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casino wolf of wall street In conclusion, the woman's experience with mild Botox poisoning underscores the potential risks associated with cosmetic procedures and the critical role of timely intervention in preventing serious harm. By sharing her story, she hopes to raise awareness about the importance of safety and oversight in the beauty industry, ultimately promoting better practices and protecting consumers from potential dangers.

Gemcor provides flexible automated solutions for precision-based drilling and fastening applications, blending proven reliability with next-generation technology MACOMB, Mich. , Dec. 17, 2024 /PRNewswire/ -- Since 1937, Gemcor Production Solutions (Gemcor) has installed over 2,000 automated fastening systems worldwide, integral to the manufacturing process of aerostructures throughout modern history. Acquired by Ascent Aerospace in 2016, its advantage is its heritage–a patented, roller-screw technology that provides manufacturing flexibility with many benefits, including shorter cycle times, extended life, and cost savings. "Gemcor products truly set the standard in the industry. With over 80 years of innovation and 100 installations alone in the last ten years, nothing is as reliable or adaptable as a quality-tested factory solution for airframers," shared Dan Friz, Vice President of Business Development and Sales at Ascent Aerospace. Automation and integration were central to Gemcor's evolution under Ascent. "Working directly with legacy Gemcor customers, we were able to pinpoint steps in the production process where opportunities existed to innovate," said Michael Hinckley , Director of Strategic Programs at Ascent Aerospace. "To provide a turn-key solution, we incorporated an automated fastener loading system and integrated a maintenance platform and equipment into the overall production system." For Ascent's customers, quality and cycle-time reductions were key factors in Gemcor's innovation. "The enhanced visual quality inspection with machine learning capabilities, built-in cycle time optimization, and the ability to enable future 'lights-out' operations are just a few of the added benefits of Gemcor's offerings," added Hinckley. "Each of these improvements allows our customers to ramp up production and save on costs, with zero compromise on quality. Our customers trust the legacy capabilities of the Gemcor product line, and the integration into Ascent Aerospace has not only solidified the brand, it has enhanced the overall capabilities." Gemcor's latest technology boasts a fully integrated wing panel assembly production system and six large C-Frame Gemcor machines that provide fastener feed, drill, countersink, sealant application, swage, shave, and multiple inspection capabilities. In addition, two product lines with Gemcor accessibility from both sides of the product, as well as eight automated positioning systems for positioning and holding wing panels. A traffic controller that provides coordinated movement between positioning systems, Gemcor machines, and material handling has been developed to provide personnel safety. In addition, a remote control operation station enables a single operator to safely monitor and run multiple machines simultaneously. "We worked directly with Siemens to develop a new motion control solution within Gemcor that supports the SINUMERIK software platform," shared Friz. "The ability to execute closed-loop force feedback with drilling and riveting operations with Siemens' state-of-the-art controller has reduced cycle times while providing a familiar solution for our customers. We pride ourselves at Ascent on our ability to be flexible throughout our design and engineering process, where we work closely with each customer to provide systems that meet specific facility needs and exceed quality expectations." Gemcor products offer fastening applications to provide efficient fastening rates and high productivity for airframers. Gemcor's latest in a range of technological enhancements includes incorporating continuous improvement processes into its SCADA system to provide critical data for customer-defined KPIs and clear, customizable reports. "This will allow manufacturers to access a user-friendly dashboard that shows how the system is performing," shared Nick Battle , General Manager - MI at Ascent Aerospace. "Using machine learning, this feature will also provide predictive maintenance and process action suggestions, OEE, and Statistical Process Control (SPC)." The integration of machine learning is just one important development of many when it comes to Gemcor's capabilities. Additional features using the latest technologies to enhance Gemcor's systems for customers include various software integrations and the use of AI deep learning to optimize performance and reduce cycle times. "Our goal at Ascent with Gemcor product development has been to increase accuracy, repeatability, and reliability while saving our customers time and resources throughout their manufacturing life-cycle. We have achieved this with the help of industry partners and the dedication and hard work of our talented employees," added Battle. Ascent is continuously adapting Gemcor to meet customers' changing needs as technology advances. "From process engineering to build and installation, our process is to work closely with customers to develop their projects and see them through to ensure we are providing an efficient and cost-effective solution." Additional Gemcor Production Solutions features: With offerings for a range of applications – from fuselages, wings, to engine nacelles and ducts, to its complete range of system regulations to include stand-alone riveters, semi-automatic systems, full multi-access CNC systems, and robot-based systems – Gemcor is a proven leader in automated drilling and fastening systems and is the factory solution to meet current demand across aerospace markets. Ascent Aerospace is a world-renowned, factory solutions provider of production and automated assembly systems for space, defense, and commercial aerospace industries. In addition to Gemcor Production Solutions, Ascent produces a full suite of both mold and assembly tooling required for the aerospace manufacturing market, including the largest Invar molds ever made— making Ascent the largest tooling group in the industry. As a true factory solutions partner, Ascent has the technology to support customers' builds throughout the lifecycle of their program. For inquiries regarding Gemcor Production Solutions, contact Al Bolen at al.bolen@ascentaerospace.com . Learn more at: https://ascentaerospace.com/ Contact: Dan Friz daniel.friz@ascentaerospace.com SOURCE Ascent AerospaceCould this happen to my company? That was surely one of the questions running through the minds of the assembled tech leaders and founders attending the tell-all fireside chat between Sampler founder and former CEO Marie Chevrier Schwartz and BetaKit editor-in-chief Douglas Soltys at SAAS NORTH 2024 on Nov. 13. “In hindsight, [the pandemic] made me, as a leader, ultimately ignore some of the fundamentals of the business that were very difficult.” On The BetaKit Keynote Stage at SAAS NORTH, an “extremely nervous” Schwartz unpacked the factors that led to her decade-old business folding after earlier this year. Schwartz, who had not spoken publicly on Sampler’s shuttering until after BetaKit’s story in August, told the SAAS NORTH audience she had decided to tackle the stigma surrounding failure. She hoped to let everyone in attendance know that they’ll likely fail at some point too—and that’s OK. “In my reflection, I realized that if I was feeling lonely, and 80 to 90 percent of businesses fail, then there’s a lot of people who have felt lonely, and a lot of people who will feel lonely,” she said. “If I could be an example of someone who survived through that failure, perhaps we as a community of founders could rebound faster [in the future.]” “I’m using failure with intent today, because I don’t want to be ashamed of saying ‘failure,’ Schwartz added. “In many ways, it’s not a failure. But people might label it as that, and I think that’s OK.” Founded in 2014 and based in Toronto, Sampler created a digital platform for product samples of consumer packaged goods (CPGs). Working with clients like Unilever and L’Oreal, and retailers like Kroger, Sampler reached 4.5 million users across Canada and the United States, with 1,000 CPG brands and agencies as customers and $10 million in annual recurring revenue. At the date of its bankruptcy filing, Sampler had total liabilities of $12.9 million and total assets of more than $300,000. Addressing the attentive crowd, Schwartz detailed what went wrong at the company. From her perspective, Sampler suffered from a series of market shifts from which it could not recover. “In summary, Sampler lost product-market fit 10 years into running its business.” Schwartz noted the COVID-19 pandemic “significantly accelerated” Sampler’s business initially as consumers moved away from brick-and-mortar stores and squarely into its domain of online retail. The former CEO said she took this as a signal to significantly invest in the business and gear up for international expansion, but acknowledged it likely wasn’t the right move. “In hindsight, [the pandemic] made me, as a leader, ultimately ignore some of the fundamentals of the business that were very difficult,” Schwartz said. She added that, while Sampler positioned itself as a Software-as-a-Service (SaaS) company for the sake of fundraising, the company was ultimately beholden to the constraints of the physical, not digital world—namely, shipping and logistics. “At the end of the day, we had something like a 35 to 40 percent margin. We had very difficult unit economics,” she confessed. In the midst of a pandemic-fuelled surge in demand, the low margins didn’t matter as much. But when the impacted Sampler’s CPG customers, the reality was laid bare. As boats full of goods sat in ports, CPG brands were missing key ingredients for their products, Schwartz explained. If a potato chip manufacturer couldn’t stock shelves with product, they weren’t going to provide samples. Sampler continued to see growth until it was hit with the higher shipping costs that followed in the pandemic’s wake. The United States Postal Service increased Sampler’s delivery costs by 200 percent, according to Schwartz, eating further into the company’s margins. As the world began to open back up Sampler’s customers were then very eager to return to in-person shopping. “All of us wanted to go pick our veggies again, so that was bad for the business,” Schwartz said. “In summary, Sampler lost product-market fit 10 years into running its business.” Amid these troubles, and one year before declaring bankruptcy, Sampler became a buyer to try and expand its business while courting a Series B funding round to extend its runway. Sampler beauty industry digital sampling agency Abeo in April 2023 to strengthen its underperforming beauty category and accelerate its expansion into Europe and the United States. The company’s second acquisition, , came three months later. The artificial intelligence-powered software was meant to help brands and their agencies create data-driven, user-generated content promotions. Sampler hoped it could start leveraging its large dataset to monetize new features following a more conventional SaaS business model that Schwartz hoped would provide the company higher margins. “We were very confident that the strategy would hit traction fast enough for us to raise our next round,” Schwartz said before taking a short beat. “We were unable to raise the next round.” Schwartz said her investors were with her “in the trenches,” sending her meals and offering to hire a nanny as she tried to juggle her company’s woes while expecting a baby. The CEO also made clear to the audience that it was her responsibility to find new investors who would get her company to the Series B level. But the market demand wasn’t there, and Schwartz claimed she was fundraising while a “huge exit” of venture capital from the CPG space was taking place. Ultimately, all those factors together signalled that her business was no longer viable. Toward the end of the conversation, Schwartz acknowledged that she wasn’t the only one affected by Sampler’s failure, noting its impact on investors, partners, and employees. She detailed how it felt to lose everything she built her professional identity around, while navigating the confusing process of bankruptcy. “What happens in bankruptcy is that, one day, you have everybody working together, and then the next day there’s ,” she recalled. “Your email gets shut down. You have to return your laptop, it’s gone.” “You don’t have any funds left, right?” Schwartz later added. “So you can’t pay the lawyer, you can’t pay the accountant, your investors are in a conflict and so, frankly, there’s just nothing for you to find.” Schwartz noted that being open about Sampler’s failure has helped create a support network as rediscovers her passions. Now the CEO of tech community organization , she’s dedicating her time to supporting those taking on “the extreme sport of building technology companies.” Schwartz currently has at least one person per week asking for her help navigating the unspoken parts of the bankruptcy process, reinforcing that Sampler’s struggles are not an isolated incident in Canadian tech. She is working with “a few folks” on a project to help make that process easier to understand, and made a pitch to accounting or law firms in attendance at SAAS NORTH for their support. Soltys concluded the conversation with one more prompt for introspection, asking Sampler’s former CEO what she would say to the Marie Chevrier Schwartz of 2013. “You are going to come out of this the wealthiest person ever,” Schwartz concluded, taking another beat. “In experience.”

The case against Manchester City highlights the challenges faced by football authorities in enforcing financial fair play regulations and holding clubs accountable for their actions. The complexity of modern football finance, with its myriad revenue streams and sponsorship deals, makes it easy for clubs to manipulate their financial statements and potentially gain an unfair advantage over their rivals.

In conclusion, the recent Political Bureau meeting sent out six positive signals that signal a proactive and growth-oriented stance in economic policy. By emphasizing the need for "extraordinary countercyclical adjustment" and reintroducing "moderate easing," the government is demonstrating its commitment to supporting economic growth and stability. With a focus on targeted measures, innovation, and forward-looking policies, China is poised to navigate the current economic challenges and emerge stronger in the years ahead.The Chairman of the Independent Corrupt Practices and Other Related Offences Commission (ICPC), Dr. Musa Aliyu (SAN), said on Tuesday the commission has recovered over N52 billion and $966,900.83 in the last one year. Aliyu disclosed this at an event to mark his one year in office as ICPC chairman. He said the commission also intercepted N5.882 billion diverted in 323 Ministries, Departments, and Agencies (MDAs) during the period. He attributed the commission’s achievement to the steadfast commitment to the rule of law, adaptation to evolving trends and equipping its workforce with Information and Communication Technology (ICT) capacity in the fight against corruption. The chairman said: “The current administration’s anti-corruption agenda and my own policy thrust encapsulated in the acronym ‘CARE’ for impact, have further motivated the Commission to enhance its tools, approaches, and engagements. “I am therefore bold and proud to reflect on the modest progress we have made and the challenges we have overcome so far. “These accomplishments include notable asset recoveries, enforcement actions, and initiatives promoting transparency and good governance. READ ALSO: ICPC boss, Aliyu, claims 70% of Nigerians refused to pay bribes in 2023 “For instance, through its Constituency and Executive Projects Tracking Initiative (CEPTI), the Commission continues to ensure accountability in government funds and delivery of tangible benefits of democracy to citizens across Nigeria.” Aliyu revealed that the sum of ₦29.70 billion cash recovered by the commission was presently domiciled in its recovery accounts. “The sum of ₦10.98 billion in Value Added Tax (VAT) was recovered and remitted to Federal Inland Revenue Services (FIRS) while N10 billion COVID-19 vaccine fund meant for production of vaccine was remitted to the treasury. “The commission also recovered value of assets to the tune of N2.5 billion through various courts’ order of final forfeiture. “As part of its commitment to institutional accountability, the Commission assessed 323 Ministries, Departments, and Agencies (MDAs) through its Ethics and Integrity Compliance Scorecard (EICS). “It also established 80 Anti-Corruption and Transparency Units (ACTUs) across MDAs to reinforce its anti-corruption efforts,” he stated. Opinions Balanced, fearless journalism driven by data comes at huge financial costs. As a media platform, we hold leadership accountable and will not trade the right to press freedom and free speech for a piece of cake. If you like what we do, and are ready to uphold solutions journalism, kindly donate to the Ripples Nigeria cause. Your support would help to ensure that citizens and institutions continue to have free access to credible and reliable information for societal development. Donate Now

COLUMBUS, Ohio, Dec. 17, 2024 (GLOBE NEWSWIRE) -- According to a Cleveland State University (CSU) study, total investment in Ohio’s shale energy sector was approximately $3.1 billion in the second half of 2023. The latest report , prepared for JobsOhio, Ohio’s private non-profit economic development corporation, covers shale-related investment in Ohio from July 2023 through December 2023 and cumulates total investment from 2011 forward. The study from CSU’s Energy Policy Center at the Maxine Goodman Levin School of Urban Affairs revealed that with previous investments to date, cumulative oil and gas investment in Ohio through December 2023 is estimated to be around $108.2 billion. Of this, $76.7 billion has been in upstream, $22 billion in midstream, and $9.5 billion in downstream industries. The study showed that cumulative shale-related investment steadily rose between 2011 and 2023. As the spread between oil and natural gas prices has increased, finding and development (F&D) costs for oil have been falling, driven by innovations that improve the operational efficiency of production from shale wells. The study suggests that the application of artificial intelligence (AI) to upstream operations could drive additional improvements. “As natural gas exploration technology continues to evolve, Ohio’s abundance of resources can play an essential role in supporting economic growth in industries like advanced manufacturing, healthcare, polymers, construction, aviation, and automotive,” said JobsOhio President and CEO J.P. Nauseef. “Since 2011, the shale-related investment in Ohio’s energy economy has steadily increased to $108.2 billion as industry experts and investors look to the state for growth.” “Total shale-related investment was up $1 billion in the second half of 2023 compared to the first half of the year, due largely to construction starting on a major natural gas power plant,” said Mark Henning, Research Supervisor for the Energy Policy Center in the Maxine Goodman Levin School or Urban Affairs at CSU. “This level of overall investment will likely continue as upstream producers continue to ramp up activities in the region’s oil window, where we have seen new well development more than double during the first half of 2024 compared to the second half of last year.” Upstream Investment Overall, upstream investments were down by about $332 million in the second half of 2023 compared to the first half of the year, reflecting a decline in the number of new wells drilled. Oil prices have remained high relative to natural gas prices, sustaining an average oil-to-price ratio of 6:1 since the beginning of 2023. Midstream Investment Midstream investment reached $290.4 million in the second half of 2023; a 69% increase compared to the previous six-month period. Most of the midstream investment during the Study period was for gathering system and transportation buildout, with $166.9 million spent on gathering lines and $91.9 million spent on compression. An additional $31.5 million was spent on NGL pipelines. Downstream Investment Since 2015, the CSU studies have reported that 10 natural gas-powered power plants have been in the planning, construction, or newly operational stages. Seven of these plants consumed 13% of Ohio Utica gas production for power generation during the second half of 2023 and generated the equivalent of approximately 35% of the electricity consumed in Ohio across all sectors during the same time period. This is the sixteenth CSU study reporting investment resulting from oil and gas development in Ohio related to the Utica and Point Pleasant formations. The latest report and previous reports can be found here . For more information on Ohio’s growing energy industry, visit www.JobsOhio.com/energy . About the Maxine Goodman Levin School of Urban Affairs The Maxine Goodman Levin School of Urban Affairs at Cleveland State University is recognized as one of the best public affairs schools in the nation by U.S. News & World Report. The Levin School is ranked 4th in the US in the specialty of Urban Policy and 12th in the specialty of Local Government Management. Levin offers undergraduate, graduate, and professional development programs in fields that guide and advance vibrant and sustainable communities, including urban studies, public administration, urban planning, environmental studies, nonprofit management, and organizational leadership. The Levin School’s collection of scholars combines practical experience with research and theory, delivering excellence in teaching to prepare the next generation of community leaders. Founded in 1964, Cleveland State University is a public research institution with more than 14,000 students, 8 colleges and schools and more than 175 academic programs. According to the Brookings Institution, CSU is No. 18 in the U.S. among public universities that fulfill a critical dual mission: providing upward mobility and conducting impactful research. CSU is the only Ohio university in the top tier of the Brookings list. U.S News & World Report consistently lists CSU among America’s Best Colleges and Universities. About JobsOhio JobsOhio , Ohio's private nonprofit economic development corporation, enhances company growth and personnel development through business attraction, retention, and expansion across ten competitive industry sectors. With a team of seasoned professionals, JobsOhio utilizes a comprehensive network to foster talent production in targeted industries and attract talent through Find Your Ohio . Collaborating with seven regional partners, including Dayton Development Coalition , Lake to River Economic Development , Ohio Southeast Economic Development , One Columbus , REDI Cincinnati , Regional Growth Partnership , and Team NEO , JobsOhio delivers world-class customer service to provide companies with a competitive advantage. Learn more at www.jobsohio.com . Follow us on LinkedIn , X , and Facebook.The Spanish coach will undoubtedly bring his wealth of experience and tactical knowledge to the team, and his appointment is a clear statement of Beijing Guoan's ambition to compete at the highest level. Valverde's meticulous approach to coaching and his ability to get the best out of his players will be invaluable assets as the club aims to achieve its goals and aspirations in the coming seasons.

DAMASCUS (AP) — Exuberant Syrians observed the first Friday prayers since the ouster of President Bashar Assad , gathering in the capital's historic main mosque, its largest square and around the country to celebrate the end of half a century of authoritarian rule. The newly installed interim prime minister delivered the sermon at the Umayyad Mosque, declaring that a new era of “freedom, dignity and justice” was dawning for Syria. The gatherings illustrated the dramatic changes that have swept over Syria less than a week after insurgents marched into Damascus and toppled Assad. Amid the jubilation, U.S. Secretary of State Antony Blinken met with allies around the region and called for an “inclusive and non-sectarian” interim government. Blinken arrived in Iraq on a previously unannounced stop after talks in Jordan and Turkey, which backs some of the Syrian insurgent factions. So far, U.S. officials have not talked of direct meetings with Syria's new rulers. The main insurgent force, Hayat Tahrir al-Sham, has worked to establish security and start a political transition after seizing Damascus early Sunday. The group has tried to reassure a public both stunned by Assad's fall and concerned about extremist jihadis among the rebels. Insurgent leaders say the group has broken with its extremist past, though HTS is still labeled a terrorist group by the United States and European countries. HTS's leader, Ahmad al-Sharaa, formerly known as Abu Mohammed al-Golani, appeared in a video message Friday congratulating “the great Syrian people for the victory of the blessed revolution.” “I invite them to head to the squares to show their happiness without shooting bullets and scaring people,” he said. “And then after, we will work to build this country, and as I said in the beginning, we will be victorious by the help of God.” Syrians celebrate in the historic heart of Damascus Huge crowds, including some insurgents, packed the historic Umayyad Mosque in the capital's old city, many waving the rebel opposition flag — with its three red stars — which has swiftly replaced the Assad-era flag with with its two green stars. Syrian state television reported that the sermon was delivered by Mohammed al-Bashir, the interim prime minister installed by HTS this week. The scene resonated on multiple levels. The mosque, one of the world's oldest dating back some 1,200 years, is a beloved symbol of Syria, and sermons there like all mosque sermons across Syria were tightly controlled under Assad's rule. Also, in the early days of the anti-government uprising in 2011, protesters would leave Friday prayers to march in rallies against Assad before he launched a brutal crackdown that turned the uprising into a long and bloody civil war. “I didn’t step foot in Umayyad Mosque since 2011," because of the tight security controls around it, said one worshipper, Ibrahim al-Araby. “Since 11 or 12 years, I haven’t been this happy.” Another worshipper, Khair Taha, said there was “fear and trepidation for what’s to come. But there is also a lot of hope that now we have a say and we can try to build.” Blocks away in Damascus' biggest roundabout, named Umayyad Square, thousands gathered, including many families with small children — a sign of how, so far at least, the country's transformation has not caused violent instability. “Unified Syria to build Syria,” the crowd chanted. Some shouted slurs against Assad and his late father, calling them pigs, an insult that would have previously led to offenders being hauled off to one of the feared detention centers of Assad’s security forces. One man in the crowd, 51-year-old Khaled Abu Chahine — originally from the southern province of Daraa, where the 2011 uprising first erupted — said he hoped for “freedom and coexistence between all Syrians, Alawites, Sunnis, Shiites and Druze.” The interim prime minister, al-Bashir, had been the head of a de facto administration created by HTS in Idlib, the opposition's enclave in northwest Syria. The rebels were bottled up in Idlib for years before fighters broke out in a shock offensive and marched across Syria in 10 days. Similar scenes of joy unfolded in other major cities, including in Aleppo, Homs, Hama, Latakia and Raqqa. US and its allies try to shape a rapidly changing Syria Al-Sharaa, HTS' leader, has promised to bring a pluralistic government to Syria, seeking to dispel fears among many Syrians — especially its many minority communities — that the insurgents will impose a hard-line, extremist rule. Another key factor will be winning international recognition for a new government in a country where multiple foreign powers have their hands in the mix. The Sunni Arab insurgents who overthrew Assad did so with vital help from Turkey, a longtime foe of the U.S.-backed Kurds . Turkey controls a strip of Syrian territory along the shared border and backs an insurgent faction uneasily allied to HTS — and is deeply opposed to any gains by Syria's Kurds. In other developments, Turkish Foreign Minister Hakan Fidan said Turkey’s Embassy in Damascus would reopen Saturday for the first time since 2012, when it closed due to the Syrian civil war. The U.S. has troops in eastern Syria to combat remnants of the Islamic State group and supports Kurdish-led fighters who rule most of the east. Since Assad's fall, Israel has bombed sites all over Syria, saying it is trying to prevent weapons from falling into extremist hands. It has also seized a swath of southern Syria along the border with the Israeli-occupied Golan Heights, calling it a buffer zone. After talks with Fidan, Blinken said there was “broad agreement” between Turkey and the U.S. on what they would like to see in Syria. That starts with an "interim government in Syria, one that is inclusive and non-sectarian and one that protects the rights of minorities and women” and does not “pose any kind of threat to any of Syria’s neighbors,” Blinken said. Fidan said the priority was “establishing stability in Syria as soon as possible, preventing terrorism from gaining ground, and ensuring that IS and the PKK aren’t dominant” — referring to the Islamic State group and the Kurdistan Workers Party. Ankara considers the PKK within Turkey's borders a terrorist group, as it does the Kurdish-backed forces in Syria backed by the U.S. A U.S. official said that in Ankara, President Recep Tayyip Erdogan and Fidan both told Blinken that Kurdish attacks on Turkish positions would require a response. The official spoke to reporters on condition of anonymity to discuss private diplomatic talks. The U.S. has been trying to limit such incidents in recent days and had helped organize an agreement to prevent confrontations around the northern Syrian town of Manbij, which was taken by Turkey-backed opposition fighters from the U.S.-backed Kurdish forces earlier this week. In Baghdad, Blinken met with Iraqi Prime Minister Mohammed al-Sudani, saying both countries wanted to ensure the Islamic State group — also known by its Arabic acronym Daesh — doesn't exploit Syria's transition to re-emerge. “Having put Daesh back in its box, we can’t let it out, and we’re determined to make sure that that doesn’t happen," Blinken said. The U.S. official who briefed reporters said that Blinken had impressed upon al-Sudani the importance of Iraq exercising its full sovereignty over its territory and airspace to stop Iran from transporting weapons and equipment to Syria, either for Assad supporters or onward to the militant Hezbollah group in Lebanon. ___ Lee reported from Ankara, Turkey. Associated Press writers Suzan Fraser in Ankara and Sally Abou AlJoud in Beirut contributed to this report. Albert Aji And Matthew Lee, The Associated PressTitle: Tragedy Strikes as 26-Year-Old American Influencer Kidnapped, Murdered, and Dumped in the Sea - Body Likely Unrecoverable