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Startup Mantra: Finding viable solution to address industrial wasteAbstract Security Joins Forces with Analytica42 to Supercharge Integration Delivery including integration to Google SecOps Platform

Adolescent chimps are, in some respects, rather similar to their human counterparts. They live with mum until well into their teens, are sometimes a bit cheeky and, being highly social animals, struggle to survive alone until they have been taught how to fend for themselves. So when poachers kill mother chimps for food, keep the young chained in captivity for the exotic pet trade, or the family group is destroyed when its forest home is cleared for commercial palm oil plantations, the orphaned chimps need help. In Cameroon, the NGO Papaye International runs a sanctuary for the endangered animals on three islands in the Douala-Edea national park. “The chimpanzees in the sanctuary are chimpanzees that have had a tragic past due to poaching, deforestation and groups that have been killed,” said Marylin Pons Riffet, the 57-year-old French head of the charity. “We only take in orphaned chimpanzees, who are young and therefore need the helping hand of man after having had a gun pointed at them or their habitat destroyed,” she told AFP. The charity helps the orphans become re-accustomed to surviving in semi-wild conditions, but on islands away from their only predator — the humans with whom they share 98 percent of their DNA and a good degree of behaviour. Populations of common chimpanzees, which used to roam across 26 countries in equatorial Africa, have plummeted since the 1980s, and they are at risk of extinction in the wild. Fabrice Moudoungue, a 39-year-old carer, travels by boat every day to bring food to the three rainforest-covered islands on the Sanaga river where Papaye International’s 34 chimps live “Here Water Lily! Here Star!” he calls. The chimps, who recognise his voice, scamper excitedly along the bank of Yakonzo-Okokong Island towards the boat and hug him when he wades out to offer them bananas, coconut, tomatoes and dates.

New Travel Trends in 2025 with Wellness Tourism, Astro-Tourism, Sustainability, Multi-generational Trips, Vintage Voyaging and Others

TD Asset Management Inc. Announces Final Annual Reinvested Distributions for TD ETFs

Evaluating strategic options for iopofosine I 131 a late-stage clinical program with compelling Phase 2 data and a substantial market opportunity Focusing on advancing radiotherapeutic assets including alpha- and Auger-emitting radioconjugates into Phase 1 solid tumor studies FLORHAM PARK, N.J., Dec. 10, 2024 (GLOBE NEWSWIRE) -- Cellectar Biosciences, Inc. CLRB , a late-stage clinical biopharmaceutical company focused on the discovery, development and commercialization of drugs for the treatment of cancer, today announces a strategic update on its clinical development programs for its proprietary phospholipid ether drug conjugate platform that delivers a broad array of therapeutic modalities to target cancers. Due to recent communications with the U.S. Food and Drug Administration (FDA, or the Agency) regarding a confirmatory study to support accelerated approval and the regulatory submission for iopofosine I 131, the Company has decided to pursue strategic options for the further development and commercialization of this product candidate. The CLOVER-WaM study was conducted in accordance with earlier FDA communications from an end of Phase 2 meeting and from a meeting in early 2024, during which the Company was informed that positive results for major response rate (MRR) as the primary endpoint could be acceptable to support accelerated approval of iopofosine I 131 as a treatment for Waldenstrom's macroglobulinemia (WM). Based upon a recent Type-C meeting with the FDA, the Company now believes that a submission seeking accelerated approval would need to be based on the MRR data from CLOVER-WaM and enrollment in a randomized, controlled confirmatory study that is designed to generate data on progression-free survival (PFS). "While iopofosine I 131's positive WM data along with the high unmet medical need for these patients support further investment, we have determined that such a program may best be brought to market by a larger organization with greater resources. Importantly, partnering or divesting this program supports our commitment to providing this potentially life-saving drug to the patients who need it as quickly as possible," stated James Caruso, president and CEO of Cellectar. "We believe iopofosine I 131 represents a compelling opportunity as it has shown strong efficacy and good tolerability based on our clinical studies. Moreover, the commercial work we conducted demonstrates iopofosine I 131's substantial market opportunity based upon the product profile, which includes off-the-shelf global distribution, orphan pricing and existing unmet medical need." Cellectar remains confident in the potential of its phospholipid ether drug conjugate platform and the targeted radiotherapies in its development pipeline. Iopofosine I 131's clinical success validates the platform's ability to target cancers and Cellectar will leverage its experience to focus on the development of its earlier clinical programs. Specifically, Cellectar will focus on those assets it believes have the highest therapeutic potential and opportunity for value creation. As highlighted by recent acquisitions and collaborations within the radiopharmaceutical sector, precision isotopes like alpha- and Auger-emitters have emerged as the leading therapeutics of interest. Consequently, the Company will now focus its resources on targeting solid tumors by advancing CLR 121225, its actinium-225 based program, and CLR 121125, its iodine-125 Auger-emitting program into the clinic. Cellectar expects to file Investigational New Drug applications in the first half of 2025 for both CLR-121225 and CLR-121125, which will allow the initiation of Phase 1 clinical studies in solid tumor cancers. Both programs have demonstrated robust in vivo activity, tolerability, excellent targeting and uptake in preclinical solid tumor models. The Company believes this approach will provide an expedited timeframe to achieve safety and proof-of-concept data in patients. The Company's strategic reprioritization will impact all departments and result in an immediate reduction in headcount of approximately 60%, which should be complete by the end of the fourth quarter 2024. The Company anticipates that the implementation of the restructuring will extend its cash runway into the third quarter of 2025. "We are being methodical in our efforts to reorganize the company with the goal of conserving cash while maintaining the flexibility to execute immediate priorities and build for long-term growth and value creation. This reorganization is difficult but necessary for the future growth potential of Cellectar," said Mr. Caruso. "I want to extend my deepest gratitude to our departing employees for their significant contributions to our work and their dedication to making a difference in the lives of patients." About Cellectar Biosciences, Inc. Cellectar Biosciences is a late-stage clinical biopharmaceutical company focused on the discovery and development of proprietary drugs for the treatment of cancer, independently and through research and development collaborations. The company's core objective is to leverage its proprietary Phospholipid Drug Conjugate TM (PDC) delivery platform to develop the next-generation of cancer cell-targeting treatments, delivering improved efficacy and better safety as a result of fewer off-target effects. The company's product pipeline includes lead asset, iopofosine I 131, a small-molecule PDC designed to provide targeted delivery of iodine-131 (radioisotope), CLR 121225, an actinium-225 based program being targeted to several solid tumors with significant unmet need, such as pancreatic cancer, CLR 121125, an iodine-125 Auger-emitting program targeted in other solid tumors, such as triple negative breast, lung and colorectal, proprietary preclinical PDC chemotherapeutic programs and multiple partnered PDC assets. In addition, iopofosine I 131 is under evaluation in Phase 2b studies for relapsed or refractory multiple myeloma (MM) and central nervous system (CNS) lymphoma, alongside the CLOVER-2 Phase 1b study, targeting pediatric patients with high-grade gliomas, for which Cellectar is eligible to receive a Pediatric Review Voucher from the FDA upon approval. The FDA has also granted iopofosine I 131 Orphan Drug and Fast Track Designations for various cancer indications. New data from the CLOVER-WaM Phase 2 clinical trial were recently presented in an oral presentation at the 66th American Society of Hematology Annual Meeting and Exposition (ASH 2024). For more information, please visit www.cellectar.com or join the conversation by liking and following us on the company's social media channels: Twitter, LinkedIn, and Facebook. Forward-Looking Statement Disclaimer This news release contains forward-looking statements. You can identify these statements by our use of words such as "may," "expect," "believe," "anticipate," "intend," "could," "estimate," "continue," "plans," or their negatives or cognates. These statements are only estimates and predictions and are subject to known and unknown risks and uncertainties that may cause actual future experience and results to differ materially from the statements made. These statements are based on our current beliefs and expectations as to such future outcomes. Drug discovery and development involve a high degree of risk. Factors that might cause such a material difference include, among others, uncertainties related to the ability to raise additional capital, uncertainties related to the disruptions at our sole source supplier of iopofosine, the ability to attract and retain partners for our technologies, the identification of lead compounds, the successful preclinical development thereof, patient enrollment and the completion of clinical studies, the FDA review process and other government regulation, our ability to obtain regulatory exclusivities, the availability of priority review vouchers, our ability to successfully develop and commercialize drug candidates, competition from other pharmaceutical companies, product pricing and third-party reimbursement. A complete description of risks and uncertainties related to our business is contained in our periodic reports filed with the Securities and Exchange Commission including our Form 10-K/A for the year ended December 31, 2023, and our Form 10-Q for the quarter ended September 30, 2024. These forward-looking statements are made only as of the date hereof, and we disclaim any obligation to update any such forward-looking statements. Contacts MEDIA: Christy Maginn Bliss Bio Health 703-297-7194 cmaginn@blissbiohealth.com INVESTORS: Anne Marie Fields Precision AQ 212-362-1200 annemarie.fields@precisionaq.com © 2024 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.Amazon has just slashed the price of a dehumidifier that claims to be a game-changer for those battling damp in their homes. The 12L Pro Breeze device , praised as "ideal for damp, condensation and laundry drying" in its product description, is now up for grabs at £111.99—a sizable reduction of 20% from its original £139.99, courtesy of a time-sensitive promotion. The six litre version is also discounted to £99.99 if you need something more compact. The 12litre size is the best price we've seen compared to B&Q (£129.99) and Tesco (£114.99). The gadget features an "ultra-efficient" compressor, a convenient 24-hour on/off timer, and a power-conserving auto shut-off function, all designed to help lessen electrical consumption and slash energy bills. Moreover, it boasts "quiet dehumidification". READ MORE: Ninja knocks £170 off 'amazing' non-stick 7-piece ceramic cookware set READ MORE: Butlin's festive breaks offer magical Christmas getaways with Santa visits starting at £180 According to the listing on the website: "This powerful dehumidifier for home uses the latest ultra-quiet compressor technology to combat damp without disturbing you in the kitchen, bedroom, bathroom, conservatory or garage." Described as "The ideal dehumidifier for use in medium to large rooms around the house," it combats moisture to prevent wall mould and stale odours. The unit can remove up to 12 litres of water daily and includes a substantial 1.8-litre water tank that stops when full, along with a drainage hose for uninterrupted use. Scoring an impressive 4.6 out of 5 by 7,980 Amazon patrons , one satisfied customer exclaimed it was "amazing" and shared: "We've had this for less than 24 hours and it's amazing," reports Chronicle Live . "We put it in my daughter's room as hers gets the least sun and gets more damp. I've already emptied it after about 6 hours and on this cold, autumn morning, her room is the ONLY room in the whole house to have ZERO condensation on her windows. I wish we could budget getting one in every room." Another customer shared: "I bought two of these dehumidifiers to reduce the dampness in our rooms as we have a level of up to 80% in our bedrooms overnight during October and we don't have the heating on much. After they've been on for an hour the humidity drops to around 65%. I have to leave them on for much longer to get this closer to 50%." "The fan speed and sleep option is great as you can reduce the noise and/or turn off the display. My only issue with them is the humidity percentage shown doesn't appear accurate. Both are between 10-15% lower compared to my Tapo wireless humidity monitor. They do work well though and I'm emptying the water almost every day during wet and cooler weather." A third customer added: "Compared to our older 12/l per day one I use in the utility room this one is much quieter. It's in use on the landing to run overnight, capturing moisture from the bathroom etc." "Can't fault it, simple controls and with it on the landing no issues sleeping with the noise. Possibly wouldn't want it in the bedroom but that's subjective and depends on how sensitive you are to noise- this one is as quiet as compressor types come through." The 12L Pro Breeze dehumidifier is available for purchase on Amazon . You can get the six litre version for £99.99. Other retailers are also offering deals on dehumidifiers. For instance, Currys has a ZANUSSI Portable Dehumidifier on offer for £159, reduced from £174. This device can extract up to 18 litres of water per day, which can be emptied in 2.5 litre increments. And for a seriously heavy duty dehumidifier, Argos has the Meaco Dry Arete One 20 Litre Dehumidifier down from £275 to £260.

Former President Jimmy Carter , who devoted his life after the presidency to humanitarian efforts, died Sunday at 100. He won the Nobel Peace Prize in 2002 for his work in finding peaceful solutions to international conflicts, advancing democracy and human rights, and promoting social and economic development. For more than 35 years, Carter and wife Rosalynn volunteered with Habitat for Humanity, joining “Habitat builds” in the United States and abroad. They also founded the Carter Center , committing to human rights and to alleviating human suffering. Jimmy Carter, a peanut farmer from Georgia, served one term in the White House before losing the 1980 presidential election to Ronald Reagan. Carter served as a naval officer before entering politics he was elected governor of Georgia in 1970. Here are a few of the former president’s memorable quotes. On war and peace “War may sometimes be a necessary evil. But no matter how necessary, it is always an evil, never a good. We will not learn how to live together in peace by killing each other's children. The bond of our common humanity is stronger than the divisiveness of our fears and prejudices.” – Nobel lecture on Dec. 10, 2002, after winning the Nobel Peace Prize On government watchdogs “Thoughtful criticism and close scrutiny of all government officials by the press and the public are an important part of our democratic society.” – Presidential farewell address on Jan. 14, 1981 Peacemaker, not policeman “We have no desire to be the world's policeman. But America does want to be the world's peacemaker.” – 1979 State of the Union address On marijuana decriminalization "Penalties against possession of a drug should not be more damaging to an individual than the use of the drug itself; and where they are, they should be changed. Nowhere is this more clear than in the laws against possession of marijuana in private for personal use. We can, and should, continue to discourage the use of marijuana, but this can be done without defining the smoker as a criminal." – 1977 message to Congress about drug abuse On Abu Ghraib and Guantanamo “Since 2001, the U.S. government has abandoned its role as a champion of human rights and has perpetrated terrible and illegal abuses in prisons in Abu Ghraib and Guantanamo, sent prisoners secretly to other nations to be tortured, denied the applicability of the Geneva Convention restraints, and severely restricted time-honored civil liberties within our own country. Certain political leaders of other nations, who are inclined to perpetrate human rights abuses to quiet dissenting voices and were previously restrained by positive influence from Washington, now feel free to emulate or exceed the abuses approved by American leaders.” – 2007 book, "Beyond the White House: Waging Peace, Fighting Disease, Building Hope" On human rights “I realize that violence is not more prevalent today than in previous periods of human history, but there is a difference. We have seen visionary standards adopted by the global community that espouse peace and human rights, and the globalization of information ensures that the violation of these principles of nonviolence by a powerful and admired democracy tends to resonate throughout the world community. We should have advanced much further in the realization of women's rights, given these international commitments to peace and the rule of law.” – 2014 book, "A Call to Action: Women, Religion, Violence, and Power" On children and gun violence “Every day in the United States, seventeen children are killed by gunfire. That’s about 6,000 children each year who are killed by guns, as compared, for example, with about 3,000 a year who died at the height of the polio epidemic of the 1950s. We rose up as a society to fight against polio. Why do we not act more forcefully to halt today’s even greater scourge?” – 1997 book, "Sources of Strength: Meditations on Scripture for a Living Faith" On drugs and the justice system "I don't think there's any doubt that the drug culture has shaped at least one major change, and that is the treatment of prisoners. When I was governor, I competed with other progressive Southern governors in who could reduce our prison population the most. ... But now, with the increase of the drug culture, politicians brag about how many prisons they’ve built. We have a massive increase in prison occupancy, and the punishment for drug use has become the pre-eminent basis for overloading our courts and prisons." – 2007 Rolling Stone interviewANDERSON TOWNSHIP, Ohio (AP) — Bengals quarterback Joe Burrow's home was broken into during Monday Night Football in the latest home invasion of a pro athlete in the U.S., authorities said Tuesday. No one was injured in the break-in, but the home was ransacked, according to a report provided by the Hamilton County Sheriff's Office. Deputies weren't immediately able to determine what items were stolen. A person who is employed by Burrow arrived at the Anderson Township home Monday night to find a shattered bedroom window and the home in disarray. The person called their mother, and then 911 was contacted, according to the report. Deputies reached out to neighbors in an attempt to piece together surveillance footage. “Our investigators are exploring every avenue,” public information officer Kyla Woods said. The homes of Chiefs stars Patrick Mahomes and Travis Kelce were broken into in October. In the NBA , Milwaukee Bucks forward Bobby Portis had his home broken into Nov. 2 and Minnesota Timberwolves guard Mike Conley Jr.'s home was burglarized on Sept. 15 while he was at a Minnesota Vikings game. Portis had offered a $40,000 reward for information. Both the NFL and NBA issued security alerts to players after those break-ins, urging them to take additional precautions to secure their homes. In league memos previously obtained by The Associated Press, the NFL said homes of professional athletes across multiple sports have become “increasingly targeted for burglaries by organized and skilled groups.” And the NBA revealed that the FBI has connected some burglaries to “transnational South American Theft Groups” that are “reportedly well-organized, sophisticated rings that incorporate advanced techniques and technologies, including pre-surveillance, drones, and signal jamming devices.” Some of the burglary groups have conducted extensive surveillance on targets, including attempted home deliveries and posing as grounds maintenance or joggers in the neighborhood, according to officials. AP NFL: https://apnews.com/hub/nfl

The European Commission has approved a Romanian state aid measure worth €790 million (approximately RON 3.9 billion ) to address the exceptional costs associated with the closure of four uncompetitive coal mines in the Jiu Valley — Lonea , Lupeni , Livezeni , and Vulcan . This decision aligns with the European Union’s state aid rules and supports Romania’s efforts to phase out coal production by 2032, in accordance with the National Recovery and Resilience Plan and the Territorial Plan for a Just Transition . The beneficiary of this measure is Societatea Complexul Energetic Valea Jiului S.A. , the operator of the four mines and the Paroșeni power plant . The allocated funds will cover social costs for workers affected by the mine closures, as well as safety and environmental rehabilitation measures. This includes securing mine shafts, repairing environmental damage, and reclaiming land for future use. The aid will be allocated for eligible costs incurred between October 1, 2023, and December 31, 2032 . To ensure transparency and compliance, an independent consultant will be appointed to monitor coal extraction, ensuring it is limited to public safety needs, such as preventing spontaneous combustion. Annual reports will be provided to maintain oversight. “This measure will help Romania carry out the necessary safety and rehabilitation work to facilitate mine closures while mitigating the social impact of the transition. It ensures that no one is left behind in the green transition,” said European Commission Vice-President Margrethe Vestager . The European Commission evaluated the measure under Article 4 of Council Decision 2010/787/EU , determining that the aid strictly covers the exceptional costs arising from the mine closures, with no link to current production. Based on these findings, the Commission deemed the measure compatible with EU internal market rules.Innovation and business go hand in hand — and that's constantly on enterprise leaders' minds, regardless of their industry. Executives must understand how technological advancements, systemic barriers, and generational shifts are affecting their growth, then strategize accordingly. Business Insider's annual list of people transforming business highlights these leaders who work in media, finance, technology, transportation, and labor. Advertisement The WNBA's first female commissioner, Cathy Engelbert, is spearheading a transformation in the sports sector with her focus on fan engagement and equity among players. In finance, Leon Sinclair is leveraging data and analytics to reshape the world of alternative investments at Preqin, where he's an executive vice president. Mike Hopkins, the head of Amazon's Prime Video and MGM Studios, is forging an ad-focused entertainment-business strategy that could redefine how content is made and consumed in the digital age. Below, in alphabetical order by first name, are the 10 business leaders our reporters and editors credit with shaking up and remolding their industries. Anna-Lisa Miller, executive director of the KKR-cofounded nonprofit Ownership Works Ownership Works Employers often say they prefer to hire employees who act like owners. As the executive director of the nonprofit Ownership Works, Miller aims to get employers to act on that ethos. "It's not credible to ask employees to feel, think, and act like owners if you don't give them a financial ownership stake," Miller said. Advertisement Since its founding in 2021, Ownership Works and its corporate partners have shared $570 million in wealth across six companies and worked with more than 160,000 workers at 113 companies. One way Miller seeks to convince business owners of the merits of employee shareholding is by showing them how it can improve the bottom line. She pointed to a time an employee in an Ownership Works company helped their employer save money by replacing a component costing $100 with a 3D printed part that cost just a few dollars. "They often know where the company is losing money or making a mistake or where things could be better," Miller said. "And they often have ideas for how to fix the problem. It's just nobody ever asked them to." Miller's career in employee ownership grew out of an interest in community development. Early in her career she helped a nonprofit in Hawaii create farming cooperatives, and she worked with another nonprofit to convert small businesses into worker cooperatives. Advertisement Miller said she wanted to find scale, so she approached Pete Stavros, KKR's cohead of private equity. Stavros first experimented with employee ownership at a garage-door manufacturer in 2015, leading to some of KKR's best results. He was looking to spread that model further. After announcing the creation of Ownership Works with a $10 million donation, Stavros hired Miller as his first employee. Now it's her job to help the company's 25 private-equity partners, including KKR and Apollo, institute plans in their portfolios. She does this in part by partnering with accountants, lawyers, and professional-services firms to make it easier to create these plans, acting as an employee-ownership consultancy. The organization also collects and shares metrics of success, such as hundreds of millions of dollars in grants to employees and decreasing turnover and higher profits at companies with employee ownership. She's helping the nonprofit expand beyond private equity. Ownership Works recently worked with the cold-storage company Lineage to give $100 million in IPO proceeds to its employees and create a stock-ownership plan. Advertisement Miller believes that expanding employee ownership could significantly narrow the wealth gap and reduce financial insecurity. Arthur Sadoun, CEO of Publicis Groupe Publicis Groupe Sadoun said he mostly received pushback when, in 2017, he told creative agencies that the future of creativity was commerce and AI. "It's funny when you look at what happened now," Sadoun, the chief executive of the French advertising giant Publicis Groupe, told BI. Back then, Sadoun faced a daunting task. He had just taken over as the third-ever leader of the 91-year-old company, home to the storied agencies Leo Burnett, Saatchi & Saatchi, and Publicis Conseil, which had created iconic advertising like the Marlboro Man, Tony the Tiger, and "Labour Isn't Working." Advertisement But Publicis was languishing behind its competitors having lost key clients like McDonald's. Financial growth was anemic. Sadoun embarked on a plan to turn Publicis from a communications partner to a company that could help clients transform their businesses. He sought to break down silos between Publicis' various agencies and help them retool around a bet on "personalization at scale," advanced by the biggest acquisition in its history: the 2019 purchase of the data marketing firm Epsilon for $4.4 billion. "The financial market did not like that," Sadoun said. Neither did many of Publicis' own employees, particularly the Don Draper-esque creatives who were maddened that an outsize focus on data and programmatic ads meant the Parisian company would lose its je ne sais quoi. Competitors mocked Publicis' multimillion-dollar investment in creating an AI platform. Advertisement Sadoun and Publicis are having the last laugh. At about $27 billion, Publicis' market capitalization is the largest of any individual advertising-agency holding company. It's forecast to end the year with the largest annual revenue, too, with the combination of its data and media offerings representing about half of its sales. While 2024 was a cause for celebration, it faces challenges ahead: This month, its rival Omnicom announced a deal to acquire Interpublic Group that would create the largest ad-agency network. Sadoun described Publicis' award-winning campaign for the French telco Orange as a good outward representation of its modernized offering to marketers. The commercial begins with stars from the French men's national football team flaunting their skills. The reveal — using VFX and deepfake technology — is that the stars of the ad were in fact from Les Bleues , the women's national team. Sadoun credits his leadership team and employees for Publicis' turnaround. He has a more personal hope for his own legacy. Advertisement In 2022, Sadoun had an operation to remove a tumor in his neck that turned out to be cancerous. Unusually for the CEO of a public company, he disclosed his diagnosis before he underwent treatment: grueling rounds of chemo and radiotherapy that would affect the jet-setting executive's ability to travel. He was flooded with messages revealing that many people were hiding their chronic illnesses from their employers and colleagues. The following year, Sadoun helped launch the Working with Cancer Pledge, which encourages companies to commit to offering more recovery-focused working environments. More than 600 companies have signed up, and the initiative was promoted with a splashy Super Bowl ad bought and created by Publicis last year. "My one mission in life now, apart from my family, is to erase the stigma of cancer in the workplace," Sadoun said. Cathy Engelbert, commissioner of the WNBA WNBA 2024 was a transformative year for the WNBA. It said that attendance increased by nearly 50% year over year and that ratings on ESPN were up by 170% from last season, fueled in part by its rookie stars like Caitlin Clark and Angel Reese. Sponsorship deals have boomed, bringing in advertisers newer to the sports world like Bumble and Skims. Advertisement Presiding over its astronomical growth is Engelbert, a former Deloitte CEO who became the league's commissioner in 2019. The league has been planting the seeds of its growth for a while. It gained attention by playing during the pandemic in a bubble. It raised $75 million from investors, allowing it to invest in marketing and fan engagement. And it landed sponsorships on its own, separate from the NBA. External factors like the rise of "name, image, and likeness" deals and social media also helped draw attention to the sport. "The thing that was overlooked is that Rome wasn't built in a day," Engelbert told BI. "We didn't do this overnight." One emphasis was on improving the fan experience by meeting spectators where they were, such as updating the app to look more like TikTok, Engelbert said. The WBNA is a big brand now, and with its growth has come scrutiny. Engelbert took heat when she didn't directly condemn threatening comments on social media toward players but likened the situation to a rivalry between male players in the 1970s. She later apologized, promising to do better. Advertisement "We've been debriefing around a lot of things that happened this year," Engelbert told BI, adding that the league was looking at beefing up security and mental-health resources. "The vitriol our players, me, we all get, we're going to try to tackle that multidimensionally." Engelbert also wants to talk about the flip side. Related stories "There's a huge negative to all the vitriol, but there's also people caring about the league like they haven't before," she said. "Apathy's the death of a brand, and there's no more apathy." The WNBA, which is majority-owned by the NBA, remains unprofitable; several outlets described sources as saying it was on track to lose $40 million or more this season. The WNBA declined to comment. Advertisement Increased sponsorship and media rights will be crucial to keeping up the W's momentum and getting in the black. In a big start, the women's league recently struck an 11-year, $200 million media-rights deal, up from its current deal of $60 million a year. Engelbert also has her sights set on global expansion, starting with the WNBA getting its first Canadian franchise next year. Corporate sponsorships are catching up to the rise of women's sports. Engelbert is ready to capitalize, with stats to appeal to the bottom line. "There's a little scratching and clawing to make sure the old view of the WNBA is not the current view," she said. "Our fans are actually likely to buy from you. So we say this is a good business decision for you." Fei-Fei Li, cofounder and CEO of World Labs Greg Sandoval/Business Insider Almost 20 years ago, while she taught at Princeton, Li, known as the "godmother of AI," tested the hypothesis that everything humans could see could be categorized and labeled. This idea built off her graduate research focused on object recognition. Li harnessed the power of crowdsourcing to pioneer ImageNet, a database of 15 million images that became the foundation of computer-vision and deep-learning research. Advertisement Li has continued advancing this research. This year, she and the leading AI researchers Justin Johnson, Christoph Lassner, and Ben Mildenhall launched World Labs, a startup that aims to take AI beyond large language models. It's valued at $1 billion. With $230 million in funding from investors like Andreessen Horowitz, AMD Ventures, and Nvidia's NVentures, World Labs is seeking to explore AI applications in the two-dimensional plane of pixels and in 3D worlds with spatial intelligence. In December, World Labs dropped its first AI project: a tool designed to turn any image into a 3D model. Since her initial research breakthroughs, Li has testified before Congress about applying responsible ethics to AI and has advocated the inclusion of more women and people of color in the field . "Language is important but, as humans, much of our ability to understand and interact with the world is based on what we see," Li wrote in an op-ed article in The Economist in November. Advertisement She believes spatial intelligence — which can help with developing robots that look after older adults, or extra hands for a surgeon — is what truly human-centered AI will look like. She's now a codirector of Stanford University's Institute for Human-Centered AI and serves as the Sequoia Capital professor of computer science at Stanford. Li has also worked as a vice president and chief scientist of AI and machine learning at Google Cloud . Jensen Huang, CEO of Nvidia Tom Williams/Getty Images; BI Huang is becoming the stuff of legend. He has a reputation as a genius, a visionary, and a workaholic . Bosses everywhere want to know his every theory of management to replicate even a fraction of his success. That's because Nvidia has gone from a niche tech firm to one of the most valuable companies in the world in a little more than two years. Advertisement After decades of toiling out of the limelight, providing the video-gaming industry with graphics chips to render complex, ever-changing imagery but not gaining much name recognition beyond it, Nvidia burst into broader consciousness in 2022, after ChatGPT came to the market. Word quickly spread that the company had for years been buying thousands of Nvidia graphics processing units — it turned out that the kind of computing they're best at is similar to the demands of artificial intelligence. Huang actually donated OpenAI's first eight GPUs, delivering them himself. But Huang anticipated the connection between his chips and AI long before then — he just didn't know how it would materialize. Huang, 61, was born in southwestern Taiwan. He studied electrical engineering at the University of Oregon and Stanford. He had a few jobs in the semiconductor industry, including at Nvidia's major competitor AMD, until he founded Nvidia at 30 with Chris Malachowsky and Curtis Priem. Despite the recent spotlight on him now, Huang has staying power. He's one the longest-serving tech CEOs, with more than 30 years at the helm. In a recently published memoir, Morris Chang, the founder of Nvidia's most important supplier, Taiwan Semiconductor Manufacturing Company, described offering Huang the CEO job at TSMC . Advertisement Even now that Nvidia has a market capitalization of more than $3 trillion, Huang sees his work as far from finished. "I watched Jensen make these kinds of bets that are far-reaching, where there's a lot of ambiguity as to when it's going to happen or not," Rev Lebaredian , a vice president of omniverse and simulation technology at Nvidia, told Business Insider this year. Huang is usually right. The journey to enter 2025 with hundreds of foundation models chasing ChatGPT started for Nvidia in about 2006. The next big journey may be self-driving cars and robots , or something else entirely. Some investors still worry that when it comes to Nvidia, what goes up must come down. But investors also believe that if anyone can see or make the future, it's Huang. Advertisement Leon Sinclair, executive vice president of Preqin Preqin Sinclair, who grew up in the market town of Rugby in the middle of England, didn't picture a career in finance. "We never really spoke about money around the dinner table or anything like that because there was never any of it," the 42-year-old told Business Insider in an interview. Now Sinclair is helping demystify private markets and powering its growth through data. With civil service in mind, he studied political science at Loughborough University and joined England's Department of Health shortly after graduating in 2004. But Sinclair, a competitive basketball and track athlete, quickly tired of the bureaucracy and craved a faster-paced work culture. Advertisement After six months, he left for a research-analyst position at Intercontinental Exchange, the operator of major stock exchanges like the New York Stock Exchange and clearinghouses. The finance novice was eager to catch up and learn as much as he could about debt products and subprime markets. He left in 2010 for the data provider Markit, well before the firm merged with IHS and was acquired by S&P Global. Throughout his two-decade career he has maintained a sense of intellectual curiosity, describing himself as one of the most avid readers of industry news among his peers. Drawn to the complexity of private markets, he pivoted away from credit to build IHS Markit's private-equity and debt division. In 2023, he joined the private-markets-data powerhouse Preqin. "You see some of the most innovative companies in the world, and you work with some of the most innovative funds in the world who are deploying capital into just really interesting spaces," he said. Sinclair oversees how Preqin addresses the needs of fund managers, investment banks, and placement agents, representing some 3,000 front-office teams, trying to navigate the opaque industry of private markets. Preqin says the asset class has more than doubled to $16.8 trillion in assets under management over the past five years. Preqin's data can be used, for instance, to target limited partners for fundraising or create customized benchmarks to better convey performance to investors. Advertisement Private markets are becoming more transparent as providers like Preqin find ways to combine publicly available and proprietary data, Sinclair said. In June, his division launched a data tool to analyze deals across 6,500 funds. This aggregated data can be used to back up valuations in negotiations or identify which financial factors, such as revenue growth or debt pay-down, contributed the most value to a successful deal. The firm's insights are set to become more widely available, as BlackRock is set to acquire Preqin for $3.2 billion. Sinclair said it's easier for individual investors to participate in private markets than ever before, pointing to the growth of data products and favorable regulatory developments. But he added that having options isn't the same as understanding them. "There's a massive amount of education to do. Alternatives have a totally different vocabulary, a different way of thinking about performance, a different way of thinking about risks to the types of products," he said. "I think there's also an obligation of the industry to build the right analytical tools, the right educational tools, datasets to bring the mass affluent along on that journey." Advertisement Marin Gjaja, CEO of Ford Model e Ford Model e The electric-vehicle market has experienced tremendous upheaval in the past year, and car companies are scrambling to understand today's EV buyers. Related stories At Ford, Gjaja, the chief operating officer of the Model e electric division, is tasked with navigating the money-losing division through huge changes in demand and customer profiles. After years of growth in the EV segment driven by wealthy early adopters, car companies face the challenge of selling these expensive and complex vehicles to more-regular customers. Ford split its gas and electric divisions in 2022 in a bid to speed up EV development. The company's EV strategy has changed a few times since then, but Ford still breaks out its financial performance: So far in 2024, the Model e division has lost $3.6 billion. Advertisement In his operations role, Gjaja is trying to reverse those losses by working with Ford's dealers to improve customer experiences and perceptions. Before joining Ford in 2022, Gjaja was a senior partner at Boston Consulting Group, where he worked with clients in retail, technology, and automotive, among other industries. He's putting those years of consulting experience to work as Ford tries to bridge the gap between the wealthy early adopters behind the initial success of vehicles like the Mustang Mach-E and the F-150 Lighting and the more-practical customers who more often leave the lot with a hybrid. While higher prices have turned off some of these new EV shoppers, Gjaja said at an automotive conference in September that this cohort was considering a lot more than sticker price — including their distance from the nearest charger, the cost of charging, battery life, and resale values. Gjaja argued that simply discounting electric cars wouldn't be enough to convince shoppers and certainly wouldn't solve Ford's profitability problem in its Model e division. Advertisement Instead of focusing on "functional economics," Gjaja said, he examines the "behavioral economics" of EV adoption. He said the journey from what he called an EV denier to a long-term convert could take up to three years. "My job is to figure out how to sell and market a vehicle that people don't appreciate its value until they own it for three years," Gjaja said. Mike Hopkins, head of Amazon's Prime Video and MGM Studios Prime Video & Amazon MGM Studios Amazon is a retail and cloud powerhouse, and thanks to Hopkins, it's become a media powerhouse, too. Under Hopkins, Amazon now offers not just a wide variety of TV and films but some of the biggest sports franchises like the NFL and the NBA, and even news. Amazon spent $18.9 billion on video and music in 2023, up by 14% from 2022. According to the data firm Ampere Analysis, sports is a growing part of Amazon's entertainment outlay, accounting for 14.3% in 2024, up from virtually nothing five years ago. Advertisement Amazon's entertainment offerings help keep people subscribing to Prime , the free-delivery service that includes Prime Video and other benefits. But it's also becoming a moneymaker in its own right. In January, Amazon shook up the streaming-ads market when it turned on ads in Prime Video , driving down ad prices for competitors like Netflix while giving Amazon a big shot at the $28.8 billion pie that EMARKETER has forecast will be spent on streaming-TV ads this year. Morgan Stanley has estimated the move could bring in $3.3 billion in revenue this year, on top of Amazon's existing ad business, worth $47 billion in 2023. And with NFL and other streaming rights, Amazon is muscling in on traditional TV networks' turf and training viewers that it's the place to go for live sports. It's even dipped a toe in news, the last stronghold of traditional TV, with a Brian Williams-hosted election-night special . Hopkins' hire in 2020, along with the NBC entertainment vet Jennifer Salke's two years earlier, was a big signal that Amazon was serious about establishing itself as a key player in entertainment. Advertisement Hopkins is a product of legacy and digital entertainment, having been the chairman of Sony Pictures Television and the CEO of Hulu. At Amazon, he oversaw the $8.5 billion acquisition of the film studio MGM and pushed the company's entertainment studio to expand into broader fare. Prime Video also makes money by fulfilling its promise of being a one-stop shop for viewers by selling subscriptions to other companies' apps like Max, Starz, and, in its most recent flex, Apple TV+. "What we're trying to build is a next-generation entertainment service," Hopkins recently told Bloomberg . Prime Video captured just 3.7% of TV viewing in November, well behind Netflix (7.7%) and YouTube (10.8%), per Nielsen. Despite some wins, like the popular show "The Boys" and the buzzy film "Saltburn," it has a way to go in becoming a consistent hit factory. Still, since most people don't pay for Prime Video as a stand-alone service, it doesn't have the churn problem that dogs other streamers. As part of Amazon, Prime Video is also insulated from some of the financial pressures affecting other entertainment companies. Hopkins is still bringing financial discipline to bear, however. Advertisement Amazon cut hundreds of jobs across Prime Video and MGM Studios teams early in 2024. Hopkins recently told Bloomberg that the advertising ramp-up was a factor in pursuing NBA rights and that he expected Prime Video to be profitable "very soon." Prathibha Varkey, president of Mayo Clinic Health System Mayo Clinic Health System Since 2021, Varkey has been the president of the Mayo Clinic Health System, a network of 16 community hospitals and 45 multispecialty clinics across more than three dozen communities in Minnesota and Wisconsin. The facilities serve rural areas where care can otherwise be difficult to access. Varkey, who comes from a family of physicians, said her work focused on reaching patients without ready access to the sprawling Mayo Clinic campus in Rochester, Minnesota, and its world-renowned medical expertise. Varkey told Business Insider that part of her focus was finding new ways to incorporate technology so that more people can obtain care and administrative burdens can be reduced. That includes using artificial intelligence to help with diagnosing conditions and using technology so that clinicians can manage complex chronic conditions virtually. Advertisement The efforts also include introducing a mobile clinic that can go where routine and preventive care is needed and even provide wireless internet access so patients can confer with specialists. The clinic, which travels across southern Minnesota, offers virtual or in-person appointments. It has two exam rooms and a laboratory. "So now you have preventive exams, specialist visits that are occurring in very remote areas," she said. Varkey said Mayo Clinic Health System was also trying to bring medical expertise to rural residents through programs that connect small local clinics with specialists from hub sites or from Mayo's Rochester campus. Small clinics, she said, might have only a single nurse practitioner — nothing like the variety of disciplines a larger facility would have. "It's been very exciting to watch, and patients have really appreciated it as well," Varkey said. Advertisement Another effort to meet patients where they are is the organization's hospital-at-home program. Varkey said remote monitoring technology helped these patients remain with family and be more comfortable than they'd be in a medical facility. "You get the same Mayo care," she said, adding that the approach had been popular with patients. Varkey, who also holds an MBA from the University of Minnesota, returned to Mayo in 2021 after serving as the president and CEO of Yale New Haven Health Northeast Medical Group. From 2001 to 2013, Varkey held leadership positions at the Mayo Clinic in Rochester, including associate chair of the Department of Medicine, medical director of Ask Mayo Clinic, and program director of the Preventive Medicine Fellowship. Advertisement Varkey said the expanding capabilities of AI and discoveries in genomics and molecular medicine were "taking healthcare to the next level — and very fast." While those developments are exciting, Varkey said, they shouldn't distract from the primary goal of patient-centered care. Ranjit Kapila, chief operating officer and copresident of Parametric Parametric Kapila likes to stay ahead of the game. During the first 10 years of his career, the computer-science graduate completed four certifications each year while working as a tech consultant for firms like Nasdaq and Sallie Mae. While working at the hedge fund Citadel in the mid-2000s, he took MBA classes at night at Northwestern University. Advertisement "Everything in this field changes so quickly," he said. "Things change in finance and things change in tech at an ever increasing pace." Now Kapila is a copresident and chief operating officer of Parametric, a pioneer of direct indexing with $570 billion in assets under management. He joined Parametric in 2019 after rising up the ranks at BlackRock, overseeing portfolio construction management for its widely used Aladdin platform. Kapila moved to a much smaller firm to have a bigger impact. "It was an opportunity to kind of look at what Parametric has done well, think about how to build on the success, but then also take advantage of what's happening in the technology space and rethink how Parametric could operate, let's say, five years from that point," he said. His move was well timed. There has been a boom in direct indexing, a tax-savvy investing strategy of buying individual securities modeled off an index like the S&P 500. Two years after Kapila joined Parametric, Morgan Stanley acquired Parametric's parent company, Eaton Vance. Thanks to a wave of similar acquisitions, Parametric faces well-capitalized competitors such as BlackRock's Aperio and Franklin Templeton's Canvas. Industry stalwarts like Fidelity and upstarts like Envestnet also want a piece of the action. Advertisement Kapila said Parametric, founded in 1987, has experience and scale on its side. "I will say that given the technology trends, sometimes it's easy to come in and have a solution. It's much, much harder to have a scalable solution that will serve clients when the demand spikes," he said. "We're managing over 200,000 accounts for our clients. The level of scale, I think, often is a breaking point for some of the newer entrants." To stay ahead of the competition, Kapila is pushing Parametric to develop more automated products, such as Radius, which launched this year. Radius constructs fixed-income and equity portfolios and runs simulations to identify the best selections for portfolio managers. Kapila described it as a "turning point" for Parametric. "This is the first time we've had a product that's really end-to-end running in that automated platform manner with a person reviewing and approving and intervening as necessary," he said. Advertisement He plans to launch more cloud-native tools, which are easier to scale and manage, for other asset classes in 2025 and 2026. Parametric is also bringing its tax-savvy strategies to active management, launching Custom Active this summer. Rather than modeling portfolios off indexes, clients can pick equities off strategies from its asset-management partner Lazard or sports-league sponsors. "Those are examples where we can provide a tax overlay and help people get the advantages of direct indexing while managing to an active model," Kapila said. "There's a demand for that, and it's early days," he added, "but I think that's really what's playing out." Credits Series Editor: Julia Naftulin Reporters: Lara O'Reilly, Lucia Moses, Nora Naughton, Alex Nicoll, Tim Paradis, Brittany Chang, Helen Li, Hayley Cuccinello, Emma Cosgrove Editors: Nathan McAlone, Graham Rapier, Julia Naftulin, Michelle Abrego, Kaja Whitehouse, Rosalie Chan, Monica Melton, Clementine Fletcher Art Direction and Photo Editing: Alyssa Powell, Isabel Fernandez-Pujol Copyeditors: Emma LeGault, Nick Siwek

Two men, including a dual Iranian American citizen, have been arrested on charges that they exported sensitive technology to Iran that was used in a drone attack in Jordan that killed three American troops early this year and injured dozens of other service members, the Justice Department said Monday. The pair were arrested after FBI specialists who analyzed the drone traced the navigation system to an Iranian company operated by one of the defendants, who relied on technology funneled from the U.S. by his alleged co-conspirator, officials said. “We often cite hypothetical risk when we talk about the dangers of American technology getting into dangerous hands,” said U.S. Attorney Joshua Levy, the top federal prosecutor in Massachusetts . “Unfortunately, in this situation, we are not speculating.” The defendants were identified as Mahdi Mohammad Sadeghi, who prosecutors say works at a Massachusetts-based semiconductor company, and Mohammad Abedininajafabadi, who was arrested Monday in Italy as the Justice Department seeks his extradition to Massachusetts. Prosecutors allege that Abedininajafabadi, who also uses the surname Adedini and operates an Iranian company that manufactures navigation systems for drones, has connections to Iran's paramilitary Revolutionary Guard. They allege that he conspired with Sadeghi to circumvent American export control laws, including through a front company in Switzerland, and procure sensitive technology into Iran. Both men are charged with export control violations, and Abedini separately faces charges of conspiring to provide material support to Iran. A lawyer for Sadeghi, a naturalized U.S. citizen who was arrested Monday in Massachusetts, did not immediately return an email seeking comment. U.S. officials blamed the January attack on the Islamic Resistance in Iraq, an umbrella group of Iran-backed militias that includes Kataib Hezbollah. Three Georgia soldiers — Sgt. William Jerome Rivers of Carrollton, Sgt. Breonna Moffett of Savannah and Sgt. Kennedy Sanders of Waycross — were killed in the Jan. 28 drone attack on a U.S. outpost in northeastern Jordan called Tower 22. In the attack, the one-way attack drone may have been mistaken for a U.S. drone that was expected to return back to the logistics base about the same time and was not shot down. Instead, it crashed into living quarters, killing the three soldiers and injuring more than 40. Tower 22 held about 350 U.S. military personnel at the time. It is strategically located between Jordan and Syria, only 10 kilometers (6 miles) from the Iraqi border, and in the months just after Hamas’ Oct. 7 attack on Israel, and Israel’s blistering response in Gaza, Iranian-backed militias intensified their attacks on U.S. military locations in the region. Following the attack, the U.S. launched a huge counterstrike against 85 sites in Iraq and Syria used by Iran's Revolutionary Guard and Iranian-backed militia and bolstered Tower 22’s defenses. ____ Tucker and Copp reported from Washington.Trump picks Lori Chavez-DeRemer for labor secretary. Who is she?

As per the information received from the Ministry of Power, 271 EV public charging stations are installed in Chhattisgarh. Published: December 21, 2024 12:37 AM IST By Edited by As many as 25,202 public charging stations for electric vehicles (EVs) have been installed in the country to date, the government said on Friday. Karnataka leads with 5,765 EV public charging stations, followed by Maharashtra at 3,728 and Uttar Pradesh at 1,989, Minister of State for Heavy Industries and Steel, Bhupathiraju Srinivasa Varma, told the Rajya Sabha in a written reply. As per the information received from the Ministry of Power, 271 EV public charging stations are installed in Chhattisgarh. The Ministry of Heavy Industries (MHI) has been promoting the adoption of EVs in India. On September 29, 2024, the ministry notified the PM Electric Drive Revolution in Innovative Vehicle Enhancement (PM E-DRIVE) scheme to accelerate EV adoption, establish charging infrastructure and foster the development of the EV manufacturing ecosystem in the country. The scheme has a budget of Rs 10,900 crore for a two-year period. Of the total allocated budget, Rs 2,000 crore has been kept for the installation of EV public charging stations (EVPCS). The Ministry of Power also issued “Guidelines for Installation and Operation of Electric Vehicle Charging Infrastructure-2024” on September 17, outlining standards and protocols to create connected & interoperable EV charging infrastructure networks in the country. Charging infrastructure requirements depend upon the composition of electric vehicles, running patterns, terrain & geography, urbanisation patterns, the technology of EVs and the technology of charging equipment. “Since all these factors are still evolving, there is no global consensus on the number of charging points required for a certain number of EVs,” the minister said. As per the Vahan portal of the Ministry of Road Transport and Highways, the total registered electric two-wheelers in the country now stands at 28,55,015, with electric four-wheelers at 2,57,169 (as on December 4). Meanwhile, the EV charging market in the country is projected to reach $3.7 billion by 2030, led by increasing adoption. Battery swapping, particularly for two- and three-wheelers, is emerging as a popular solution in India, with major auto companies investing in battery-swapping technologies to make EVs more affordable and accessible. For breaking news and live news updates, like us on or follow us on and . Read more on Latest on . Topics

DETROIT — Starting in September of 2027, all new passenger vehicles in the U.S. will have to sound a warning if rear-seat passengers don't buckle up. The National Highway Traffic Safety Administration said Monday that it finalized the rule, which also requires enhanced warnings when front seat belts aren't fastened. The agency estimates that the new rule will save 50 lives per year and prevent 500 injuries when fully in effect, according to a statement. The new rule will apply to passenger cars, trucks, buses except for school buses, and multipurpose vehicles weighing up to 10,000 pounds. Before the rule, seat belt warnings were required only for the driver's seat. Under the new rule, outboard front-seat passengers also must get a warning if they don't fasten their belts. Front-center seats will not get a warning because NHTSA found that it wouldn't be cost effective. The agency said most vehicles already have warnings for the outboard passenger seats. The rule also lengthens the duration of audio and visual warnings for the driver's seat. The front-seat rules are effective starting Sept. 1 of 2026. Rear passengers consistently use seat belts at a lower rate than front passengers, the agency says. In 2022, front belt use was just under 92%, while rear use dropped to about 82%. About half of automobile passengers who died in crashes two years ago weren’t wearing belts, according to NHTSA data. The seat belt rule is the second significant regulation to come from NHTSA in the past two months. In November the agency bolstered its five-star auto safety ratings to include driver assistance technologies and pedestrian protection. Safety advocates want the Department of Transportation, which includes NHTSA, to finish several more rules before the end of the Biden administration, because President-elect Donald Trump has said he’s against new government regulations. Cathy Chase, president of Advocates for Highway and Auto Safety, urged the department to approve automatic emergency braking for heavy trucks and technology to prevent impaired driving.NEW YORK (AP) — No ex-president had a more prolific and diverse publishing career than Jimmy Carter . His more than two dozen books included nonfiction, poetry, fiction, religious meditations and a children’s story. His memoir “An Hour Before Daylight” was a Pulitzer Prize finalist in 2002, while his 2006 best-seller “Palestine: Peace Not Apartheid” stirred a fierce debate by likening Israel’s policies in the West Bank to the brutal South African system of racial segregation. And just before his 100th birthday, the Dayton Literary Peace Prize Foundation honored him with a lifetime achievement award for how he wielded “the power of the written word to foster peace, social justice, and global understanding.” In one recent work, “A Full Life,” Carter observed that he “enjoyed writing” and that his books “provided a much-needed source of income.” But some projects were easier than others. “Everything to Gain,” a 1987 collaboration with his wife, Rosalynn, turned into the “worst threat we ever experienced in our marriage,” an intractable standoff for the facilitator of the Camp David accords and winner of the Nobel Peace Prize. According to Carter, Rosalynn was a meticulous author who considered “the resulting sentences as though they have come down from Mount Sinai, carved into stone.” Their memories differed on various events and they fell into “constant arguments.” They were ready to abandon the book and return the advance, until their editor persuaded them to simply divide any disputed passages between them. “In the book, each of these paragraphs is identified by a ‘J’ or an ‘R,’ and our marriage survived,” he wrote. Here is a partial list of books by Carter: “Keeping Faith: Memoirs of a President” “The Blood of Abraham: Insights into the Middle East” (With Rosalynn Carter) “Everything to Gain: Making the Most of the Rest of Your Life” “An Outdoor Journal: Adventures and Reflections” “Turning Point: A Candidate, a State, and a Nation Come of Age” “Always a Reckoning, and Other Poems” (With daughter Amy Carter) “The Little Baby Snoogle-Fleejer” “Living Faith” “The Virtues of Aging” “An Hour Before Daylight: Memories of a Rural Boyhood” “Christmas in Plains: Memories” “The Hornet’s Nest: A Novel of the Revolutionary War” “Our Endangered Values: America’s Moral Crisis” “Faith & Freedom: The Christian Challenge for the World” “Palestine: Peace Not Apartheid” “A Remarkable Mother” “Beyond the White House” “We Can Have Peace in the Holy Land: A Plan That Will Work” “White House Diary” “NIV Lessons from Life Bible: Personal Reflections with Jimmy Carter” “A Call to Action: Women, Religion, Violence, and Power” “A Full Life: Reflections at Ninety” Click to share on Facebook (Opens in new window) Click to share on X (Opens in new window) Most Popular Chinese student’s drone got stuck in tree near Newport News Shipbuilding, leading to Espionage Act prosecution Chinese student’s drone got stuck in tree near Newport News Shipbuilding, leading to Espionage Act prosecution Former U.S. President Jimmy Carter dies at 100 Former U.S. President Jimmy Carter dies at 100 Candidates who ran against Sen. 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The announcement comes ahead of launching the Pudgy Party mobile game developed by Mythical Games, a venture-backed gaming technology company. The Pudgy Penguins NFT collection has taken the digital art world by storm, rising to prominence with its charming designs and playful appeal. Initially starting as a quirky project in 2021, the collection has now become a cultural sensation, attracting dedicated holders and collectors. The recent surge in the floor price of Pudgy Penguins highlights the project’s success and enduring popularity in the NFT space. The excitement surrounding Pudgy Penguins is further amplified by the upcoming release of Pudgy Party, a Web3 mobile game developed by Mythical Games. The collaboration between the two entities has not only elevated the profile of Pudgy Penguins but also put Mythical Games and its native token, MYTH, in the spotlight. With the game’s launch on the horizon, the intersection of NFTs, gaming, and token economies is poised to shape the future of Web3 entertainment. Mythical Games, known for its popular titles like NFL Rivals and the upcoming FIFA Rivals, has partnered with Pudgy Penguins to create a mobile game that combines Web3 gaming elements with the charm of the penguin collection. The game is set to leverage Mythical Games’ expertise in developing engaging blockchain-based games while incorporating the playful brand identity of the Pudgy Penguins. As the launch of Pudgy Party approaches, the MYTH token, which underpins the Mythical Games ecosystem, has seen an increase in trading volume and market capitalization. The token plays a crucial role in powering in-game transactions, facilitating the Mythical Marketplace, and providing community rewards, making it an integral part of the gaming experience and the broader Mythical ecosystem. The release of Pudgy Party is expected to pave the way for future collaborations between NFT projects and Web3 studios, driving the mainstream adoption of blockchain-based games and showcasing their potential to deliver enjoyable experiences to a wide audience. As Pudgy Penguins prepare to make their global debut with the game, they are poised to capitalize on the growing Web3 gaming sector, projected to reach $300 billion by 2025. Additionally, Mythical Games is set for a successful year ahead with the release of FIFA Rivals and the potential for mainstream adoption of Web3 gaming platforms.

LG USA ANNOUNCES CREATION OF 2025 SUMMER INTERNSHIPS EXCLUSIVELY FOR RUTGERS STUDENT-ATHLETES