Eagle Capital Growth Fund CEO buys $58,425 in stock

Innodata director Toor sells $9.07 million in common stockSAN RAMON, Calif., Dec. 05, 2024 (GLOBE NEWSWIRE) -- CooperCompanies (Nasdaq: COO), a leading global medical device company, today announced financial results for its fiscal fourth quarter and full year ended October 31, 2024. Fourth quarter 2024 revenue of $1,018.4 million, up 10%, or up 7% organically. Fiscal year 2024 revenue of $3.9 billion, up 8%, or up 8% organically. Fourth quarter 2024 GAAP diluted earnings per share (EPS) of $0.58, up 38%. Fiscal 2024 GAAP diluted EPS of $1.96, up 33%. Fourth quarter 2024 non-GAAP diluted EPS of $1.04, up 19%. Fiscal 2024 non-GAAP diluted EPS of $3.69, up 15%. See "Reconciliation of Selected GAAP Results to Non-GAAP Results" below. Commenting on the results, Al White, Cooper's President and CEO said, "Fiscal 2024 was a great year for Cooper having achieved record consolidated revenues, including record CooperVision revenues, record CooperSurgical revenues and record non-GAAP EPS. We look forward to continued success in fiscal 2025 and thank all of our employees for driving these results." Fourth Quarter Operating Results Revenue of $1,018.4 million, up 10% from last year’s fourth quarter, up 9% in constant currency, up 7% organically. Gross margin of 67% compared with 65% in last year’s fourth quarter driven by price and efficiency gains. On a non-GAAP basis, gross margin was similar to last year at 67%. Operating margin of 19% compared with 15% in last year’s fourth quarter driven by SG&A expense leverage and stronger gross margins. On a non-GAAP basis, operating margin was 26%, up from 24% last year. Interest expense of $27.0 million compared with $26.3 million in last year's fourth quarter. On a non-GAAP basis, interest expense was $25.6 million, down from $26.4 million. Cash provided by operations of $268.1 million offset by capital expenditures of $139.9 million resulted in free cash flow of $128.2 million. Fourth Quarter CooperVision (CVI) Revenue Revenue of $676.4 million, up 9% from last year’s fourth quarter, up 8% in constant currency, up 8% organically. Revenue by category: Revenue by geography: Fourth Quarter CooperSurgical (CSI) Revenue Revenue of $342.0 million, up 12% from last year's fourth quarter, up 12% in constant currency, up 5% organically. Revenue by category: Fiscal Year 2024 Operating Results Revenue of $3,895.4 million, up 8% from fiscal 2023, up 9% in constant currency, up 8% organically. CVI revenue of $2,609.4 million, up 8% from fiscal 2023, up 8% in constant currency, up 9% organically, and CSI revenue $1,286.0 million, up 10% from fiscal 2023, up 11% in constant currency, up 5% organically. Gross margin of 67% compared with 66% in fiscal 2023. Non-GAAP gross margin was 67% compared with 66% in fiscal 2023. Operating margin of 18% compared with 15% in fiscal 2023. Non-GAAP operating margin was 25% compared with 24% in fiscal 2023. Cash provided by operations of $709.3 million offset by capital expenditures of $421.2 million resulted in free cash flow of $288.1 million. Fiscal Year 2025 Financial Guidance The Company initiated its fiscal year 2025 financial guidance. Details are summarized as follows: Fiscal 2025 total revenue of $4,080 - $4,158 million (organic growth of 6% to 8%) CVI revenue of $2,733 - $2,786 million (organic growth of 6.5% to 8.5%) CSI revenue of $1,347 - $1,372 million (organic growth of 4% to 6%) Fiscal 2025 non-GAAP diluted earnings per share of $3.92 - $4.02 Non-GAAP diluted earnings per share guidance excludes amortization and impairment of intangible assets, and certain income or gains and charges or expenses including acquisition and integration costs which we may incur as part of our continuing operations. With respect to the Company’s guidance expectations, the Company has not reconciled non-GAAP diluted earnings per share guidance to GAAP diluted earnings per share due to the inherent difficulty in forecasting acquisition-related, integration and restructuring charges and expenses, which are reconciling items between the non-GAAP and GAAP measures. Due to the unknown effect, timing and potential significance of such charges and expenses that impact GAAP diluted earnings per share, the Company is not able to provide such guidance. Reconciliation of Selected GAAP Results to Non-GAAP Results To supplement our financial results and guidance presented on a GAAP basis, we provide non-GAAP measures such as non-GAAP gross margin, non-GAAP operating margin, non-GAAP diluted earnings per share, as well as constant currency and organic revenue growth because we believe they are helpful for the investors to understand our consolidated operating results. Management uses supplemental non-GAAP financial measures internally to understand, manage and evaluate our business, to make operating decisions, and to plan and forecast for future periods. The non-GAAP measures exclude costs which we generally would not have otherwise incurred in the periods presented as a part of our continuing operations. We provide further details of the non-GAAP adjustments made to arrive at our non-GAAP measures in the GAAP to non-GAAP reconciliations below. Our non-GAAP financial results and guidance are not meant to be considered in isolation or as a substitute for comparable GAAP measures and should be read only in conjunction with our consolidated financial statements prepared in accordance with GAAP. To present constant currency revenue growth, current period revenue for entities reporting in currencies other than the United States dollar are converted into United States dollars at the average foreign exchange rates for the corresponding period in the prior year. To present organic revenue growth, we excluded the effect of foreign currency fluctuations and the impact of any acquisitions, divestitures and discontinuations that occurred in the comparable period. We define the non-GAAP measure of free cash flow as cash provided by operating activities less capital expenditures. We believe free cash flow is useful for investors as an additional measure of liquidity because it represents cash that is available to grow the business, make strategic acquisitions, repay debt, or buyback common stock. Management uses free cash flow internally to understand, manage, make operating decisions and evaluate our business. In addition, we use free cash flow to help plan and forecast future periods. Investors should consider non-GAAP financial measures in addition to, and not as replacements for, or superior to, measures of financial performance prepared in accordance with GAAP. EPS, amounts and percentages may not sum or recalculate due to rounding. (1) Charges include the direct effects of acquisition accounting, such as amortization of inventory fair value step-up, professional services fees, regulatory fees and changes in fair value of contingent considerations, and items related to integrating acquired businesses, such as redundant personnel costs for transitional employees, other acquired employee related costs, and integration-related professional services, manufacturing integration costs, legal entity rationalization and other integration-related activities. The acquisition and integration-related charges in fiscal 2024 were primarily related to the Cook Medical acquisition and integration expenses. The acquisition and integration-related charges in fiscal 2023 were primarily related to the Generate acquisition and integration expenses. Charges included $2.9 million and $8.4 million related to redundant personnel costs for transitional employees, $0.7 million and $4.5 million of professional services fees, $1.4 million and $1.4 million of manufacturing integration costs, $1.5 million and 1.5 million of inventory fair value step-up amortization, and $0.7 million and $4.1 million of other acquisition and integration-related activities in the three and twelve months ended October 31, 2024, respectively. The twelve months ended October 31, 2024 also included $0.7 million regulatory fees. Charges included $7.5 million and $21.9 million related to redundant personnel costs for transitional employees, $6.5 million and $16.2 million of professional services fees, $2.9 million and $6.5 million of manufacturing integration costs, $3.1 million and $5.0 million of legal entity rationalization costs, $0.9 million and $2.7 million regulatory fees, and $0.6 million and $5.0 million in other acquisition and integration-related activities, in the three and twelve months ended October 31, 2023, respectively. (2) Charges include costs related to product line exits such as inventory write-offs, site closure costs, contract termination costs and specifically-identified long-lived asset write-offs. Charges included $2.3 million of write-offs of long-lived assets and $1.7 million of other costs related to product line exits in the twelve months October 31, 2024. No charge related to product line exits was incurred in the three months ended October 31, 2024. Charges included $3.4 million and $7.9 million of site closure costs related to the exit of the lens care business, $0.4 million and $1.1 million of other costs related to product line exits in the three and twelve months ended October 31, 2023, respectively. The fourth quarter of fiscal 2023 also included $9.8 million of intangible assets impairment charge associated with the discontinuation of certain products. (3) Charges represent incremental costs of complying with the new European Union (E.U.) medical device regulations for previously registered products and primarily include charges for contractors supporting the project and other direct third-party expenses. We consider these costs to be limited to a specific time period. (4) Charges represent the costs associated with initiatives to increase efficiencies across the organization and optimize our overall cost structure, including changes to our IT infrastructure and operations, employee severance costs, legal entity and other business reorganizations, write-offs or impairments of certain long-lived assets associated with the business optimization activities. Charges included $1.5 million and $10.6 million of employee severance costs, $1.0 million and $4.1 million related to changes to our IT infrastructure and operation, and $0.4 million and $2.9 million of legal entity and other business reorganizations costs, in the three and twelve months ended October 31, 2024, respectively. The twelve months ended October 31, 2024 also included $0.7 million of other optimization costs. Charges included $1.4 million and $11.3 million of employee severance costs, $1.4 million and $1.9 million of legal entity and other business reorganizations costs, and $0.3 million and $5.9 million related to changes to our IT infrastructure and operations, partially offset by $0.2 million and $0.4 million of other items in the three and twelve months ended October 31, 2023, respectively. (5) Amount represents an accrual for probable payment of a termination fee in connection with an asset purchase agreement in the second quarter of 2023, which was paid in August 2023. (6) Amount represents the release the contingent consideration liability associated with SightGlass Vision's regulatory approval milestone in the first quarter of 2023. (7) Charges include certain business disruptions from natural causes, litigation matters and other items that are not part of ordinary operations. The adjustments to arrive at non-GAAP net income also include gains and losses on minority interest investments and accretion of interest attributable to acquisition installment payables. Charges included $1.5 million and $5.9 million of gains and losses on minority interest investments, $1.4 million and $5.5 million of accretion of interest attributable to acquisition installments payable, $0.6 million and $1.5 million related to legal matters in the three and twelve months ended October 31, 2024, respectively. Charges included $1.6 million and $6.3 million of gains and losses on minority interest investments, and $1.3 million and $4.6 million related to legal matters in the three and twelve months ended October 31, 2023, respectively. The twelve months ended October 31, 2023 also included $1.1 million of other items. (8) In fiscal 2021, the Company transferred its CooperVision intellectual property and goodwill to its UK subsidiary. As a result, we recorded a deferred tax asset equal to approximately $2.0 billion as a one-time tax benefit in accordance with U.S. GAAP in fiscal 2021 as subsequently adjusted for changes in UK tax law. The non-GAAP adjustments reflect the ongoing net deferred tax benefit from tax amortization each period under UK tax law. Audio Webcast and Conference Call The Company will host an audio webcast today for the public, investors, analysts and news media to discuss its fourth quarter results and current corporate developments. The audio webcast will be broadcast live on CooperCompanies' website, www.investor.coopercos.com , at approximately 5:00 PM ET. It will also be available for replay on CooperCompanies' website, www.investor.coopercos.com . Alternatively, you can dial in to the conference call at 800-715-9871; conference ID 2026064. About CooperCompanies CooperCompanies (Nasdaq: COO) is a leading global medical device company focused on improving lives one person at a time. The Company operates through two business units, CooperVision and CooperSurgical. CooperVision is a trusted leader in the contact lens industry, improving the vision of millions of people every day. CooperSurgical is a leading fertility and women's health company dedicated to assisting women, babies and families at the healthcare moments that matter most. Headquartered in San Ramon, CA, CooperCompanies ("Cooper") has a workforce of more than 16,000 with products sold in over 130 countries. For more information, please visit www.coopercos.com. Forward-Looking Statements This earnings release contains "forward-looking statements" as defined by the Private Securities Litigation Reform Act of 1995. Statements relating to guidance, plans, prospects, goals, strategies, future actions, events or performance and other statements of which are other than statements of historical fact, including our fiscal year 2025 financial guidance are forward looking. In addition, all statements regarding anticipated growth in our revenues, anticipated effects of any product recalls, anticipated market conditions, planned product launches, restructuring or business transition expectations, regulatory plans, and expected results of operations and integration of any acquisition are forward-looking. To identify these statements look for words like "believes," "outlook," "probable," "expects," "may," "will," "should," "could," "seeks," "intends," "plans," "estimates" or "anticipates" and similar words or phrases. Forward-looking statements necessarily depend on assumptions, data or methods that may be incorrect or imprecise and are subject to risks and uncertainties. Among the factors that could cause our actual results and future actions to differ materially from those described in forward-looking statements are: adverse changes in the global or regional general business, political and economic conditions including the impact of continuing uncertainty and instability of certain countries, man-made or natural disasters and pandemic conditions, that could adversely affect our global markets, and the potential adverse economic impact and related uncertainty caused by these items; the impact of international conflicts and the global response to international conflicts on the global and local economy, financial markets, energy markets, currency rates and our ability to supply product to, or through, affected countries; our substantial and expanding international operations and the challenges of managing an organization spread throughout multiple countries and complying with a variety of legal, compliance and regulatory requirements; foreign currency exchange rate and interest rate fluctuations including the risk of fluctuations in the value of foreign currencies or interest rates that would decrease our net sales and earnings; our existing and future variable rate indebtedness and associated interest expense is impacted by rate increases, which could adversely affect our financial health or limit our ability to borrow additional funds; changes in tax laws, examinations by tax authorities, and changes in our geographic composition of income; acquisition-related adverse effects including the failure to successfully achieve the anticipated net sales, margins and earnings benefits of acquisitions, integration delays or costs and the requirement to record significant adjustments to the preliminary fair value of assets acquired and liabilities assumed within the measurement period, required regulatory approvals for an acquisition not being obtained or being delayed or subject to conditions that are not anticipated, adverse impacts of changes to accounting controls and reporting procedures, contingent liabilities or indemnification obligations, increased leverage and lack of access to available financing (including financing for the acquisition or refinancing of debt owed by us on a timely basis and on reasonable terms); compliance costs and potential liability in connection with U.S. and foreign laws and health care regulations pertaining to privacy and security of personal information such as the Health Insurance Portability and Accountability Act of 1996 (HIPAA) and the California Consumer Privacy Act (CCPA) in the U.S. and the General Data Protection Regulation (GDPR) requirements in Europe, including but not limited to those resulting from data security breaches; a major disruption in the operations of our manufacturing, accounting and financial reporting, research and development, distribution facilities or raw material supply chain due to challenges associated with integration of acquisitions, man-made or natural disasters, pandemic conditions, cybersecurity incidents or other causes; a major disruption in the operations of our manufacturing, accounting and financial reporting, research and development or distribution facilities due to the failure to perform by third-party vendors, including cloud computing providers or other technological problems, including any related to our information systems maintenance, enhancements or new system deployments, integrations or upgrades; a successful cybersecurity attack which could interrupt or disrupt our information technology systems, or those of our third-party service providers, or cause the loss of confidential or protected data; market consolidation of large customers globally through mergers or acquisitions resulting in a larger proportion or concentration of our business being derived from fewer customers; disruptions in supplies of raw materials, particularly components used to manufacture our silicone hydrogel lenses; new U.S. and foreign government laws and regulations, and changes in existing laws, regulations and enforcement guidance, which affect areas of our operations including, but not limited to, those affecting the health care industry, including the contact lens industry specifically and the medical device or pharmaceutical industries generally, including but not limited to the EU Medical Devices Regulation (MDR), and the EU In Vitro Diagnostic Medical Devices Regulation (IVDR); legal costs, insurance expenses, settlement costs and the risk of an adverse decision, prohibitive injunction or settlement related to product liability, patent infringement, contractual disputes, or other litigation; limitations on sales following product introductions due to poor market acceptance; new competitors, product innovations or technologies, including but not limited to, technological advances by competitors, new products and patents attained by competitors, and competitors' expansion through acquisitions; reduced sales, loss of customers, reputational harm and costs and expenses, including from claims and litigation related to product recalls and warning letters; failure to receive, or delays in receiving, regulatory approvals or certifications for products; failure of our customers and end users to obtain adequate coverage and reimbursement from third-party payers for our products and services; the requirement to provide for a significant liability or to write off, or accelerate depreciation on, a significant asset, including goodwill, other intangible assets and idle manufacturing facilities and equipment; the success of our research and development activities and other start-up projects; dilution to earnings per share from acquisitions or issuing stock; impact and costs incurred from changes in accounting standards and policies; risks related to environmental laws and requirements applicable to our facilities, products or manufacturing processes, including evolving regulations regarding the use of hazardous substances or chemicals in our products; risks related to environmental, social and corporate governance (ESG) issues, including those related to regulatory and disclosure requirements, climate change and sustainability; and other events described in our Securities and Exchange Commission filings, including the “Business”, “Risk Factors” and "Management's Discussion and Analysis of Financial Condition and Results of Operations" sections in the Company’s Annual Report on Form 10-K for the fiscal year ended October 31, 2024, as such Risk Factors may be updated in annual and quarterly filings. We caution investors that forward-looking statements reflect our analysis only on their stated date. We disclaim any intent to update them except as required by law. Contact: Kim Duncan Vice President, Investor Relations and Risk Management 925-460-3663 ir@cooperco.com THE COOPER COMPANIES, INC. AND SUBSIDIARIES GAAP to Non-GAAP Reconciliation Constant Currency Revenue Growth and Organic Revenue Growth Net Sales

Andrew Luck returns to Stanford as the GM of the football program

Enzo Maresca ‘thankful’ for connection at Leicester ahead of return with ChelseaSTANFORD, Calif. — Andrew Luck is returning to Stanford in hopes of turning around a struggling football program that he once helped become a national power. Athletic director Bernard Muir announced Saturday that Luck has been hired as the general manager of the Stanford football team, tasked with overseeing all aspects of the program that just finished a 3-9 season under coach Troy Taylor. “I am a product of this university, of Nerd Nation; I love this place,” Luck said. “I believe deeply in Stanford’s unique approach to athletics and academics and the opportunity to help drive our program back to the top. Coach Taylor has the team pointed in the right direction, and I cannot wait to work with him, the staff, and the best, brightest, and toughest football players in the world.” Luck has kept a low profile since his surprise retirement from the NFL at age 29 when he announced in August 2019 that he was leaving the Indianapolis Colts and pro football. Cardinal alum Andrew Luck, left, watches a Feb. 2 game between Stanford and Southern California on Feb. 2 in Stanford, Calif. In his new role, Luck will work with Taylor on recruiting and roster management, and with athletic department and university leadership on fundraising, alumni relations, sponsorships, student-athlete support and stadium experience. “Andrew’s credentials as a student-athlete speak for themselves, and in addition to his legacy of excellence, he also brings a deep understanding of the college football landscape and community, and an unparalleled passion for Stanford football,” Muir said. “I could not think of a person better qualified to guide our football program through a continuously evolving landscape, and I am thrilled that Andrew has agreed to join our team. This change represents a very different way of operating our program and competing in an evolving college football landscape.” Luck was one of the players who helped elevate Stanford into a West Coast powerhouse for several years. He helped end a seven-year bowl drought in his first season as starting quarterback in 2009 under coach Jim Harbaugh and led the Cardinal to back-to-back BCS bowl berths his final two seasons, when he was the Heisman Trophy runner-up both seasons. Stanford quarterback Andrew Luck throws a pass during the first quarter of a Nov. 27, 2010 game against Oregon State in Stanford, Calif. That was part of a seven-year stretch in which Stanford posted the fourth-best record in the nation at 76-18 and qualified for five BCS bowl berths under Harbaugh and David Shaw. But the Cardinal have struggled for success in recent years and haven't won more than four games in a season since 2018. Stanford just finished its fourth straight 3-9 campaign in Taylor's second season since replacing Shaw. The Cardinal are the only power conference team to lose at least nine games in each of the past four seasons. Luck graduated from Stanford with a bachelor’s degree in architectural design and returned after retiring from the NFL to get his master’s degree in education in 2023. He was picked No. 1 overall by Indianapolis in the 2012 draft and made four Pro Bowls and was AP Comeback Player of the Year in 2018 in his brief but successful NFL career. - Seasons coached: 23 - Years active: 1981-2003 - Record: 190-165-2 - Winning percentage: .535 - Championships: 0 Dan Reeves reached the Super Bowl four times—thrice with the Denver Broncos and once with the Atlanta Falcons—but never won the NFL's crown jewel. Still, he racked up nearly 200 wins across his 23-year career, including a stint in charge of the New York Giants, with whom he won Coach of the Year in 1993. In all his tenures, he quickly built contenders—the three clubs he coached were a combined 17-31 the year before Reeves joined and 28-20 in his first year. However, his career ended on a sour note as he was fired from a 3-10 Falcons team after Week 14 in 2003. - Seasons coached: 23 - Years active: 1969-91 - Record: 193-148-1 - Winning percentage: .566 - Championships: 4 Chuck Noll's Pittsburgh Steelers were synonymous with success in the 1970s. Behind his defense, known as the Steel Curtain, and offensive stars, including Terry Bradshaw, Franco Harris, and Lynn Swann, Noll led the squad to four Super Bowl victories from 1974 to 1979. Noll's Steelers remain the lone team to win four Super Bowls in six years, though Andy Reid and Kansas City could equal that mark if they win the Lombardi Trophy this season. Noll was elected to the Pro Football Hall of Fame in 1993, two years after retiring. His legacy of coaching success has carried on in Pittsburgh—the club has had only two coaches (Bill Cowher and Mike Tomlin) since Noll retired. - Seasons coached: 21 - Years active: 1984-98, 2001-06 - Record: 200-126-1 - Winning percentage: .613 - Championships: 0 As head coach of Cleveland, Kansas City, Washington, and San Diego, Marty Schottenheimer proved a successful leader during the regular season. Notably, he was named Coach of the Year after turning around his 4-12 Chargers team to a 12-4 record in 2004. His teams, however, struggled during the playoffs. Schottheimer went 5-13 in the postseason, and he never made it past the conference championship round. As such, the Pennsylvania-born skipper is the winningest NFL coach never to win a league championship. - Seasons coached: 29 - Years active: 1960-88 - Record: 250-162-6 - Winning percentage: .607 - Championships: 2 The first head coach of the Dallas Cowboys, Tom Landry held the position for his entire 29-year tenure as an NFL coach. The Cowboys were especially dominant in the 1970s when they made five Super Bowls and won the big game twice. Landry was known for coaching strong all-around squads and a unit that earned the nickname the "Doomsday Defense." Between 1966 and 1985, Landry and his Cowboys enjoyed 20 straight seasons with a winning record. He was elected to the Hall of Fame in 1990. - Seasons coached: 29 - Years active: 1991-95, 2000-23 - Record: 302-165 - Winning percentage: .647 - Championships: 6 The most successful head coach of the 21st century, Bill Belichick first coached the Cleveland Browns before taking over the New England Patriots in 2000. With the Pats, Belichick combined with quarterback Tom Brady to win six Super Bowls in 18 years. Belichick and New England split after last season when the Patriots went 4-13—the worst record of Belichick's career. His name has swirled around potential coaching openings , but nothing has come of it. Belichick has remained in the media spotlight with his regular slot on the "Monday Night Football" ManningCast. - Seasons coached: 40 - Years active: 1920-29, '33-42, '46-55, '58-67 - Record: 318-148-31 - Winning percentage: .682 - Championships: 6 George Halas was the founder and longtime owner of the Chicago Bears and coached the team across four separate stints. Nicknamed "Papa Bear," he built the ballclub into one of the NFL's premier franchises behind players such as Bronko Nagurski and Sid Luckman. Halas also played for the team, competing as a player-coach in the 1920s. The first coach to study opponents via game film, he was once a baseball player and even made 12 appearances as a member of the New York Yankees in 1919. He was inducted into the Hall of Fame in 1963 as both a coach and owner. - Seasons coached: 33 - Years active: 1963-95 - Record: 328-156-6 - Winning percentage: .677 - Championships: 2 The winningest head coach in NFL history is Don Shula, who first coached the Baltimore Colts (losing Super Bowl III to Joe Namath and the New York Jets) for seven years before leading the Miami Dolphins for 26 seasons. With the Fins, Shula won back-to-back Super Bowls in 1972 and 1973, a run that included a 17-0 season—the only perfect campaign in NFL history. He also coached quarterback great Dan Marino in the 1980s and '90s, but the pair made it to a Super Bowl just once. Shula was inducted into the Hall of Fame in 1997. Story editing by Mike Taylor. Copy editing by Robert Wickwire. Photo selection by Lacy Kerrick. You may also like: The 5 biggest upsets of the 2023-24 NFL regular season Before the 2023 National Football League season started, it seemed inevitable that Bill Belichick would end his career as the winningest head coach in league history. He had won six Super Bowls with the New England Patriots and 298 regular-season games, plus 31 playoff games, across his career. Then the 2023 season happened. Belichick's Patriots finished 4-13, the franchise's worst record since 1992. At the end of the year, Belichick and New England owner Robert Kraft agreed to part ways. And now, during the 2024 season, Belichick is on the sideline. He's 26 wins from the #1 spot, a mark he'd reach in little more than two seasons if he maintained his .647 career winning percentage. Will he ascend the summit? It's hard to tell. Belichick would be 73 if he graced the sidelines next season—meaning he'd need to coach until at least 75 to break the all-time mark. Only one other NFL coach has ever helmed a team at age 73: Romeo Crennel in 2020 for the Houston Texans. With Belichick's pursuit of history stalled, it's worth glancing at the legends who have reached the pinnacle of coaching success. Who else stands among the 10 winningest coaches in NFL history? Stacker ranked the coaches with the most all-time regular-season wins using data from Pro Football Reference . These coaches have combined for 36 league championships, which represents 31.6% of all championships won throughout the history of pro football. To learn who made the list, keep reading. You may also like: Ranking the biggest NFL Draft busts of the last 30 years - Seasons coached: 25 - Years active: 1946-62, '68-75 - Record: 213-104-9 - Winning percentage: .672 - Championships: 7 The only coach on this list to pilot a college team, Paul Brown, reached the pro ranks after a three-year stint at Ohio State and two years with the Navy during World War II. He guided the Cleveland Browns—named after Brown, their first coach—to four straight titles in the fledgling All-America Football Conference. After the league folded, the ballclub moved to the NFL in 1950, and Cleveland continued its winning ways, with Brown leading the team to championships in '50, '54, and '55. He was fired in 1963 but returned in 1968 as the co-founder and coach of the Cincinnati Bengals. His other notable accomplishments include helping to invent the face mask and breaking pro football's color barrier . - Seasons coached: 33 - Years active: 1921-53 - Record: 226-132-22 - Winning percentage: .631 - Championships: 6 An early stalwart of the NFL, Curly Lambeau spent 29 years helming the Green Bay Packers before wrapping up his coaching career with two-year stints with the Chicago Cardinals and Washington. His Packers won titles across three decades, including the league's first three-peat from 1929-31. Notably, he experienced only one losing season during his first 27 years with Green Bay, cementing his legacy of consistent success. Born in Green Bay, Lambeau co-founded the Packers and played halfback on the team from 1919-29. He was elected to the Hall of Fame as a coach and owner in 1963, two years before his death. You may also like: Countries with the most active NFL players - Seasons coached: 26 - Years active: 1999-present - Record: 267-145-1 - Winning percentage: .648 - Championships: 3 The only active coach in the top 10, Andy Reid has posted successful runs with both the Philadelphia Eagles and Kansas City. After reaching the Super Bowl once in 14 years with the Eagles, Reid ratcheted things up with K.C., winning three titles since 2019. As back-to-back defending champions, Reid and Co. are looking this season to become the first franchise to three-peat in the Super Bowl era and the third to do so in NFL history after the Packers of 1929-31 and '65-67. Time will tell if Reid and his offensive wizardry can lead Kansas City to that feat. Get local news delivered to your inbox!

Taylor Swift feels so high school about Travis Kelce 's latest achievement. The "Cruel Summer" singer slyly showed her support for the Kansas City Chiefs tight end after he got nominated for Nationwide's Walter Payton NFL Man of the Year award, which recognizes one football player each year for their excellence on and off the field. In fact, Taylor pushed the like button on a post shared to the Chief's Instagram Dec. 5 that encouraged fans to help Travis win the prestigious honor, named for late football player Walter Payton , which is secured by the NFL star who comes out on top of the 2024 Charity Challenge by collecting the most social media hashtags and online votes. "You know him for what he does on Sundays, but his efforts reach further than the football field," the Chiefs captioned a recap video of Travis' charity contributions over the years. "Thank you for all that you do @killatrav." The team's message added, "Vote Travis for the Charity Challenge at the link in our bio!" And while Travis—who founded the charity Eighty-Seven & Running in 2015 and has worked for foundations like Operation Breakthrough—certainly has Taylor's vote in the bag, he faces off against some pretty steep competition in the category. Along with the 34-year-old, the Buffalo Bills' Dion Hawkins , the Cincinnati Bengals' Orlando Brown and Dallas Cowboys' Zack Martin are also up among the 32 nominees up for the trophy. Of course, Taylor has been a cheerleader for Travis in other ways as well. After all, she recently stepped out in style alongside her dad Scott Swift and Travis's mom Donna Kelce for the Kansas City Chiefs' post-Thanksgiving game against the Las Vegas Raiders. And that support doesn't go unnoticed to Travis, who has returned the sentiment by attending multiple shows during her record-breaking Eras Tour over the past year. "It's a beautiful thing, isn't it?" Travis said on The Pat McAfee Show in February. "Hopefully, everyone realizes we're just two people in a relationship supporting each other and having fun with it." For more reasons why Taylor and Travis' romance works, keep reading. No. 1: He's a Swiftie Long before Taylor Swift 's attendance at the Kansas City Chief's Sept. 24, 2023 game became one of the definitive pop culture moments of the year, Travis Kelce was an admirer of the Grammy winner. The star tight end's interest in Taylor was first revealed by one of his teammates in a TikTok video posted by the Chiefs in August 2023 (which, in hindsight, was when the pair were secretly dating). Before Travis could answer the prompt of who his celebrity crush was, wide receiver Marquez Valdes-Scantling spilled, "Taylor Swift!" Travis smiled at the camera before holding his finger up to his moustache, saying, "Alright now!" Plus, Travis was just one of many celebs to attend Taylor's record-breaking Eras Tour even before they kicked off their yearlong romance. But more on that enchanting moment in a bit... No. 2: He's Not Her Usual Type (on Paper) While he does have that daydream look in his eyes (especially when he sees Taylor on the big-screen at one of his games), Travis stands out a bit when you look back at Taylor’s dating history. She is typically attracted to creative types, including actors ( Joe Alwyn , Jake Gyllenhaal , Taylor Lautner and Tom Hiddleston ) and musicians ( Calvin Harris , John Mayer , Harry Styles and, most recently, Matty Healy ). But perhaps that’s why her romance with the lighthearted and cheeky athlete— who signed an updated two-year deal with the Chiefs worth $34.25 million in 2024—feels like such a refreshing option for Taylor after her six-year uber-private relationship with Joe came to an end in April 2023. No. 3: He Publicly Pursued Her Looks like the eight-time Pro Bowler’s wishes came true after he all but manifested his rumored romance with the superstar through sheer will, determination and declarations of infatuation. Travis publicly aired his failed attempt to shoot his shot and talk to Taylor when he attended the Kansas City stop on her Eras Tour July 7, 2023. As it turns out, he had a special gift for her: A friendship bracelet bearing his "number" that he hoped to give Taylor. (He wouldn't definitely say if it was his jersey number or phone number.) Despite his claim that he was "disappointed" he failed to meet her after the concert, Taylor confirmed to TIME that she belatedly caught his podcast pass. "Travis very adorably put me on blast on his podcast, which I thought was metal as hell," she recalled. "We started hanging out right after that. So we actually had a significant amount of time that no one knew, which I'm grateful for, because we got to get to know each other." So, that whole theory about the Sept. 24 game being their first official hang? As Taylor clarified to TIME , "We would never be psychotic enough to hard launch a first date." No. 4: She Isn't In Hiding Since her breakup with Joe, Taylor has been seen in public more frequently, including outings with friends in NYC and jubilant appearances at award shows, like the 2023 MTV VMAs and the 2024 Grammys . But her most talked-about appearance? Sitting in Travis' suite at the Chief's Sept. 24, 2023 home game against the Chicago Bears. Rather than shy away from the attention, Taylor cheered and screamed "Let's f--king go!" when Travis scored a touchdown. Like the public, even Travis admitted he was caught off-guard by Taylor accepting his invite. "Shoutout to Taylor for pulling up, that was pretty ballsy," Travis said during the Sept. 27 episode of the New Heights podcast. "I just thought it was awesome how everyone in the suite had nothing but great things to say about her, the friends and family." "She looked amazing," he added. " It was definitely a game I will remember, that's for damn sure." Since then, Taylor and Travis have been photographed hand-in-hand on dates all around the world and have made multiple visits to a Christmas bar in Kansas City , where they were not shy about PDA . And, after revealing to TIME that she retreated from the spotlight when Kim Kardashian 's infamous leaked phone call in 2016 , Taylor is going out tonight...and every night, if she wants to, thank you very much. "Life is short," she said. "Have adventures. Me locking myself away in my house for a lot of years—I’ll never get that time back. I’m more trusting now than I was six years ago.” No. 5: He Knows When to Pull Back While Travis isn't afraid to spill some tea on his Sept. 27, 2023 podcast regarding his interactions with Taylor, he still expressed his boundaries about addressing his personal life moving forward . "I know I brought all this attention to me," he explained. "I did the whole friendship bracelet thing and told everyone how butthurt I was that I didn't get to meet Taylor." However, he continued, he didn't plan to give a full play-by-play of their relationship. "What's real is that it is my personal life and I want to respect both of our lives," he explained. "I'm enjoying life and I sure as hell enjoyed this weekend. So everything moving forward, I think me talking about sports and saying 'alright nah' will have to be where I keep it." He doubled-down on his desire to play it cool in a November 2023 interview with the Wall Street Journal . "Everybody around me telling me: Don't f--k this up! And me sitting here saying: Yeah—got it," he told the outlet, before addressing the media attention. "That was the biggest thing to me: make sure I don't say anything that would push Taylor away." But that doesn't mean he's been able to resist publicly talking about his girlfriend—crediting her for the boost in sales of his jersey and calling her "amazing" after she was booed by New England Patriots fans at his Dec. 17 game. "I've never been a man of words," he admitted to WSJ. "Being around her, seeing how smart Taylor is, has been f--king mind-blowing. I'm learning every day." No. 6: He's Family-Oriented Like Taylor, who is close with her parents, particularly her mother Andrea , Travis hails from a tight-knit fam, including his parents Ed and Donna Kelce. Donna became a beloved public figure when she became the first mother to have two sons playing against each other in a Super Bowl, when Travis faced off against his older brother, Philadelphia Eagles center Jason Kelce , in the big game in February 2023. "For all the stars to align and for them to get through high school and college and the pros. And for them to both play in the Pro Bowl and to play in the Super Bowl, and then for this to happen," Donna told ET at the time. "This is just like a dream come true. I can't express enough how special this is for the family and it's just crazy." Donna, who was married to Ed for 25 years before they divorced, supported both of her sons by wearing a half-black, half-red Eagles and Chiefs jacket. After the Super Bowl, which saw the Chiefs best the Eagles, Travis and Jason got emotional while reflecting on sharing the experience with Donna. "The moment I saw mom is when I got really emotional," Jason said on the brothers' New Heights podcast. "It was so awesome...She was on top of the world for a week." "She was the heavyweight champ man," Travis added. "She was on top of it, and she shined the whole time." No. 7: He's Super-Close With His Brother Like Taylor and her younger brother Austin Swift , Travis has a special bond with his older brother Jason, who inspired him to play football. In addition to their impressive careers as NFL players, Travis and Jason launched their podcast New Heights in September 2022, a project that has only strengthened their relationship ( and their bank accounts ). "What this did was gave us a scheduled two to three hour window where we have to talk to each other and we have to talk about what we're going through, throughout the week and throughout the games," Travis told NBC Sports in February 2023. "It's almost been like therapy, man." No. 8: They Have a Mutual Friend Sure, the pair technically never met until 2023, but there have been a few invisible strings tying them together. Taylor and Travis both count Miles Teller as a friend, with the Top Gun: Maverick star and his wife Keleigh Sperry even being recruited by Taylor to star in the music video for "I Bet You Think About Me" off Red (Taylor's Version) in 2021. Travis, meanwhile, joined Miles and Chiefs quarterback Patrick Mahomes for golfing practice ahead of the American Century Championship in 2022. Miles tweeted a photo of himself on the golf course with the athletes, writing, "Grip it and rip it." Travis proved the bromance was real when he reposted the shot and added, "Back at it like we never left!!" (Interestingly enough, Miles is a noted diehard Philadelphia Eagles fans, so perhaps he put in a word with Jason to broker an IRL meet-up between Travis and Taylor?) No. 9: The Squad Is Shipping While Taylor attended the Sept. 24, 2023 game solo, she brought an entourage of celebrity friends with her when she attended the Chiefs' match-up against the New York Jets at New Jersey's Metlife Stadium on Oct. 1. She was accompanied by BFFs Blake Lively and Ryan Reynolds and his friend Hugh Jackman , as well as Sophie Turner , Sabrina Carpenter and Queer Eye 's Antoni Porowski . While their attendance at the game spoke volumes, even more telling was Ryan following Travis on Instagram. No. 10: He Can Handle the Pressure Not only has Travis played in four Super Bowls, winning three of them (NBD!), but he's also hosted Saturday Night Live , so you know he can handle intense spotlight with ease. That may seem trivial, but Taylor has penned several songs regarding her fear that her level of fame could prove to be too much for her romantic partner to handle. (See: "Peace" and "The Archer.") "It all depends who you're with," Taylor said in, "If they have a serious issue with it, I guess you'll hide or whatever, but I don't really like that, because it makes me feel like I'm running from the law or something. I don't want to feel like a fugitive, like, 'Oh my god, we're having a relationship, better hide!' "I feel like if you can be in a relationship and have it seem normal, that would be good." And in his WSJ interview , Travis proved he's more than ready for the pressure that comes with dating someone as powerful as Taylor. "Obviously I've never dated anyone with that kind of aura about them...I've never dealt with it," he said. "But at the same time, I'm not running away from any of it." "The scrutiny she gets, how much she has a magnifying glass on her, every single day, paparazzi outside her house, outside every restaurant she goes to, after every flight she gets off, and she's just living, enjoying life," he added. "When she acts like that I better not be the one acting all strange." No. 11: They Support One Another Further proving their love is worthy of a rom-com treatment, fans were swooning after a concertgoer captured video of Taylor running into Travis' arms and exchanging a passionate kiss after performing in Argentina Nov. 11. And that was after she changed the lyrics in Karma from "the guy on the screen" to "the guy on the Chiefs," much to Travis' surprise as he attended alongside her father, Scott Swift . Turning out for one another's stadium takeovers—Taylor attended 13 Chiefs games last season, traveling straight from her Tokyo show to make the Super Bowl—is a show of how serious their relationship is. "I'm going to see him do what he loves, we're showing up for each other, other people are there and we don't care," Taylor told TIME of their public support . "The opposite of that is you have to go to an extreme amount of effort to make sure no one knows that you're seeing someone. And we're just proud of each other." And if her presence at the NFL games annoys you, well, Taylor can't even be bothered to have bad blood with you. "There's a camera, like, a half-mile away, and you don't know where it is, and you have no idea when the camera is putting you in the broadcast, so I don't know if I'm being shown 17 times or once," she said. "I'm just there to support Travis. I have no awareness of if I'm being shown too much and pissing off a few dads, Brads, and Chads." No. 12: His Birthday Travis turned 34 last Oct. 5 meaning he was born in—are you ready for it?—1989. Screaming, crying, throwing up, etc. 13. A Special Connection Speaking of Killa Trav's birthday, did you know he shares his with Taylor's late grandmother Marjorie Finlay , the subject of her song "Marjorie" off of 2020's evermore ? If we didn't know better, we'd think this is a sign...

Published 4:58 pm Tuesday, December 3, 2024 By Data Skrive The Oklahoma Sooners versus the Louisville Cardinals is one of two games on Wednesday’s college basketball slate that has a ranked team in action. Watch women’s college basketball, other live sports and more on Fubo. What is Fubo? Fubo is a streaming service that gives you access to your favorite live sports and shows on demand. Use our link to sign up for a free trial. Get the latest news sent to your inbox Catch tons of live women’s college basketball , plus original programming, with ESPN+ or the Disney Bundle.People in the Syrian capital Damascus are bracing themselves as insurgents appear to be on the brink of entering the city. or signup to continue reading The head of the Syrian Observatory for Human Rights, Rami Abdel Rahman, told dpa the capture of Damascus by the rebels and the fall of President Bashar al-Assad's government are now only a matter of time. The British-based war monitor has been one of the leading sources of information about the war-torn country for years. It relies on a network of informants in Syria. The Syrian government, meanwhile, sought to counter speculation about the imminent capture of Damascus by the rebels. Interior Minister Mohammad al-Rahmoun told state television that there is a "very strong security ring on the outskirts of Damascus" and advised people to stay in their homes. An army spokesman said in a televised address that forces in the vicinity of Damascus were being reinforced. "Our armed forces units are strengthening their deployment lines throughout the Damascus countryside and the southern region to prevent any incidents as a result of the chaos that the terrorists are trying to create through their platforms, tools and sleeper cells in some areas," the spokesman said. Syrian rebels and local opposition forces have already surrounded areas on the outskirts of Damascus, activists and the observatory said earlier on Saturday. While government troops said they were "repositioning", insurgents were gaining further territory in the south of the country and on the border with Israel, increasing the pressure on al-Assad. Al-Assad's office in Damascus denied rumours that the president had fled. "We confirm that the Syrian president is pursuing his work and national and constitutional tasks from the capital, Damascus," a statement by the Syrian presidency said. It further stated that there would be no short-term foreign visits. The stated objective of the insurgents is the overthrow of the government. The leader of the Islamist group Hayat Tahrir al-Sham (HTS), Abu Mohamed al-Joulani, issued a statement encouraging his fighters. "Damascus is waiting for you," he said. He later issued a second statement, stating that "the fall of the criminal regime is very near" and urged his fighters "to have mercy" on residents. He also instructed Syrian government forces to go to their homes and stay there, or lay down their arms, and they would be safe. Residents in the Damascus countryside told dpa that they had seen government troops withdrawing towards the capital city on foot. The cities of Muadamiyat al-Sham, Jaramana and Sahnaya witnessed demonstrations by local people in support of the opposition forces, who advanced towards Syrian army checkpoints. Soldiers reportedly withdrew from the checkpoints, allowing local rebel factions then took control of these locations. The civil war in Syria flared up again suddenly last week with a rebel offensive led by HTS. The group seized many areas in the north-west of the country, including the key cities of Aleppo and Hama. Other groups have since joined in, some in the south of the country. They are now positioned on the outskirts of Damascus. HTS fighters are reportedly already operating in the strategically important city of Homs, north of Damascus. The group stated that forces stationed behind enemy lines had begun "special operations" within the city. Simultaneously, there is a massive assault from several sides. The Syrian Observatory for Human Rights confirmed that armed confrontations were occurring in Homs. However, it remains unclear whether the rebel alliance has sufficient fighters to capture Homs, home to about 1.4 million people. The fighting is the latest stage in a conflict that began in 2011 with protests against al-Assad's government that were ruthlessly put down by security forces. The spiral of violence led to a civil war with international involvement, in which Russia, Iran, Turkey and the United States are pursuing their own interests. Some 14 million people have been displaced. According to UN estimates, more than 300,000 civilians have died so far. No political solution has been in sight for years. The Israeli military has deployed additional forces to the border with Syria as rebels continued their advances throughout the country. The Israel Defense Forces said on Telegram that they were deploying additional defensive forces to the Golan Heights and along the border. The announcement was the second of its kind in 24 hours. The IDF later said it was determined to prevent any violation of the sovereignty of the state of Israel. Advertisement Sign up for our newsletter to stay up to date. We care about the protection of your data. Read our . Advertisement

Moody's Corp. stock outperforms competitors despite losses on the day

Nearly five years ago, most office workers in Canada went home to work. Office life as we knew it vanished in a pandemic instant. Remarkably, most of these workers didn’t skip a beat. Most people liked the flexibility and the work got done – comfortably from home. Now many employers want people to come back to the office. Some make it a requirement on set days, others let employees make their own schedules, but most have settled on some kind of hybrid in-person and remote work model. But many employees don’t want to go back, citing long commutes, traffic, crowded or inconvenient public transit, expensive parking and the impact on the environment. Plus, remote workers who moved far away just don’t see the point of coming in at all. However, recent studies, such as one led by Stanford economist Nicholas Bloom, report that fully remote work reduces productivity by 10 to 20 per cent , while hybrid work benefits companies and employees . Without an in-person requirement, employers are concerned about losing out on productivity, communication, creativity and a strong company culture. So, what works and how can employers make people feel good about commuting and coming into the office again? Linda Duxbury, the Chancellor’s professor of management at the Sprott School of Business at Carleton University in Ottawa, says the key is to intentionally design the in-office experience, rather than just requiring people to show up without a clear purpose or plan. “One of the reasons people like coming into the office is to socialize with their colleagues – they enjoy the informality, team activities and discussions,” says Prof. Duxbury. “If employers want happier employees, then they have to manage the in-person days better than many do.” “Right now, it’s a dog’s breakfast. It can’t be just random, with people coming in and then spending all their time on video calls with co-workers who are at home. What works is requiring whole teams to come in on certain days to do activities that can’t be done remotely, maximizing collaboration, team building, coaching, mentoring, training and development.” At Universities Canada, a non-profit organization representing Canadian universities, all 108 full-time employees are required to work in-person for two days a week. Shortly after Gabriel Miller, president and chief executive officer, joined last June, the organization moved into new headquarters in downtown Ottawa, designed after surveying employees about what they wanted in their work environment. “The office has been thoughtfully designed with people in mind,” says Mr. Miller. “When you enter, there’s an open gathering space that connects to a big kitchen, where people can stop by for coffee or to eat lunch with everybody from the most senior employees to university interns.” “The office is full of green plants, which really humanizes the space and helps people feel at home. There’s a variety of work settings so people can choose what best suits their needs and a mix of meeting rooms equipped with seamless technology so it’s easy for people to access information, but also connect to people who aren’t present. What this office says to our people is that in every possible way, we want to support you being together as a team.” To minimize commuting woes, the new office is centrally located and well served by transit and includes lockers for employees who cycle to work. “We need to provide as many sustainable options as we can,” he says. “Being located in a place that our employees can get to with minimal inconvenience, whether by car, bike, bus or on foot is key. So far we’ve only allowed people to work remotely on a temporary basis, but overwhelmingly, we’ve held the line on [a minimum of two in-person days a week]. If you start chipping away at it, one person or project at a time, people would soon begin to doubt our commitment.” When people are together in the office, he stresses it’s important to have opportunities for them to connect and collaborate in ways that wouldn’t be possible to do from home. “I really believe you need to balance remote and in-person work to maintain productivity and relationships,” he says. “If you think back on your career, a lot of what we learned was the result of encounters and relationships that we built organically with the people around us. Especially for young people, in-person interactions are critical for mentorship and career development.” Toronto-based Accenture Canada takes a “one-size-doesn’t-fit-most” approach for its 6,500 employees, according to its chief human resources officer, Suehlan Yu. A 20-year veteran of the firm, she says remote/hybrid work isn’t new to the organization, as Accenture Canada has been doing it globally for decades, collaborating with clients, teams and people working remotely. “Our focus is on levelling the playing field, so that irrespective of where people are, they’re able to participate fully and bring their best to work,” says Ms. Yu. “We really started by listening to our people, and we do that through a robust listening framework that includes surveys, fireside chats and town halls. What the majority of our people say is that flexibility – when, where and how they work – is the top enabler for the successful future of work.” Ms. Yu says there’s no policy that requires everyone to be in the office on set days. Instead, leaders and teams work together to determine the unique mix of virtual and in-person work that’s best for them, guided by client needs, individual roles and responsibilities. “In-person connection is part of everyone’s role, but we don’t believe in being on-site for the sake of being on-site,” says Ms. Yu. “We like to make that purposeful for our people.” Offices at Accenture are designed with a focus on “we spaces” – collaborative areas with technology allowing remote employees to fully participate in meetings and team activities. There’s also a focus on friendly and accommodating workspaces to suit individual and diverse needs, as well as meditation rooms, mothers’ lactation rooms and wellness rooms equipped with yoga balls and table tennis. To encourage in-person socialization, the firm hosts a quarterly event that they call “stacked events” – a full-day at the office packed with engagement activities, panel discussions and learning sessions, ending with a social event. “People get to meet leaders, network with peers and maybe find their next staffing opportunity,” says Ms. Yu. “We also have Gen AI and industry and function learning days, lunch and learns, and employee resource group events constantly happening and encouraging people to come into the office. Everything’s available virtually as well, so people can be involved wherever they are at that time.” One caveat remote workers might consider is that many jobs that can be done at home may also be easily done by AI. That might inspire some to put in more office time. “There’s a recent article in Harvard Business Review that says AI is coming for remote tasks first,” says Prof. Duxbury. “That’s because much of the type of work that can be done at home is the kind of thing that has sequential structure, doesn’t require a lot of creativity, discussion with other people, negotiation or to be front-facing. So perfect for AI too.”

Buggs' 15 lead East Tennessee State over Austin Peay 79-57Posters of former President Goodluck Jonathan have surfaced in Kano, raising speculation about his potential return to active politics come 2027. The posters, which feature the inscription of a new political platform, Team New Nigeria (TNN), were prominently displayed at strategic locations across the ancient city, including the Kano State Government House frontage, State Road walls, Audu Bako Secretariat, and the popular Dangi Bridge. Blueprint learnt that TNN is a political platform reportedly awaiting registration as a full-fledged political party by the Independent National Electoral Commission (INEC). Meanwhile, as at the time of filing this report, the former President was yet to react to the viral publication.

Alberta legislature adjourns, ends fall sitting after 13 bills passedLA Galaxy wins record 6th MLS Cup

SEOUL, South Korea -- South Korea's embattled President Yoon Suk Yeol avoided an opposition-led attempt to impeach him over his short-lived imposition of martial law, as most ruling party lawmakers boycotted a parliamentary vote Saturday to deny a two-thirds majority needed to suspend his presidential powers. The scrapping of the motion is expected to intensify protests calling for Yoon's ouster and deepen political chaos in South Korea, with a survey suggesting a majority of South Koreans support the president's impeachment. Yoon's martial law declaration drew criticism from his own ruling conservative People Power Party, but the party is also determined to oppose Yoon's impeachment apparently because it fears losing the presidency to liberals. After the motion fell through, members of the main liberal opposition Democratic Party rallied inside the National Assembly, chanting slogans calling for Yoon's impeachment or resignation. The party's floor leader, Park Chan-dae, said it will soon prepare for a new impeachment motion. Opposition parties could submit a new impeachment motion after a new parliamentary session opens next Wednesday. "We'll surely impeach Yoon Suk Yeol, who is the greatest risk to Republic of Korea," party leader Lee Jae-myung said. "We'll surely bring back this country to normal before Christmas Day or year's end." Many experts worry Yoon won't be able to serve out his remaining 2 years in office. They say some PPP lawmakers could eventually join opposition parties' efforts to impeach Yoon if public demands for it grow further. The ruling party risks "further public outrage and national confusion if they don't find a formula fast for Yoon's departure," said Duyeon Kim, a senior analyst at the Center for a New American Security in Washington. PPP chair Han Dong-hun said his party will seek Yoon's "orderly" early exit but didn't say when he can resign. Protests against Yoon are swelling On Saturday, tens of thousands of people packed several blocks of roads leading to the National Assembly, waving banners, shouting slogans and dancing. Protesters also gathered in front of PPP's headquarters near the Assembly, shouting for its lawmakers to vote to impeach Yoon. A smaller crowd of Yoon's supporters, which still seemed to be in the thousands, rallied elsewhere in Seoul, calling the impeachment attempt unconstitutional. Impeaching Yoon required support from 200 of the National Assembly's 300 members. The Democratic Party and five other small opposition parties, which filed the motion, have 192 seats combined. But only three lawmakers from PPP participated in the vote. The motion was scrapped without ballot counting because the number of votes didn't reach 200. National Assembly Speaker Woo Won Shik called the result "very regrettable" and an embarrassing moment for the country's democracy. If Yoon is impeached, his powers will be suspended until the Constitutional Court decides whether to remove him from office. If he is removed, an election to replace him must take place within 60 days. The president apologizes for turmoil Earlier Saturday, Yoon issued an apology over the martial law decree, saying he won't shirk legal or political responsibility for the declaration and promising not to make another attempt to impose it. He said would leave it to his party to chart a course through the country's political turmoil, "including matters related to my term in office." "The declaration of this martial law was made out of my desperation. But in the course of its implementation, it caused anxiety and inconveniences to the public. I feel very sorry over that and truly apologize to the people who must have been shocked a lot," Yoon said. Since taking office in 2022, Yoon has struggled to push his agenda through an opposition-controlled parliament and grappled with low approval ratings amid scandals involving himself and his wife. In his martial law announcement on Tuesday night, Yoon called parliament a "den of criminals" bogging down state affairs and vowed to eliminate "shameless North Korea followers and anti-state forces." The declaration of martial law was the first of its kind in more than 40 years in South Korea. The turmoil has paralyzed South Korean politics and sparked alarm among key diplomatic partners like the U.S. and Japan. "Yoon's credibility overseas has been undermined by declaring martial law, so he won't be able to exercise leadership in his foreign policies especially when his days are numbered," Kim, the analyst, said. "Its government bureaucracy will need to continue business as usual for existing alliance and foreign policy initiatives as best it can because there is a lot of important work to do globally." Tuesday night saw special forces troops encircling the parliament building and army helicopters hovering over it, but the military withdrew after the National Assembly unanimously voted to overturn the decree, forcing Yoon to lift it before daybreak Wednesday. Eighteen lawmakers from the ruling party voted to reject Yoon's martial law decree along with opposition lawmakers. PPP later decided to oppose Yoon's impeachment motion. Yoon's speech fueled speculation that he and his party may push for a constitutional amendment to shorten his term, instead of accepting impeachment, as a way to ease public anger over the marital law and facilitate Yoon's early exit from office. Lee told reporters that Yoon's speech was "greatly disappointing" and that the only way forward is his immediate resignation or impeachment. His party called Yoon's martial law "unconstitutional, illegal rebellion or coup." Lawmakers on Saturday first voted on a bill appointing a special prosecutor to investigate stock price manipulation allegations surrounding Yoon's wife. Yoon accused of ordering arrests of politicians On Friday, Han, who criticized Yoon's martial law declaration, said he had received intelligence that during the brief period of martial law Yoon ordered the country's defense counterintelligence commander to arrest unspecified key politicians based on accusations of "anti-state activities." Hong Jang-won, first deputy director of South Korea's spy agency, told lawmakers Friday that Yoon had ordered him to help the defense counterintelligence unit to detain key politicians including Han, Lee and Woo. The Defense Ministry said Friday it suspended three military commanders including the head of the defense counterintelligence unit over their involvement in enforcing martial law. Vice Defense Minister Kim Seon Ho has told parliament that Defense Minister Kim Yong Hyun ordered the deployment of troops to the National Assembly. Opposition parties accused Kim of recommending to Yoon to enforce martial law. Kim Yong Hyun resigned Thursday, and prosecutors imposed an overseas travel ban on him.NASA's stuck astronauts hit 6 months in space. Just 2 more to go

Brock Purdy and Nick Bosa are not available for the San Francisco 49ers when they enter Green Bay with designs on finding their finishing kick on Sunday afternoon. Purdy is out with a right shoulder injury and won't leave the sideline at Lambeau Field, head coach Kyle Shanahan said Friday, when he also declared Bosa out and confirmed journeyman Brandon Allen would make his 10th career start at quarterback. "Outside of here people haven't seen a lot of Brandon. But it's his second year (with the 49ers)," Shanahan said. "Obviously guys want Brock up, but guys are excited to see Brandon play." Shanahan said the 49ers are "a little surprised" Purdy experienced tightness and discomfort in his shoulder after an MRI exam on Monday that showed no long-term cause for concern. "The way it responded this week, it's really up in the air for next week," Shanahan said of Purdy's long-term prognosis. Allen's last NFL start on the road was with the Bengals at the Ravens in 2020. Allen completed 6 of 21 passes for 48 yards with two interceptions. He finished with a passer rating of 0.0 in a 38--3 loss. "It's definitely an opportunity for me to go out and play well and put our guys in a good position to win the game," Allen said Friday. "And obviously we want Brock back and healthy and all that, but for time being, it is an opportunity for me." Purdy took the practice field Thursday with the intent to participate. His shoulder tightened significantly, and the 49ers ushered him off the field to meet with trainers. Purdy beat the Packers in the NFC divisional playoffs at San Francisco in January, but Allen is familiar to Packers head coach Matt LaFleur. LaFleur was an assistant coach with the Rams during Allen's two-year run in Los Angeles. Allen broke into the NFL in 2016 with the Jaguars and is 2-7 in nine career starts. He went 1-2 with the Broncos in 2019 and 1-5 in six starts over two years with the Bengals in 2020 and ‘21. A victory against the visiting 49ers on Sunday would bolster the Packers' playoff chances, send a conference rival below .500 and avenge a bitter playoff defeat. Those seemingly rank in no particular order for the Packers (8-3), although they don't shy from living at least partially in the past ahead of a Week 12 showdown. San Francisco eliminated Green Bay 24-21 in the NFC divisional playoffs last season, scoring 10 unanswered points in the fourth quarter. "That's what you've got to sit with all offseason, is going back, watching the game, trying to see what you could have done better," Packers quarterback Jordan Love said. "What you could have done differently in that game. ... Just knowing that's the team that knocked us out, we're definitely hungry for this game." Ditto for San Francisco. The 49ers fell to 5-5 after last week's 20-17 home loss to Seattle, done in by Geno Smith's 13-yard touchdown run with 12 seconds to play. Still only a game behind NFC West-leading Arizona, the reigning conference champion 49ers are just 1-3 in division play and can ill afford to lose more ground. A visit to AFC East leader Buffalo awaits after the trip to Green Bay. While they're dealing with plenty of not-so-good news on the injury front, the 49ers do anticipate the return of other contributors. Cornerback Charvarius Ward, who missed the past two games following the death of his 1-year-old daughter, practiced Wednesday. Tight end George Kittle also is eager to play after a nagging hamstring injury sidelined him against the Seahawks. "Very excited," Kittle said. "Can't pass up playing the Packers, so no, I will be out there for sure." Allen was a three-year starter at Arkansas but has been a journeyman backup since entering the NFL in 2016 as the 201st overall pick of the Jaguars. Shanahan and LaFleur have been fierce competitors since twice working together, first as low-level assistants with the Texans in 2008, then on the so-called "dream team" staff in Washington that also included Sean McVay, Mike McDaniel and Raheem Morris; and two seasons with the Falcons (2015, 2016) where LaFleur was quarterbacks coach and Shanahan called the plays. Shanahan scored the most recent win over LaFleur in January. Green Bay has won seven of the past eight regular-season meetings between the franchises. But the familiarity and shared-brain approach to offense that has the coaches completed each other's play calls has led to some tight games. The past three at Lambeau Field were all decided by three points. Green Bay, which hosts a home game on Thanksgiving next Thursday, is starting a run of three games in 12 days. They'll play back-to-back Thursday games. Their Week 14 game is at Detroit. That might make it good news for LaFleur that surprising contributors have emerged of late. Packers wideout Christian Watson had a career-best 150 receiving yards on only four catches during last week's 20-19 road win against the Chicago Bears. His diving 60-yard reception in the fourth quarter put the Packers in position for Love's go-ahead, 1-yard scoring run with 2:59 to play. Watson entered the game with eight catches for 83 yards over his previous three contests, but LaFleur assured Watson remains a "big part" of the attack. "He's a guy who's got every measurable known to man in terms of the size, the speed, and it's not like those were easy plays he was making," LaFleur said. "He was making tough, contested catches." San Francisco will aim to generate more pressure against Love than the Bears, who sacked him just once. The 49ers collected four sacks against the Seahawks, with Bosa and Leonard Floyd contributing 1.5 apiece. Recent regular-season history between the Packers and 49ers at Lambeau Field has favored Green Bay. The Packers have won seven of their past eight home games against the 49ers and are 22-11 versus San Francisco at home all-time. Green Bay leads the series 34-28-1. --Field Level Media

NoneIBLA 2024: Andrew Holland cautions against a volatile Jan for markets as Trump 2.0 takes over