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Hyderabad: MLRIT hosts MUN with over 150 participantsDriving a feed truck on a farm means steering a 60,000-pound vehicle inches away from a concrete feed trough that would wreck the truck. While augers are shoveling food out of the truck to the hungry cattle below, drivers have to drive perfectly straight. “It’s just one of the most demanding jobs in one of the worst environments out there,” said Jacob Hansen, the CEO of ALA Engineering. “And so food truck drivers, specifically, do not stick around very long.” Jacob Hansen, CEO of ALA Engineering, explains how the company’s automated feed truck works during the Nebraska Ag Expo on Dec. 12 at Sandhills Global Event Center. ALA Engineering, a startup based in Scottsbluff that also has an office at Nebraska Innovation Campus, hopes to change the livestock industry with driverless technology. The company showed off its concept for a driverless feed truck at the Nebraska Ag Expo in Lincoln earlier this month. Hansen said the truck could help farmers deal with labor shortages and food costs. The ALA Navigator is still being developed, but the company brought its technology attached to a normal feed truck to the Ag Expo. ALA Engineering’s driverless feed truck aims to help farmers who have to drive large trucks with precision to feed cattle. Once the truck is on the market, it would drive a predetermined route with lane limits. The truck will also have sensors in order to see any obstacles on the road ahead while it is dumping feed. Hansen, who studied software engineering at the University of Nebraska-Lincoln, said the predetermined routes that will be used by the truck means that autonomous vehicles in agricultural settings are safer than a driverless car in city traffic. “When larger robotaxi companies and stuff make big public mistakes, it shines negatively on the autonomy industry as a whole,” Hansen said. “And it’s worth knowing that agricultural and industrial and off-highway autonomy is a lot different than kind of urban autonomy, especially when it comes to safety.” Although the company’s trucks may be less likely to crash, there are still big stakes. “If you plant a week late it’s a big deal,” Hansen said. “If you don’t feed cattle for a week, it’s the end of the world.” The engineering company is building multiple different sensors into the truck so that it can operate day after day in whatever weather conditions a state like Nebraska might throw at it. The backup sensors even have backups. Asher Khor, the senior embedded engineer for the company and a UNL graduate, said the truck can be accurate within less than an inch. Asher Khor (left), the senior embedded engineer for ALA Engineering, shows off the company’s automated feed truck at the Nebraska Ag Expo on Dec. 12 at Sandhills Global Event Center. “If you’re a few inches off, you will hit the bunk,” Khor said. “They’re major vehicles and so we need really, really precise accuracy of the vehicle.” The truck is meant to solve problems like inaccuracies in food distribution and crashes. Hansen also said the agriculture industry as a whole has experienced labor shortages. The average farmer was unable to hire 21% of the workforce they would have hired under normal circumstances, according to a 2022 National Council of Agricultural Employers survey. The vehicle is set to go into production in 2026, Hansen said. Before then, the company will work on commercial pilot programs and complying with different regulations. The truck will be ALA Engineering’s first product. Hansen said the company had built a driver-assistance program but decided to keep engineers working in research and development, building toward the end goal of an autonomous vehicle. The startup’s goal isn’t to replace all of a farmer’s trucks or employees, Hansen said. He said good employees are often more useful elsewhere in a stockyard. “As your oldest truck ages out of your fleet, bring in one of ours,” Hansen said. “As you lose an employee, or you have an unfilled position, bring in one of our trucks.” The invention of the round baler is credited to the Luebben family of Sutton, with the patent issued in the early 1900s. This advertisement of Ummo Luebben circulated in 1909 and mentions a Beatrice manufacturer of the invention. Appropriately located in a former horse stable, the Ford Livery Company at 1314 Howard Street was America's first car rental company, dreamed up in 1916 by Joe Saunders. He and his brothers expanded their company, later renamed Saunders Drive It Yourself System, to 56 cities by 1926. They sold to Avis in 1955. Cary Steele checks one of his seven computer monitors while taking a 911 call in 2014 at the Lincoln Emergency Communications Center. Although the system was first used in Alabama, Lincoln is credited as the home of the 911 system's invention. Inspiration for the chocolate-coated ice cream bar came from a candy store in Onawa, Iowa, in 1920. But it wasn’t until owner and creator Christian Kent Nelson took his invention to a Nebraska chocolatier named Russell Stover that the Eskimo Pie went into mass production. Many variations of the delicious treat are available in grocery and convenience stores worldwide. Union Pacific Railroad mechanical engineering employees determine a comfortable speed at which the world's first ski chairlift should operate during a test at the railroad's Omaha railcar and locomotive repair shop complex in the summer of 1936. The next time you sit on a ski lift on the way to the top of a mountain, think of bananas and the Union Pacific Railroad. Credit them with the modern-day chairlift system used by ski resorts around the globe. Seventy-five years ago, Jim Curran, a structural engineer with U.P., came up with the idea of adapting a system used to load bunches of bananas onto boats into one to move people up steep, snow-covered slopes. His design called for replacing the hooks for bananas with chairs for skiers to sit on while wearing skis. The chairs would be suspended from a single cable running overhead. Curran's idea was so out of the box for its day that his co-workers thought it was too dangerous and his boss tried to shelve it. Fortunately, Charlie Proctor, a consultant brought in by the railroad to help plan the Sun Valley Resort in Idaho, saw Curran's design, which he had slipped in with some approved designs, and thought otherwise. Proctor, a famous skier from Dartmouth College, convinced the railroad's top management to allow Curran to make his idea a reality. This winter ski season, the Union Pacific and Sun Valley Resort are marking the 75th anniversary of the world's first chairlift operation, which was invented not in the mountains but in the flatlands of Nebraska in Omaha. "From our side ... it's kind of unusual that a railroad would invent a chairlift," U.P. spokesman Mark Davis said. The railroad did so to serve a need, "and it turned out to be groundbreaking for the skiing industry," he said. During the 1930s, Union Pacific Chairman W.A. Harriman saw Americans beginning to embrace winter sports and knew his railroad operated through some of the most scenic and mountainous territory in the western United States, according to the railroad's history. Harriman's vision: Develop a world-class winter sports resort served by the Union Pacific. Other railroads were thinking the same way. Harriman enlisted Austrian sportsman Count Felix Schaffgotsch to find land for such a resort. In winter 1935, the count came across the area that would become the world-famous Sun Valley Resort in south-central Idaho, about 100 miles northeast of Boise. "Among the many attractive spots I have visited, this (location) combines more delightful features than any place I have seen in the United States, Switzerland or Austria, for a winter sports resort," Schaffgotsch wrote to Harriman. Based on Schaffgotsch's recommendation, the railroad bought 4,300 acres adjacent to the Sawtooth Mountain National Forest. The Sawtooth Mountains, running east and west, would protect the future resort from northern winds. The mountains also surrounded a small basin, with hills and slopes largely free of timber. Snowfall and sunshine were abundant. And natural hot springs would provide outdoor swimming year-round. Schaffgotsch had found the perfect spot for a winter sports resort. Construction of the ski lodge and other facilities began in April 1936. Meanwhile, nearly 1,200 miles away in Omaha, members of the railroad's engineering department were investigating ways to transport skiers up slopes, including by rope tows, J-bars and cable cars. But those designs were put aside after Curran's chairlift idea was championed by Proctor. Soon prototypes of the lift were being built and tested at the railroad's locomotive and railroad car repair shops, on land that is now home to the Qwest Center Omaha and the new downtown baseball stadium. To help determine how fast a chairlift should travel up a mountainside, engineers attached one to the side of a truck for tests. Because it was summer and relatively flat in Omaha, engineers wore roller skates to simulate skis running over snow. Their conclusion: 4 to 5 mph would be a comfortable speed to pick up and drop off skiers. It's the summer of 1936, in Omaha, as the world's first snow ski chairlift is ready for a round of testing to determine a comfortable speed for snow skiers to get on and off the lift. The world's first two first snow ski chairlifts were debuted by Union Pacific Railroad at the opening of its Sun Valley, Idaho ski resort in December 1936. (Courtesy Union Pacific Railroad) When Union Pacific opened the Sun Valley resort on Dec. 21, 1936, the world's first two chairlifts went into operation. As with anything new, it took skiers awhile to get used to the newfangled invention that changed the sport forever. The railroad sold the Sun Valley Resort in 1964. In 1896, 17-year-old Carl A. Swanson borrowed enough money from his sisters to travel from his native Sweden to Omaha. Without knowing a word of English, he began working on a farm near Wahoo, then moved to Omaha, where he continued studying English, business and accounting. While working in a grocery store, he met John Hjerpe, who sold produce for farmers on a commission, and in 1898 went to work for him. After saving $125, Swanson put his nest egg into a partnership with Hjerpe and Frank Ellison for a net capital of $456. Although the enterprise was intended to be called the Hjerpe Commission Co., the sign painter accidentally eliminated a letter and the firm was spelled Jerpe from that day forward. In 1905, the partnership became a corporation with $10,000 in capital and within a decade moved from a commission firm to paying cash for all purchases. With Ellison's death at the beginning of World War I, the corporation assumed his stock and began moving seriously into butter production and, a short time later, into poultry in general. Swanson bought out Hjerpe's interest in 1928 but retained the name Jerpe. About 1923, Clarence Birdseye developed fast-freezing as a method of not only preserving food but also retaining fresh flavor, which had not worked well with conventional freezing. As the Depression lessened, Jerpe Co. became a distributor for Birdseye, which was purchased by General Foods and inexplicably named Birds Eye. By the beginning of World War II, Jerpe's had grown to the point where Swanson was known as the "Butter King," one of the four largest creameries in the United States. During the war, production again was diverted, with the firm becoming one of the largest suppliers of poultry, eggs and powdered eggs to the military. At the end of the war, the firm's name was changed to C.A. Swanson & Sons, its major brands being called "Swanson Ever Fresh." With Carl Swanson's death in 1949, management was assumed by sons Gilbert and Clarke, who had been apprenticing for the position for some time. A year later, after considerable experimentation with crust recipes, the company introduced a frozen chicken pot pie using some of Birdseye's techniques. Although some of the story of frozen dinners may be apocryphal, it is simply too good not to repeat. Two ill-fated versions of the idea, the Frigi-Dinner and One-Eye Eskimo, already had been attempted. Then an overpurchase of 500,000 pounds —-- 10 refrigerated boxcars -- of turkeys— sent the Swansons scrambling for a solution. One of the less probable versions of the incident said that the only way the boxcar refrigeration worked was when the cars were in motion, which necessitated their constant movement from Omaha to the east, then back. Back in Omaha, Gerry Thomas discarded the previous metal trays and perfected an aluminum compartmentalized container with turkey, cornbread dressing and peas, which could be retailed for 98 cents. Because the box design resembled a rectangular television screen, the product was dubbed the TV Dinner. Unsure of the salability, 5,000 were produced and instantly sold in the first year, 1952. The second year, mashed potatoes and cranberry sauce were added and an astounding 10,000,000 were sold. Not resting on the success of the TV Dinner, 1953 also saw the Swansons as one of the nation's largest margarine producers. Despite their success in butter and margarine, both products were discontinued in 1954 to allow the company to concentrate on its main items of canned chicken fricassee, boned chicken and turkey, frozen chickens, drumsticks, chicken pot pies and TV Dinners. In April 1955, Swanson merged its more than 4,000 employees and 20 plants with the Campbell Soup Co., which ultimately dropped the famous TV Dinner label, thinking it limited their market. Still generically thought of as TV dinners, the frozen dinner joins butter brickle ice cream, raisin bran and maybe even the Reuben sandwich as an Omaha original. Historian Jim McKee, who still writes with a fountain pen, invites comments or questions. Write in care of the Journal Star or e-mail jim@leebooksellers.com . Dean Sicking of the University of Nebraska-Lincoln's Midwest Roadside Safety Facility examines a SAFER barrier on display at the Smith Collection Museum of American Speed on Friday, Oct. 21, 2011. (ROBERT BECKER/Lincoln Journal Star) Don't turn until you know where to turn. Mac Demere watched the car in front of him lose control and veer left toward the inside of the track. He tried to anticipate the car's next move, not wanting to turn until he knew where the other car was headed next. Don't turn until you know where to turn. He finally swerved far to the track's outside. But as the other car regained traction, it veered sharply to the right, directly toward Demere, and Demere's car smashed into its right side. "I can't tell you what caused him to lose control," Demere said of the 1983 crash at Watkins Glen International in upstate New York. "It happens so fast." Demere, now 57, walked away from that crash, but the other driver suffered a broken ankle. Sometimes, no matter how hard you try, you crash, said Demere, a former racer from South Carolina and longtime motorsports journalist. That certainly seemed to be the lesson at the Las Vegas Motor Speedway a week ago when 15 cars crashed, killing two-time Indianapolis 500 winner Dan Wheldon. He was the first IndyCar driver to die on a track since Paul Dana was killed during a practice run at Homestead-Miami Speedway in 2006. On Oct. 16, two cars went airborne -- Wheldon's and Will Power's. Wheldon hit a catch fence built to protect spectators from crash debris. He died later at a hospital of head injuries. Power hit a barrier designed by the University of Nebraska-Lincoln's Midwest Roadside Safety Facility. He walked away. The tragically different fates of Wheldon and Power have raised concerns about the catch fence at NASCAR and IndyCar tracks and have highlighted the safety performance of the UNL-designed SAFER barrier. Dean Sicking, director of the safety facility at UNL, said the SAFER -- or Steel and Foam Energy Reduction -- barriers now are in place at all NASCAR and IndyCar tracks. There have been no fatalities involving crashes into those barriers since 2004, when all of the barriers were fully installed at NASCAR tracks. Before those barriers were installed, 1 to 1.5 drivers died each year at NASCAR tracks alone, Sicking said. In an especially cruel span of 10 months in 2000 and 2001, NASCAR crashes claimed the lives of budding stars Adam Petty, Kenny Irwin Jr. and Tony Roper, and one of the sport's legends, Dale Earnhardt. The trapezoidal barriers designed at UNL are made of insulation foam that is waterproof and effective at absorbing the impact of cars going well over 100 mph, Sicking said. Steel tubes serve as a barrier between the foam blocks and track. The SAFER barriers protect drivers from the unforgiving nature of concrete walls. Sicking -- whose office is decorated with a photo of him shaking hands with former President George W. Bush, as well as numerous awards -- related the story of how the UNL center got the contract to design the barriers. In 1998, Tony George, the longtime former IndyCar president and Indianapolis Motor Speedway CEO, wanted a new racetrack barrier. The concrete barriers simply weren't good enough. IndyCar designers had developed a new barrier made of sheets of plastic, but it broke into 50- to 100-pound chunks that littered the speedway when hit too hard. George asked the UNL center to improve the design. "He said, ‘Can you fix this?'" Sicking said. "We never admit we can't do something." Initially, Sicking wasn't convinced it would be worth the extra effort. Then his assistant director, Ron Faller, convinced him it would drive the UNL center to find new solutions to road safety and new materials with which to build them. Sicking agreed and asked George for $1 million. "He said, ‘When can you start?'" It didn't take the UNL center long to figure out the IndyCar plastic barrier would never perform as well as foam, and Sicking worked to convince a skeptical George. Finally, George relented. In 2002, the Indianapolis Motor Speedway installed the SAFER barriers, and, seeing how well they performed, NASCAR CEO Bill France Sr. ordered them installed at all NASCAR speedways by the end of 2004 at a cost of $100 million. The UNL center oversaw installation. "No one can ever put it in right," Sicking said, laughing. The barrier has earned the UNL center numerous awards, including the prestigious 2002 Louis Schwitzer Award, presented in conjunction with the Indianapolis 500. IndyCar senior technical director Phil Casey called SAFER barriers the greatest achievement for safety in automobile racing. The barriers were installed at the New Hampshire Motor Speedway in 2003, and the speedway where both Petty and Irwin Jr. died has had no fatalities or serious injuries since, said speedway spokeswoman Kristen Costa. "It's better on impact. It moves with the vehicle," she said. Costa said the speedway reconfigured its catch fence in 2009 to make it safer as well. Sicking said catch fences at motorsports facilities need to be re-examined. "The catch fence is a difficult safety issue, a tough nut to crack, but I think it can be," he said. Sicking said IndyCar is reluctant to invest the large amount of money required to redesign the catch fence, and NASCAR isn't as interested in redesigning it as its cars rarely go airborne like the open-wheel Indy cars are prone to do. While nothing has been determined, the UNL center could end up leading the investigation into the crash that killed Wheldon, as it did with the 2001 crash that killed Earnhardt, Sicking said. The UNL center has examined nearly 2,000 crashes under federal contract. "Any time you have a big wreck, we normally get to look at it," he said. Demere, the former racer who now is pursuing a master's in journalism from UNL, said it appears Wheldon tried to slow down by lifting his foot off the accelerator and tried to direct his car toward the gearbox of the slowing car in front of him. But his car's nose lifted, and, traveling at more than 200 mph, his car quickly took to the air. With 15 cars involved, it was simply impossible for Wheldon to avoid the carnage, Demere said. He said drivers try not to think about getting seriously injured or killed while they're racing. They simply try to focus on the track and the racers around them. "We all know that it might happen to us," he said. "Quite frankly, I'm surprised that it didn't happen to me." Before the Internet and Wikipedia, the distinctive yellow-and-black covers of CliffsNotes adorned the bookshelves of many a college and high school student. The series of study guides (which are not to be used as a substitute for reading the actual text, OK?) was launched in Lincoln by Cliff Hillegass and his wife Catherine. From the original 16 Shakespeare titles, CliffsNotes has grown to include hundreds of works and has saved many a student. Nebraska history shows many inventions have originated in the Cornhusker state, some by women and a few that have lasted for more than a century. One of them that is often overlooked began with a promise and came to be after a dream by a Crete woman. John Quincy Robb’s daughter Elizabeth Jane was born in Washington, Illinois, in 1858, but the family moved to a farm near Tecumseh a short time later. Elizabeth married William Wallace Douglas and moved to Missouri, then to Glenwood, Iowa, before moving to Crete near the beginning of the 20th century. Although both were teachers, William was employed by the Burlington Railroad as a land agent. In 1904, Elizabeth attended a talk by a missionary from Tibet sponsored by a Crete Methodist church and was so taken by his story that she pledged $20,000 to his campaign. Not only was this an incredibly large amount of money, she had no idea where she might come up with it. That night, Elizabeth dreamed of “an old man with a long white beard who told her to make a steel collapsible voting booth,” which would ensure her wealth enough to fulfill her promise and prosper. The concept of voting booths at the time came from the introduction of the Australian balloting system and employed wooden booths. Because of the waste and amount of labor involved in building, then dismantling them, demand for a lightweight, collapsible, reusable booth that could be quickly reassembled by unskilled labor was obvious. The only obstacle was manufacturing a booth with those requirements that also would meet all local and national requirements. The next morning, Elizabeth began to build a prototype with paper, pasteboard and pins. With the idea and working model, the next step was securing a patent. She contacted Albert Litle Johnson, C.C. White’s partner and brother-in-law at Crete Mills, for financial help. Patent 828935A was issued to Johnson and Elizabeth Douglas in August 1906. Dempster Manufacturing in Beatrice then built a small number of booths that were sold locally. In 1909, the Douglas family moved to Los Angeles, where a small factory was built and 1,000 two-stall booths with red, white and blue canvas screens were sold to a local government with William as salesman. Within months, he sold an additional 4,000 booths for $40,000. The family returned to Crete in 1912 and leased property at 1530 Pine St. from the Burlington Railroad, where a factory was established. In less than a decade, a new building had been constructed and employed 10 workers with four salesmen. Elizabeth designed a new booth concept in 1923 resulting in another patent in her name alone the following year. Although William died in 1930, the business prospered until 1945, when the factory burned. A new building was quickly constructed. Elizabeth died in Friend in 1952, but Douglas Manufacturing continued in family ownership. I.B.M. approached the firm in 1970 and subsequently contracted for Douglas to build metal media storage containers. 1980 saw a second fire but the facility was again rebuilt with an expansion. In 1990, the leased land was purchased from Burlington and two years later a third fire was met with yet another expansion, with the firm reporting having 25 employees. Today, Douglas Manufacturing still builds voting booths with as many as five stalls per unit, now using aluminum instead of steel and vinyl attached with Velcro in place of canvas. Elizabeth and William’s great-grandson Roger C. Douglas is now president of the firm, which also produces ballot boxes, election signs, media storage boxes and even flash drive containers. Patents secured through the years for ideas never produced included retractable steps for Pullman railroad cars, a mail cart and shut-off valves for gasoline pumps. Sadly, the company is closing. Douglas broke the news Dec. 30 to the four remaining workers, according to longtime employee Tim Smejdir, who said business had been "very slow, so the decision was made to terminate." Douglas is selling or auctioning equipment and plans to retire, Smejdir said. Douglas Manufacturing was the oldest manufacturer of election equipment in the nation. Interesting, too, is that the election supply company was formed by a woman over a decade before women received the right to vote. Dr. Roger Mandigo, a University of Nebraska-Lincoln professor of animal science poses with a McRib sandwich inside a meat locker at the UNL Animal Science Complex on Thursday, November 4th, 2010. Mandigo invented a process to bind meat together into different shapes. The technology is often associated with the famous McRib sandwich. Move over, Richie Ashburn and Bob Gibson. Another Nebraskan has made it to the hall of fame. Of course, University of Nebraska-Lincoln meat scientist Roger Mandigo never had Ashburn's ability to hit to all fields or Gibson's ability to back batters off the plate with an inside fastball. His induction Saturday in Scottsdale, Ariz., was into the Meat Industry Hall of Fame. And his biggest claim to fame outside that industry is research that led to the introduction of McDonald's McRib sandwich in 1981. His company is no less exclusive. Among the 10 other honorees were Col. Harland Sanders, founder of Kentucky Fried Chicken; Dave Thomas,founder of Wendy's Old Fashioned Hamburgers; and Ray Kroc, founder of McDonald's. And it just happens that Mandigo's return coincides with what the Wall Street Journal describes as the first nationwide featuring of Mc-Donald's McRib sandwich at 14,000 restaurants, including more than a dozen in Lincoln,in 16 years. Wouldn't this be a great time for a big guy - squeezed into a small, obscure, windowless office during an $18.3 million renovation at the Animal Science Building - to step up, at last, and claim credit for his highprofile work? "I get credit for inventing the McRib fairly often," Mandigo conceded in an interview earlier this week. But taking credit was not something he did back in 1981. And he won't be doing it now, in his 44th year at UNL. That's because, despite common misperception, it's just not true. "We played an important role in the technology to bind pieces of meat to each other.I didn't invent the McRib sandwich," he said. "Mc-Donald's did that." All this is said with the kind of smiling patience that a McDonald's associate is supposed to demonstrate when asked for the 44th time during the lunch rush to hold the pickles. Pickle slices, by the way, are part of the standard preparation of the McRib. As its ravenous fans, including Steve Glass of Walton, know so well, a McRib is a pork patty that's also garnished with raw onions and smothered in barbecue sauce. Glass, 47, had two McRibs on his lunch tray Thursday as he made his way to a table at the McDonald's near the intersection of 10th Street and Cornhusker Highway. That's right, two. "I haven't decided whether to eat the one now or eat it later,"he said. Rapid progress on the first one seemed to leave the choice between one and two very much open to question for a guy who likes "something different - not a burger." Glass is not one to worry about what's under the barbecue sauce."It's like a hotdog," he said. "What's in a hotdog? If it tastes good, go ahead." Decades ago, it was Mandigo who was going ahead with a research initiative launched by the National Pork Producers Council. Its members were looking for another reliable source of demand for pork shoulder. There were never any royalties associated with the results, Nebraska's newest hall of famer said. And to this day, the McRib comes and goes from the McDonald's menu for reasons that have to do with its intense popularity and a national supply of pork trimmings that's typically a lot more limited than the supply of beef trimmings. "If you suddenly start to buy a large amount of that material,"said Mandigo,"the price starts to rise." As the cost to McDonald's rises, the McRib tends to go out of circulation again. And then the same parts of a hog tend to flow back into the processing lines for Spam, Vienna sausages and other specialized products. Anything else that goes into periodic McRib feeding frenzies is not for Mandigo to analyze. "It's a function of a business strategy and that's McDonald's decision, not mine." The official word on that subject comes from Ashlee Yingling at the headquarters of McDonald's USA. The McRib is in something called "a national limited time promotion for the month of November in the U.S.," Yingling said by email. This is only the third time that's happened in the 29 years since it hit the market. The rest of the time, the company has chosen a regional strategy. "To keep it relevant and appealing," Yingling said, "it will continue to be offered as a limited-time promotion on a regional basis." Does Mandigo eat this sandwich that he did NOT invent? "Every chance I get," he said. Virtually no one, anywhere in the world, is unfamiliar with the iconic photos of a drop of milk above a white haloed crown just as the previous drop hits a flat surface, or a bullet as it exits a just-pierced apple. Few outside the state, however, realize that Harold Edgerton is a native son and graduate of the University of Nebraska. Harold Eugene Edgerton was born in Fremont on April 6, 1903. Harold’s father, Frank, was born in Iowa, then graduated from the University of Nebraska in 1900 as president of his senior class. After teaching in the Fremont public schools, he returned to Lincoln on the staff of the then-new Lincoln Star. After earning a law degree from George Washington University, Frank again returned to Lincoln in 1911, becoming the assistant attorney general of Nebraska and prominent in state politics before becoming county attorney in Hamilton County. Harold’s interest in science came early; in 1910, he told of attempting to build a searchlight on the roof of the family home and realizing tin cans were unable to produce a tight beam of light. While attending junior and senior high school in Aurora, he became interested in photography and, with the help of an uncle, set up his own darkroom. In 1921, Harold entered the University of Nebraska and at his father’s suggestion, he earned half of his tuition by wiring Lincoln homes for electricity and working on a line gang for the Nebraska Power & Light Company. It was here that he observed how, in the darkest night, his coworkers became suddenly visible in lightning flashes and just as suddenly again were invisible. As a student, Harold joined Acacia, chose a major in electrical engineering and was active in the annual E-Week open houses. Interestingly, although there is no record of which exhibits Edgerton participated in, one of the demonstrations during his student days involved stop-motion photography that employed either 120 flashes per second or an exposure of 1/50,000ths of a second depending on which report is to be believed. The demonstration featured an electric fan with the letter N painted on the blades. The room was darkened, the “strobe light synchronized to the fan, thus making the N stand still ... people could hardly believe their eyes.” After graduating from Nebraska with a Bachelor of Science degree in 1925, Edgerton moved first to Schenectady, N.Y., then entered MIT. He received his master's degree, having developed the stroboscope, which employed a reusable flash bulb that was linked to a camera. Edgerton married his high school sweetheart, Esther Garrett, in 1927, received his doctorate in 1931 and became an associate professor at MIT. As he further perfected his stop-motion photography, some of his work was shown at the Royal Photographic Society’s convention in London. In the 1930s, Edgerton and two of his students formed Edgerton, Germeshausen & Grier, later becoming simply E.G.&G. Corp., which manufactured Rapatronic cameras, consulted with the U.S. Army during World War II, had contracts to do photographic research surrounding atomic explosions for the Atomic Energy Commission, was instrumental in the establishment of the New England Aquarium in Boston and ultimately had 47 operating divisions with more than 23,000 employees in several countries. Often forgotten is Edgerton’s film “Quicker 'n a Wink,” which won an Academy Award for best short subject in 1941. Myriad awards followed, with perhaps the most prestigious being the Medal of Freedom for his nighttime reconnaissance photos during WWII. In 1947, his photo essay on hummingbirds was published in National Geographic magazine, and in 1953, he began working with Jacques-Yves Cousteau to develop an underwater camera using side-scan sonar technology. These experiments led to discovering the USS Monitor, which sank in 1862, and producing the first real photos of the Titanic in 1986-87. Closer to home, in October 1967, Edgerton donated two strobe lights to be mounted on Nebraska’s State Capitol tower as an aircraft warning meant to be visible for 150 miles when extended to their operational capacity, seemingly to fulfill federal aeronautics regulations. Working with Bob Newell, the Capitol building superintendent, Edgerton had his mother standing by to activate the experiment. The low-power version of the lights on the east and west sides of the building were turned on as she said “let there be light,” as instructed by her son, and almost immediately complaints began to pour in. The experiment lasted only briefly before being abandoned. Ultimately, the strobe light was perfected to the point where the light burst lasted only one-billionth of a second with his stop-motion photos of bullets, hummingbirds, Stonehenge, milk droplets, etc., known worldwide. Edgerton died at MIT on Jan. 4, 1990, and five years later the Edgerton Explorit Center opened as a museum in his honor in Aurora. Reach the writer at nfranklin@journalstar.com or 402-473-7391. On Twitter @NealHFranklin Get the latest local business news delivered FREE to your inbox weekly.rabet88 。

The murder of UnitedHealthcare CEO Brian Thompson is a bad sign for New York City

You Won’t Get 79% Off The Galaxy Z Fold 6 on Amazon, But You Can on Samsung’s Official SiteSouthside Bancshares (NASDAQ:SBSI) & Western Alliance Bancorporation (NYSE:WAL) Head-To-Head ContrastProspera Financial Services Inc acquired a new position in SPDR S&P 400 Mid CapGrowth ETF ( NYSEARCA:MDYG – Free Report ) during the third quarter, Holdings Channel reports. The firm acquired 7,605 shares of the company’s stock, valued at approximately $667,000. Other large investors also recently added to or reduced their stakes in the company. Sound Income Strategies LLC bought a new stake in shares of SPDR S&P 400 Mid CapGrowth ETF during the 3rd quarter valued at about $28,000. Mattson Financial Services LLC bought a new stake in SPDR S&P 400 Mid CapGrowth ETF during the second quarter valued at approximately $30,000. Thurston Springer Miller Herd & Titak Inc. purchased a new position in SPDR S&P 400 Mid CapGrowth ETF in the 2nd quarter worth approximately $40,000. Concord Wealth Partners increased its holdings in shares of SPDR S&P 400 Mid CapGrowth ETF by 22.0% in the 3rd quarter. Concord Wealth Partners now owns 643 shares of the company’s stock worth $56,000 after buying an additional 116 shares during the last quarter. Finally, Turtle Creek Wealth Advisors LLC purchased a new stake in shares of SPDR S&P 400 Mid CapGrowth ETF during the 2nd quarter valued at $64,000. SPDR S&P 400 Mid CapGrowth ETF Stock Performance Shares of NYSEARCA:MDYG opened at $93.48 on Friday. The firm has a market capitalization of $3.31 billion, a PE ratio of 18.50 and a beta of 1.09. SPDR S&P 400 Mid CapGrowth ETF has a 52-week low of $69.97 and a 52-week high of $93.52. The firm has a fifty day moving average of $88.74 and a 200 day moving average of $86.28. SPDR S&P 400 Mid CapGrowth ETF Company Profile SPDR S&P 400 Mid Cap Growth ETF, before expenses, seeks to closely match the returns and characteristics of the S&P Mid Cap 400 Growth Index. The S&P MidCap 400 Growth Index measures the performance of the mid-capitalization growth sector in the United States equity market. The Index consists of those stocks in the S&P MidCap 400 Index exhibiting the strongest growth characteristics based on: sales growth; earnings change to price, and momentum. Read More Want to see what other hedge funds are holding MDYG? Visit HoldingsChannel.com to get the latest 13F filings and insider trades for SPDR S&P 400 Mid CapGrowth ETF ( NYSEARCA:MDYG – Free Report ). Receive News & Ratings for SPDR S&P 400 Mid CapGrowth ETF Daily - Enter your email address below to receive a concise daily summary of the latest news and analysts' ratings for SPDR S&P 400 Mid CapGrowth ETF and related companies with MarketBeat.com's FREE daily email newsletter .

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Gray insists dramatic late equaliser can give his struggling Hibs team the confidence to climb Premiership table Click here to visit the Scotland home page for the latest news and sport By STEPHEN HALLIDAY Published: 23:30, 26 November 2024 | Updated: 23:34, 26 November 2024 e-mail View comments David Gray hailed the character of his Hibs side after Rocky Bushiri salvaged a late point in a thriller that ended with three goals in stoppage time. And Gray insisted the 3-3 draw with Aberdeen can be a launchpad to lift his side away from the bottom of the league. Joe Newell had given Hibs a first half lead only for Jamie McGrath and Nicky Devlin to turn the match on its head. But Nicky Cadden made it 2-2 in the second minute of stoppage time before Ester Sokler scored what looked like a winner for the Dons in the 95th minute. Bushiri then levelled a minute later in dramatic scenes at Easter Road. ‘It’s quite hard to explain exactly how I’m feeling,’ said Gray. ‘The players can take immense credit. ‘Their attitude and character was tested greatly and they responded well. We deserved to win on chances created. Hibs boss David Gray believes the result can give his team the confidence to move up the table Rocky Bushiri is on hand to force home the equalising goal on an astonishing evening The Hibs goalscorer is mobbed by delirious team-mates after his late heroics ‘We shot ourselves in the foot again at times. I’m not going to paper over the cracks and say it’s okay because we got a late equaliser. ‘It’s never been through a lack of effort. Confidence levels have been low but this can go a long way to helping that. ‘We need to look at the areas where we have let ourselves down again but the character the players have shown was good. ‘If we can keep putting on performances like that, it will turn around quickly. ‘It’s my responsibility to change it when this team is bottom of the league. The fans were 100 per cent behind the team tonight and they have to understand the positive impact that can have.’ Aberdeen manager Jimmy Thelin felt his players were punished for a lack of concentration after going 3-2 in front in the 95th minute. Aberdeen boss Thelin was left to reflect on dropping five league points in four days ‘It was an emotional game, a roller coaster,’ said the Swede. ‘We scored a great goal through Ester Sokler to make it 3-2 and there were a lot of emotions in the celebrations with the fans. ‘But the game isn’t over until it’s over. We knew what Hibs would do from the restart but collectively we didn’t deal with it. ‘Angry is the wrong word to use but we were all disappointed in the dressing room at conceding the equaliser that way. ‘We have to learn from it and there were positive things for us tonight, the spirit we showed after being 1-0 down at half-time and scoring three goals away from home.’ Share or comment on this article: Gray insists dramatic late equaliser can give his struggling Hibs team the confidence to climb Premiership table e-mail Add commentModine stock soars to all-time high of $141.78 amid robust growth

SIMON CALASANZ—CONTRIBUTED PHOTO If, like millions of Filipinos, you’ve ever tried to send or receive money from overseas, you know the can be a process packed with hurdles and headaches. I remember when a former colleague now based overseas was attempting to send money into the Philippines to pay for urgent house repairs after her parent’s home in the Visayas region was devastated by a typhoon. What should’ve been a straightforward transfer turned into a slow, stressful ordeal, bogged down by delays and fees. For a country like ours, where remittances are a pillar of the economy and deeply woven into the fabric of Filipino society, this situation is unsustainable. As more Filipinos seek employment opportunities overseas—whether in health care, education and hospitality— the payments ecosystem must evolve to help alleviate this pain point for those who rely on it the most. The Philippines was the fourth-largest recipient of remittances in 2022, after India, Mexico and China, with $38 billion worth of inflows. This accounted for around 9 percent of the country’s GDP (gross domestic product), according to the World Bank. Addressing this growing demand is crucial. At Mastercard we are motivated to simplify the remittance process for those who depend on it to support families, be it to pay medical bills, cover everyday expenses, or urgent house repairs as in my case. The welcome news is that Bangko Sentral ng Pilipinas is finalizing a blueprint for instant cross-border payments, collaborating with other central banks in the Asean region to strengthen payment connectivity. This effort will support and facilitate international trade, investment and other economic activities. While these developments are promising, it is also important to have a deeper understanding of user behaviors and pain points. To that end, we developed the Mastercard Borderless Payment Report, a global study that sheds light on cross-border and domestic payment experiences for more than 11,000 participants in 15 countries, including the Philippines, to do just that. The report revealed a growing demand for cross-border payments in the Philippines, half of the respondents expecting to increase their cross-border transactions over the past 12 months. Moreover, 87 percent of small and medium-sized enterprises (SMEs) are eager to expand their business operations internationally. Yet, the current reality of cross-border transactions in the Philippines has fallen short of customer expectations. A quarter of SMEs have experienced an issue with cross-border transactions resulting in a late or failed payment. Thirty-eight percent of consumers cites lower transaction costs as the most important factor when choosing a brand or company for cross-border payments. The thorny issue of fraud and scams is also concerning, with 38 percent of consumers having been a victim of fraud or scams when making a domestic payment, and 30 percent when making a cross-border payment. Tackling these pain points requires more than individual efforts from companies or regulators—the demands cross-industry collaboration and partnerships. At Mastercard, we’ve made strides in addressing fraud. In 2023, Mastercard prevented $20 billion in fraud losses globally with its AI-powered cybersecurity solutions. Our partnerships with banks and payment service providers in the Philippines focus on leveraging digital technologies for faster, more secure and efficient cross-border payments. For example, our send-to-card service within Mastercard Move’s money movement portfolio allows overseas Filipinos to transfer money almost instantly to an eligible Mastercard debit, prepaid or credit card issued in the Philippines. The service enables money movement that empowers people and businesses to transact with confidence. Ultimately, sending money home should be simple and straightforward, allowing support across continents. As remittances grow during the upcoming holiday season, banks, payment service providers and governments must continue to collaborate to improve both infrastructure and user experience. Together, we can open doors to greater inclusion and improve the lives of millions of people in the Philippines. —contributed INQ Subscribe to our daily newsletter By providing an email address. I agree to the Terms of Use and acknowledge that I have read the Privacy Policy . The author is country manager for the Philippines of Mastercard

Jimmy Carter, the peanut farmer who tried to restore virtue to the White House after the Watergate scandal and Vietnam War, then rebounded from a landslide defeat to become a global advocate of human rights and democracy, has died. He was 100 years old . The Carter Center said the 39th president died Sunday, more than a year after entering hospice care , at his home in Plains, Georgia, where he and his wife, Rosalynn, who died in November 2023, lived most of their lives. A moderate Democrat, Carter ran for president in 1976 as a little-known Georgia governor with a broad grin, effusive Baptist faith and technocratic plans for efficient government. His promise to never deceive the American people resonated after Richard Nixon’s disgrace and U.S. defeat in southeast Asia. “If I ever lie to you, if I ever make a misleading statement, don’t vote for me. I would not deserve to be your president,” Carter said. Carter’s victory over Republican Gerald Ford, whose fortunes fell after pardoning Nixon, came amid Cold War pressures, turbulent oil markets and social upheaval over race, women’s rights and America’s role in the world. His achievements included brokering Mideast peace by keeping Egyptian President Anwar Sadat and Israeli Prime Minister Menachem Begin at Camp David for 13 days in 1978. But his coalition splintered under double-digit inflation and the 444-day hostage crisis in Iran. His negotiations ultimately brought all the hostages home alive, but in a final insult, Iran didn’t release them until the inauguration of Ronald Reagan, who had trounced him in the 1980 election. Humbled and back home in Georgia, Carter said his faith demanded that he keep doing whatever he could, for as long as he could, to try to make a difference. He and Rosalynn co-founded The Carter Center in 1982 and spent the next 40 years traveling the world as peacemakers, human rights advocates and champions of democracy and public health. Our founder, former U.S. President Jimmy Carter, passed away this afternoon in Plains, Georgia. pic.twitter.com/aqYmcE9tXi Awarded the Nobel Peace Prize in 2002, Carter helped ease nuclear tensions in North and South Korea, avert a U.S. invasion of Haiti and negotiate cease-fires in Bosnia and Sudan. By 2022, the center had monitored at least 113 elections around the world. Carter was determined to eradicate guinea worm infections as one of many health initiatives. Swinging hammers into their 90s, the Carters built homes with Habitat for Humanity. The common observation that he was better as an ex-president rankled Carter. His allies were pleased that he lived long enough to see biographers and historians revisit his presidency and declare it more impactful than many understood at the time. Propelled in 1976 by voters in Iowa and then across the South, Carter ran a no-frills campaign. Americans were captivated by the earnest engineer, and while an election-year Playboy interview drew snickers when he said he “had looked on many women with lust. I’ve committed adultery in my heart many times,” voters tired of political cynicism found it endearing. The first family set an informal tone in the White House, carrying their own luggage, trying to silence the Marine Band’s traditional “Hail to the Chief” and enrolling daughter, Amy, in public schools. Carter was lampooned for wearing a cardigan and urging Americans to turn down their thermostats. But Carter set the stage for an economic revival and sharply reduced America’s dependence on foreign oil by deregulating the energy industry along with airlines, trains and trucking. He established the departments of Energy and Education, appointed record numbers of women and nonwhites to federal posts, preserved millions of acres of Alaskan wilderness and pardoned most Vietnam draft evaders. Emphasizing human rights , he ended most support for military dictators and took on bribery by multinational corporations by signing the Foreign Corrupt Practices Act. He persuaded the Senate to ratify the Panama Canal treaties and normalized relations with China, an outgrowth of Nixon’s outreach to Beijing. But crippling turns in foreign affairs took their toll. When OPEC hiked crude prices, making drivers line up for gasoline as inflation spiked to 11%, Carter tried to encourage Americans to overcome “a crisis of confidence.” Many voters lost confidence in Carter instead after the infamous address that media dubbed his “malaise” speech, even though he never used that word. READ MORE: Rosalynn Carter, outspoken former first lady, dies at 96 After Carter reluctantly agreed to admit the exiled Shah of Iran to the U.S. for medical treatment, the American Embassy in Tehran was overrun in 1979. Negotiations to quickly free the hostages broke down, and then eight Americans died when a top-secret military rescue attempt failed. Carter also had to reverse course on the SALT II nuclear arms treaty after the Soviets invaded Afghanistan in 1979. Though historians would later credit Carter’s diplomatic efforts for hastening the end of the Cold war, Republicans labeled his soft power weak. Reagan’s “make America great again” appeals resonated, and he beat Carter in all but six states. Born Oct. 1, 1924, James Earl Carter Jr. married fellow Plains native Rosalynn Smith in 1946, the year he graduated from the Naval Academy. He brought his young family back to Plains after his father died, abandoning his Navy career, and they soon turned their ambitions to politics . Carter reached the state Senate in 1962. After rural white and Black voters elected him governor in 1970, he drew national attention by declaring that “the time for racial discrimination is over.” Carter published more than 30 books and remained influential as his center turned its democracy advocacy onto U.S. politics, monitoring an audit of Georgia’s 2020 presidential election results. After a 2015 cancer diagnosis, Carter said he felt “perfectly at ease with whatever comes.” “I’ve had a wonderful life,” he said. “I’ve had thousands of friends, I’ve had an exciting, adventurous and gratifying existence.” ___ Contributors include former AP staffer Alex Sanz in Atlanta. Bill Barrow, The Associated PressHaryana top bureaucrat vows action against contractors private firms failing to meet standards

Pacers vs. Pelicans Injury Report Today – November 25F&O Talk | Nifty rally not sustainable on few big names, broader participation essential: Rahul Ghose of Hedged.in

Amazon has rolled out incredible deals on the Samsung T9 Portable SSD in all three capacities: 1TB, 2TB, and 4TB. The 1TB model is available for $134.99 (23% off) , the 2TB version for $190 (37% off) , and the 4TB variant for $329.99 (40% off) . Not only do these prices represent significant discounts from their original list prices—$174.99 for the 1TB, $299.99 for the 2TB, and $549.99 for the 4TB—but they also come with added benefits when purchased through Amazon. See at Amazon Amazon guarantees the best price during Black Friday ; if you find a lower price later on, they will refund you the difference. Additionally, purchases made during this period benefit from an extended return policy until January 31, 2025 . This is advantageous for holiday gifting and allows you to shop with confidence knowing that you have time to return or exchange items if necessary. Speed And Security The T9 is the latest model in Samsung’s line of portable SSDs and boasts impressive sequential read speeds of up to 2,000 MB/s. This performance is beneficial for those who regularly handle large files such as video editors working with 4K or even 8K footage, photographers managing high-resolution images or anyone needing quick access to extensive data libraries. The T9’s speed allows users to transfer files swiftly and efficiently. In terms of specifications, the T9 features USB 3.2 Gen 2×2 connectivity which ensures that it can deliver maximum performance across a variety of devices. Whether you’re connecting it to a laptop for work or a gaming console for entertainment, the T9 is designed to meet your needs. Its compact design—slightly larger than a credit card and only about 0.5 inches thick—makes it highly portable. One of the standout features of the Samsung T9 is its robust build quality: it is engineered to withstand drops from nearly 10 feet . The drive also incorporates advanced thermal management technology that prevents overheating during intensive tasks. When considering storage options, it’s essential to understand the difference between an external hard drive and an SSD : traditional hard drives use spinning disks to read and write data which can result in slower speeds and greater susceptibility to damage from physical shocks. In contrast, SSDs like the Samsung T9 utilize flash memory technology for faster data access speeds and increased resilience against drops and impacts. See at AmazonBERWYN, Pa. , Nov. 26, 2024 /PRNewswire/ -- Envestnet, Inc. (the " Company "), yesterday announced that, pursuant to that certain Agreement and Plan of Merger, dated as of July 11, 2024 , by and among the Company, BCPE Pequod Buyer, Inc. (" Parent "), a Delaware corporation, and BCPE Pequod Merger Sub, Inc. (" Merger Sub "), a Delaware corporation and a wholly owned subsidiary of Parent (the "Merger Agreement"), Merger Sub merged with and into the Company (the " Merger "), with the Company continuing as the surviving corporation. At the effective time of the Merger, each share of common stock, par value $0.005 per share, of the Company (the " Common Shares ") (other than any Common Shares (i) owned by Parent (or any of its affiliates), Merger Sub or the Company or any direct or indirect wholly owned subsidiaries of Parent (or any of its affiliates), Merger Sub or the Company, (ii) that are Rollover Shares (as defined in the Merger Agreement), (iii) held in treasury of the Company, and (iv) as to which appraisal rights have been properly exercised in accordance with Delaware law) was automatically cancelled, extinguished and converted into the right to receive $63.15 in cash per one Common Share. As a result, a Share Exchange Event and a Make-Whole Fundamental Change occurred under each of the Indenture, dated as of August 20, 2020 , among the Company, the guarantor party thereto and U.S. Bank Trust Company, National Association, as successor in interest to U.S. Bank National Association, as trustee (the " Trustee "), which governs the Company's 0.75% Convertible Notes due 2025 (the " 2025 Notes ") (such indenture, the " 2025 Indenture ") and the Indenture, dated of November 17, 2022 , among the Company, the guarantor party thereto and the Trustee, which governs the Company's 2.625% Convertible Notes due 2027 (the " 2027 Notes ", and together with the 2025 Notes, collectively and individually, the " Notes ") (such indenture, the " 2027 Indenture ", and together with the 2025 Indenture, collectively, the " Indentures ", and each, an " Indenture ", as applicable), triggering the adjustments to the conversion rights as described below. The effective date of the Share Exchange Event and Make-Whole Fundamental Change was November 25, 2024 (the " Effective Date "). Capitalized terms used and not defined herein have the meanings ascribed to them in the applicable Indenture. The Company announced that, pursuant to the terms of the respective Indenture, in connection with the consummation of the Merger which constitutes a Share Exchange Event under each Indenture, the Company and the Trustee entered into supplemental indentures to each Indenture providing that, following the effective date of the Merger, the right to convert each $1,000 principal amount of Notes into shares of common stock of the Company at the then applicable conversion rate shall be changed into a right to convert such principal amount of Notes solely into a number of units of Reference Property in an aggregate amount equal to the applicable conversion rate in effect on the conversion date (as may be increased by any Additional Shares), multiplied by $63.15 , the price paid per share of Common Stock in the Merger. Because the Merger constituted a Make-Whole Fundamental Change, the Notes are convertible, at the option of the Holder, at any time from the Effective Date until 5:00 p.m. , New York City time, on the business day immediately preceding the Fundamental Change Purchase Date to be determined by the Company and separately announced to the Holders in accordance with the terms of the Indentures as a result of the Merger (the " Conversion Period "). Also because the Merger constituted a Make-Whole Fundamental Change, the conversion rate for the 2027 Notes will be temporarily increased during the Conversion Period. Such conversion rate per $1,000 principal amount of the 2027 Notes increased by 3.2973 units of Reference Property from 13.6304 units of Reference Property to 16.9277 units of Reference Property. The Company's conversion obligation with respect to Notes that are converted prior to the end of the Conversion Period will be fixed at an amount in cash equal to $591.602 per $1,000 principal amount of the 2025 Notes validly surrendered for conversion, and $1,068.984 per $1,000 principal amount of the 2027 Notes validly surrendered for conversion. The right of the Holders to convert their Notes is separate from the right, at the Holder's option, to submit their Notes for purchase upon a Fundamental Change. If a Holder submits a Fundamental Change Purchase Notice, such Holder may not surrender such Notes for conversion unless the Holder validly withdraws such Fundamental Change Purchase Notice prior to the Fundamental Change Expiration Time. Holders should review the applicable Indenture carefully and should consult with their own financial and tax advisors. None of the Company, Merger Sub, Parent or any of their respective affiliates, or any of its or their respective boards of directors, employees, advisors or representatives or U.S. Bank Trust Company, National Association, in its capacity as trustee, paying agent or conversion agent with respect to the Notes, is making any representation or recommendation to any Holder as to whether or not to surrender or convert that Holder's Notes. The Trustee, Paying Agent and Conversion Agent is: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION Corporate Actions 111 Fillmore Avenue St. Paul, MN 55107-1402 Telephone: (800) 934-6802 Email: cts.specfinance@usbank.com Any questions or requests for assistance in connection with the conversion of the Notes may be directed to U.S. Bank Trust Company, National Association, in accordance with the contact information listed above, or the Company. About Envestnet Envestnet is helping to lead the growth of wealth managers and transforming the way financial advice is delivered through its ecosystem of connected technology, advanced insights, and comprehensive solutions – backed by industry-leading service and support. Serving the wealth management industry for 25 years with more than $6.5 trillion in platform assets—more than 111,000 advisors, 17 of the 20 largest U.S. banks, 48 of the 50 largest wealth management and brokerage firms, more than 500 of the largest RIAs -- thousands of companies, depend on Envestnet technology and services to help drive business growth and productivity, and better outcomes for their clients. Data as of 9/30/24. View original content to download multimedia: https://www.prnewswire.com/news-releases/envestnet-inc-announces-make-whole-fundamental-change-and-supplemental-indentures-under-its-0-75-convertible-notes-due-2025-and-2-625-convertible-notes-due-2027--302317032.html SOURCE Envestnet, Inc.

No. 22 Iowa State keeps Big 12 title, CFP hopes alive with 31-28 win over UtahNone