionately, hospitals disproportionately. So I think that the business community here has a huge impact. The Partnership acts as a conduit from them to the public sector, and has multiple layers to it as I touched on earlier, where we help incubate early companies, facilitate connection to New York City, help advocate for policy change, et cetera, et cetera. **Harry Siegel**Outside of real estate, the business community, as you and Ben [Smith] were talking about, is less and less rooted here, and the problem is sort of a slow trickle to other regions, as opposed to people just pushing out and moving. Lots more people are voting. They seem less interested in the priorities of the business community. You’re talking about employees as a sort of base for the organization, 800,000 of them. I’m just trying to understand how business makes itself more relevant. **Steven Fulop**That’s a little bit of a process that I touched on earlier, a little bit of the transition that I touched on earlier on why we’re here. I think that people, as you saw in this last election, are struggling, an affordability crisis is real. There’s a lot of pressure, whether it’s jobs or housing. I think that’s all real. And I think that people have become, as I said earlier, fiscally more liberal because what’s working for them today and not working today has shifted from 10 years ago. So in order to be relevant, we need to be cognizant of that. **Alyssa Katz**People mentioned earlier that antisemitism is a priority for you, fighting it, and you know, I know you— **Steven Fulop**It’s a priority for us, yeah. **Alyssa Katz**Yeah, and we had a couple incidents that may have coincided with right when you arrived at the Partnership, right? The most visible one was, you know, this Israeli drone company. **Steven Fulop**Oh, the Israeli drone company, Easy Aerial? Yeah. OK. **Alyssa Katz**Yeah. What’s the other one? **Steven Fulop**It was the Park East Synagogue situation. **Alyssa Katz**Oh, right. Well, listen, but I’m talking purely on the business side. We can talk about it more broadly. But you know, there’s a company that was in a city-owned property. The city says it was a lease issue but it had been the target of a campaign saying, Well, you’re providing drones to the Israeli military, and we need you out of here. And then sure enough, that’s exactly what happened. And I’m just kind of curious about how you are approaching that kind of pressure on Israeli individuals and their businesses to get out of town, basically. How do you address that? **Steven Fulop**I think it’s a new conversation, obviously. We do think that antisemitism is rising, and it’s a significant concern. The BDS conversation and singling out one country to different standards than other countries that the U.S. or the public agrees with or disagrees with, or that has human rights violations or doesn’t have human rights violations, is a totally different conversation that we don’t agree with — singling out a single country. And the reality is that that BDS conversation, building on that, is not acceptable to us. And as you see elected officials more vocal in this space, unfortunately, if that ends up being, I think that is a place you’d definitely see us spend money. **Liena Žagare**Do you think Mayor Mamdani is doing a good job, and where would you— **Steven Fulop**Doing a good job? **Liena Žagare**Yeah. Doing a good job in the city and— **Steven Fulop**I think— Yeah, look, I think— **Liena Žagare**Where should he be more careful? **Steven Fulop**I think, I think there is— The short answer is, it’s been two-and-a-half months, so it’s hard to tell. I think that there’s a lot of mixed signals between things he says sometimes in smaller meetings versus what he says publicly. I think that, there’s been some missteps along the way, like for example the real estate tax proposal I thought was a misstep. I think that there’s been some really encouraging things. How he’s handled the president has been terrific. And I think that the city is in a better place than anybody would have thought post-election with regards to the president as a result of his communication there. I think that he has shown some willingness to move away from an extreme left position that he came in. That transition from a legislator to an executive is a transition, and from being a backbench Assemblyperson to a prominent front and center mayor, that transition is always complicated. Homeless encampments, the library funding, the FHEPS situation, he’s moderated some of those views, which are good. And at the same time, I think sometimes going back to how we interpret things that he puts out there, sometimes he’ll put something out that we’ll interpret in a way that I – ‘cause you have no choice but to interpret this stuff – you’re concerned about. You know, like, and I’ve said to them, Look, when American Express announced their headquarters, right? It’s a big deal. You know, a big American brand establishing a significant presence again here, recommitting. It’s good for his narrative ultimately, right? You know, that was in the works for some time. Or the Bank of America situation. If you look at the kind of statements that came out as a result of that, they never acknowledged the corporate side. They talked about the building trades. And that signals to us, A, questions about the housing conversation, right? And B, whether you understand the ecosystem that American Express employs thousands of people here, and they’re hugely involved philanthropically and committed to the city, and what that means. So I would say it’s mixed. **Nicole Gelinas**One thing that’s been missing from the ecosystem is a person like Dick Ravitch, who passed a...
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Scientists Stunned: Colossal Eggs Discovered 3,500 Meters Beneath an Active Volcano
Beneath an active seafloor volcano off Vancouver Island, researchers have documented a congregation of giant eggs at roughly 3,500 meters, a discovery that reframes how life can flourish under extreme conditions. The eggs belong to the Pacific white skate, an elusive deep‑sea species adapted to cold, crushing pressure and perpetual darkness. What seemed an unlikely nursery is actually a geothermally warmed refuge, where subtle heat helps embryos survive a marathon incubation. The finding links volcanic energy to a quiet engine of biodiversity, turning a hostile landscape into an incubator. A living volcano, a hidden nursery The seamount long assumed dormant now exhales mineral‑rich, shimmering plumes, proof of hydrothermal life at depth. Expedition cameras swept across black basalt and pale bacterial mats, revealing vents that pulse with warmth. That warmth, though modest by human standards, alters the physics of development for cold‑adapted embryos. In a realm where metabolism creeps, even a few degrees can mean faster growth and higher survival. The volcano is not only active; it is ecologically formative, drafting a blueprint for a thriving oasis. Giant eggs and a skate built for the abyss The Pacific white skate, Bathyraja spinosissima, is built for the abyss: broad wings, armored spines, and a life history that trades speed for endurance. Females lay outsized, rectangular “mermaid’s purses,” often 46–50 centimeters long, packed with rich yolk to fuel years of growth. In the frigid deep, embryos can require around four years to hatch, a timeline that magnifies every energetic advantage. The scale is striking—large eggs, large adults, and a textbook case of deep‑sea gigantism. The volcano’s gentle heat may literally shave months or years from the wait. Why heat matters at the bottom of the sea Hydrothermal circulation delivers low‑level warmth without the turbulence that would scatter fragile egg‑cases. Slightly elevated temperatures accelerate enzyme kinetics, nudging development along while keeping embryos within a safe range. Mineral‑laden fluids likely shape local microbiomes, which, in turn, can influence biofilms on egg surfaces. The environment acts like a slow, steady incubator, countering the deep sea’s tyrannies of cold and scarcity. For a species with long maturation and few offspring, every incremental boost compounds across generations. An ecosystem sculpted by fire and water Seafloor volcanoes create steep environmental gradients, stitching together hot vents, cool eddies, and mineral gardens into mosaic habitats. Microbes harvest chemical energy, seeding food webs that support crustaceans, fishes, and skates. Cameras documented egg‑cases nestled among rocky ledges, near communities nourished by vent‑driven chemistry. These islands of productivity behave like deep‑sea oases, sustaining life far beyond the vent orifice’s flickering light. The nursery’s success underscores how geological forces engineer biological opportunity. “Finding a cradle of life tucked beneath a breathing volcano reminds us that the planet’s harshest places can be profoundly generous.” What the discovery could change The nursery reframes conservation priorities in regions where volcanism quietly underwrites reproduction. Protecting hydrothermal corridors could safeguard entire lifecycles, not just charismatic adults spotted during occasional surveys. It also sharpens questions about how climate‑driven shifts in ocean circulation might influence vent activity, temperature fields, and embryo survival. With methodical mapping, time‑series cameras, and environmental DNA, scientists can track whether nurseries remain stable or drift with geologic rhythms. Key implications include: Enhanced understanding of deep‑sea reproduction at hydrothermal sites. New conservation targets centered on geothermal nurseries. Comparative studies with other volcanic regions, from the Galápagos to rift zones. Biotechnological insights from organisms adapted to long, cold development. Better models of how seafloor heat shapes regional biodiversity. Methods behind the revelation Remotely operated vehicles threaded through chimney fields, gathering video, temperatures, and mineral signatures. High‑definition imagery captured the distinctive, horned egg cases, their edges dusted with fine volcanic silt. Geochemical profiles mapped how heat and chemicals disperse, outlining the “thermal lanes” where eggs most cluster. Combined, these datasets reveal a nursery organized by geothermal topography, with egg‑cases concentrated in pockets of gentle, sustained warmth. A fragile boon in a changing ocean Deep‑sea environments feel remote, yet they intersect with global pressures: mining proposals, cable routes, and shifting oxygen levels. The nursery’s resilience hinges on stable heat flow, intact substrates, and minimal disturbance from noise or sediment. Safeguarding such places is not just about protecting novelty; it preserves a slow, ancient strategy that lets large, long‑lived animals endure in the coldest reaches of the Pacific. Where geology and biology meet, the planet’s deep time still writes living stories. This volcano‑warmed nursery adds a vital chapter to that story, revealing how subtle thermal gifts can tip the scales toward life in the abyss. With each dive, researchers trace the contours of an unseen world, where fire feeds water, and water—against all odds—feeds the future.
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