#you move around a lot and then there are the layoffs despite years of working for a studio and then the problems with pay

[repurposedmeatlocker]

Hardest thing I personally contest with in considering a career in animation is whether I want to be part of the industry or not.

[influencermagazineuk]

Kai Havertz's injury has been a huge setback for Arsenal, with the club exposed for their inability to bring in depth to their attacking ranks. Mikel Arteta is now left with a tricky situation where he has to use either young, inexperienced players or out-of-form players who are playing out of position. The timing of the injury adds an extra level of frustration. Just a day after returning from a warm-weather training camp in Dubai, Arsenal confirmed that Havertz had suffered a torn hamstring, ruling him out for the rest of the season. The German forward now joins Bukayo Saka and Gabriel Martinelli on the sidelines, with the latter expected to be unavailable for about a month after picking up an injury in the Carabao Cup semi-final loss to Newcastle. Gabriel Jesus, another of his attacking options, is already missing until next term with an anterior cruciate ligament injury. Arsenal released a statement verifying that Havertz was set to go under the knife in the coming days, his recovery process extending into pre-season. Arteta, who was already complaining about the inability of the club to strengthen in January, now needs to work around getting through the rest of the season with an attacking option diminished. Oleg Bkhambri (Voltmetro), CC BY-SA 4.0 https://creativecommons.org/licenses/by-sa/4.0, via Wikimedia Commons With just three available fit senior forwards—Leandro Trossard, Raheem Sterling, and Ethan Nwaneri—to choose from for the next encounter against Leicester, Arteta has no option but to reassess his plan. Surprisingly, neither of Arsenal's two marquee summer signings, Riccardo Calafiori and Mikel Merino, featured in the recent 5-1 win over Manchester City. Instead, Myles Lewis-Skelly impressed on the left flank while Declan Rice excelled in midfield. Though Calafiori and Merino have produced moments of quality, they have not yet established themselves as irreplaceable players, despite Arsenal's increasing injury issues. Arteta had already been voicing concerns over squad depth before the season really got underway. In late August, just a few days before Merino's signing from Real Sociedad, he conceded that the squad was not as deep as he would have wished. "We don't have 23 outfield players and usually you have to be geared up like that," he said. "We know we're not going to get there. We have to have faith in some academy players and ensure that we look after the ones that we have to be strong and play a lot of minutes. So far looking good, I'm happy." But the extent of the injuries that Arsenal has accumulated this season was not something that could have been anticipated. Martin Ødegaard's two-month layoff following international duty in September was the initial major setback, but matters have only gone from bad to worse since then. Arteta might now be regretting some of his transfer moves, most notably letting Eddie Nketiah leave for Crystal Palace soon after Merino's arrival. That move, combined with the sale of Emile Smith Rowe for close to £60m, drastically reduced the attacking options. Reiss Nelson's loan transfer to Fulham also depleted the depth of the squad. Edu's last signing before his sudden departure as sporting director in November was a loan transfer for Raheem Sterling, a player Chelsea had considered redundant. Whilst Sterling has the promise to be a valuable asset, he has found it difficult so far to exert himself, getting only 216 Premier League minutes and being taken off in every one of his three starts. Arteta denies that Sterling cannot play centrally and that Trossard cannot as well, though it is clear that neither naturally is a central striker. In an unexpected turn, 17-year-old Ethan Nwaneri is now being considered as a potential No. 9. The teenager’s finishing ability has been a highlight in his breakthrough campaign, where he has already netted seven goals. However, the idea of a club with title ambitions depending on a player who isn’t even allowed to change in the first-team dressing room due to Premier League safeguarding regulations speaks volumes about Arsenal’s current predicament. The absence of Havertz and Martinelli also puts more pressure on Arsenal's recruitment policy. Jason Ayto, who was promoted after Edu left, is under the spotlight, particularly after the club's unsuccessful bid to sign Ollie Watkins for about £40m. In spite of that failure, Ayto is still in the running for the full-time sporting director position, alongside the likes of former Arsenal midfielder Tomas Rosicky and other contenders. Arteta recently indicated that a decision might be imminent. In the future, Arsenal is still keeping an eye on RB Leipzig's Benjamin Sesko as a summer target following their failure to sign him this time last year. That doesn't do much to alleviate their present plight though. In the meantime, Arteta has to come up with a plan to keep Arsenal's season going in the right direction, which could involve depending on players who have hardly played for the Premier League. Nathan Butler-Oyedeji is one of them. The 22-year-old, who debuted in the first team in the Champions League against Dinamo Zagreb, has impressed in the under-21s with eight goals in 13 games. Another possible solution is Charles Sagoe Jr., who has just come back from a loan at Shrewsbury. The winger has some experience in the first team, having played in the Carabao Cup last season. Arsenal's failure to hold onto games has already cost them crucial points, as evidenced in the game against Aston Villa, when they threw away a two-goal advantage. Meanwhile, on the same day, Darwin Núñez was introduced from the bench to score two goals for Liverpool, once again highlighting the need for game-winning options upfront. The lack of depth may well characterize Arsenal's season, and unless Arteta can conjure up creative solutions, their hopes of a Premier League title are slipping away. Read the full article

[centrally-unplanned]

Something that is going to piss me off, since I know it will happen, is that Twitter either A: absolutely had some fat, could fire 25% of the staff, or B: didn’t have fat per se but there are different org structures and priorities and with a bit of a shift you could have 25% less staff without impacting services. This is totally normal stuff.

If Twitter is able to be turned around from its current brink-ness, get the org structure in place, and probably hire a few more key people as part of that, it could be sustainable. And then Twitter will have lower costs and decent enough revenues. At which point Elon is going to claim victory and every single one of his proponents of his ‘strategy’ are going to say Told You So and do victory laps around the concept.

When that is no one’s real objection! Everyone knew Twitter was bloated, like it was pretty famously so, all tech companies got bloated in the past 2 years and they are all doing layoffs now - see Facebook & Stripe. “Cutting payroll” is not a genius move that Elon’s vision saw through the clouds, its the bog-standard act any management would take. Elon’s error isn’t the concept, its entirely in the cringe-tier execution, the unnecessary pain to both staff and the company being generated by leadership-by-tantrum. 

But, if because Twitter is fundamentally just a really strong platform due to network effects and the approach was the basic industry approach at the time, it works out *anyway* (not enough to make Elon make a profit, hell no, but enough for Twitter to be stable) its going to be seen as a victory in some idiot tech-management-culture war despite it being nothing like that. And I am gonna be rolling my eyes at a hell of a lot of people over it if that comes to pass.

[pacquiaovsugasliveonline]

Manny Pacquiao vs. Yordenis Ugas fight: Five biggest storylines to watch ahead of the PPV showdown

At the age of 42 and following a two-year layoff, eight-division champion Manny Pacquiao returns to the ring on Saturday in a PBC on FOX pay-per-view bout against WBA welterweight champion Yordenis Ugas.  

Pacquiao vs Ugas Live Boxing Stream

Pacquiao will be once again fighting for the 147-pound title he won in his last outing, an impressive decision win over then-unbeaten Keith Thurman. But this weekend's showcase from T-Mobile Arena in Las Vegas won't be against the original opponent, unified welterweight champion Errol Spence Jr., who withdrew last week due to a torn retina.  

Manny Pacquiao vs Yordenis Ugas fight

Let's take a closer look at the biggest storylines entering the Filipino icon's much-anticipated return.  

1. How is it possible Pacquiao is still doing it at this level?  

Pacquiao certainly won't be the first legendary fighter past the age of 40 to come back for yet another big fight. But when you consider Pacquiao is the betting favorite against an active champion despite his long layoff, and you consider how much the "PacMan" still relies upon speed and explosion as a boxer, what he is doing at 42 is simply remarkable. To put things into perspective, rising welterweight contender Vergil Ortiz Jr., who won his biggest step-up fight to date last Saturday by knocking out Egidjius "Mean Machine" Kavaliauskas before calling out Pacquiao afterwards, was still three years away from being born when Pacquiao made his pro debut in 1995. Yet here we are, 26 years and many in-ring miles later after Pacquiao has consistently matched himself against the most dangerous foes available, he's still at it. Even Pacquiao's contemporaries like Floyd Mayweather, if they are still active at all, are largely returning for circus fights against MMA fighters and social media influencers. History offers very little for comparison sake to what Pacquiao continues to do, which is what made his initial intention of fighting the pound-for-pound ranked Spence all the more impressive.  

2. Ugas is a downgrade from Spence, but not by much 

Certainly, everything from the betting odds to the commercial expectations for Saturday's PPV fight shifted dramatically once Spence's name was removed from the marquee. Ugas (26-4, 12 KOs), who is more technician than destroyer compared to Spence (who is both), is also less likely a threat to send Pacquiao disastrously into retirement via knockout. Yet Pacquiao-Ugas is still an incredibly intriguing fight, particularly for hard-core fans of the game who have watched Ugas, a 35-year-old former Cuban amateur star, quietly transition from journeyman to contender, and now champion. Large for the weight class, Ugas will hold height and reach advantages against Pacquiao and is an incredibly disciplined counterpuncher with good defense and the ability to walk forward when he senses an advantage. While Ugas' experience against elite fighters isn't anywhere near that of Pacquiao (or even Spence, for that matter), he holds a handful of strong wins against Jamal James, Thomas Dulorme, Omar Figueroa Jr. and Abel Ramos. His best performance, however, likely came in a disputed loss when he was robbed of what should've been scored a 12th-round knockdown against Shawn Porter in 2019, which played a key role in his split-decision defeat. Although adapting to Pacquiao's speed and awkward angles is never easy, Ugas has the technical savvy to make key adjustments that could give Pacquiao fits. The Porter fight alone showed why Ugas should be considered just outside of the elite 147-pound core of Spence, Terence Crawford, Porter and Pacquiao. 

Can't get enough boxing and MMA? Get the latest in the world of combat sports from two of the best in the business. Subscribe to Morning Kombat with Luke Thomas and Brian Campbell for the best analysis and in-depth news.

3. Will the two-year layoff be a negative or a positive for this version of Pacquiao?  

Yes, it's hard to look on the surface at Pacquiao taking off as much time off as he has during the pandemic as anything that can be called a positive, particularly at his age. Timing is everything inside the ring and one of the only ways a fighter can properly maintain that is by staying active. Looking back, activity has to be considered a key part of Pacquiao's most recent comeback when, in 2018, he emerged from a one-year layoff following a disputed loss to Jeff Horn by fighting three times over the next 12 months and riling off age-defying victories against Lucas Matthysse, Adrien Broner and Keith Thurman. Regardless of if he were facing Spence or Ugas, taking this much time off has the potential for Pacquiao to come out flat. But if there's a silver lining to the hiatus, it's that Pacquiao wasn't taking any damage and was able to heal up any nagging injuries. One thing that has allowed Pacquiao to maintain such incredible longevity has been his passion for training and the intensity in which he works out, even between fights. While this is by no means a preferred scenario to come back to the PPV level without a tuneup, there doesn't appear to be a lack of motivation in terms of the preparation, even with the late opponent change. Not only was the danger that Spence brought to the table reason enough for Pacquiao to leave no stones unturned in training, the fact that he's threatening a run for president of the Philippines in 2021 means doing so fresh off of a resounding win is a much more strategic scenario. Simply put: don't expect Pacquiao to be anything less than the best he can still be at this age.  

4. Win or lose, this could be the final time we see Pacquiao in a big fight 

Given his age, Pacquiao appears one bad loss away from retiring for good at any point, which he more or less agreed with during a recent interview with "Morning Kombat," where he remained focused on a wait-and-see philosophy regarding his future. Given his political aspirations, it's just as easy to imagine Pacquiao not having the time to train and compete should he fulfill his goal of becoming president of his native country. Hall of Fame trainer Freddie Roach shared a different opinion, recently stating he believes one of Pacquiao's remaining goals to be accepting and winning a fight as a sitting president. But Pacquiao stayed noncommittal. Either way, we are a whole heck of a lot closer to the end than the beginning of Pacquiao's incredible boxing journey, which makes this week that much more worth celebrating that he's still at it making big fights on the sport's grandest of stages, even though he and Mayweather have long handed off the baton to Canelo Alvarez as the biggest face of boxing's current era.  

5. There's no shortage of huge fights remaining if Pacquiao still wants them 

Spence's eye injury, just two years removed from miraculously surviving a dangerous car accident, certainly creates some questions regarding his future. Given Pacquiao's equal level of uncertainty due to age, the biggest lament of seeing Pacquiao-Spence fall apart this weekend is the fear that the window for this action-packed fight may have closed right before our eyes. But boxing fans have learned time and again to never say never and if Pacquiao can prove against Ugas that he's still got it and desires to keep making the biggest fights available, his options will be overflowing. Being the rare network and promotional free agent helps Pacquiao huge in this case. Not only would welterweight fights against Spence, Crawford, Porter, Ortiz, Danny Garcia, Mikey Garcia or a rematch with Thurman be huge, there's a new crop in waiting of young fighters in and around 135 pounds who appear poised to take over the sport in the coming years. Imagining Pacquiao welcoming the likes of Gervonta Davis, Teofimo Lopez Jr., Ryan Garcia or Devin Haney for a dramatic move up two divisions to challenge him is a mouth-watering proposition for fans.  

[newstanmarshblog]

The Average and Unusual Couple: Chapter One

   It was night time as Stan Marsh was talking to his best friend Kyle through Skype about able to see each other soon in person for the very first time since South Park went though a long lockdown during the events of a recent global pandemic. After on having a lot of people getting vaccinated to combat against the deadly disease, the pandemic was finally declared over by every government official around the world which means daily lives can get back to normal. Along with the news on announcing the town being one hundred percent safe from the virus, the Mayor of South Park has also announced that all schools will be back into its regular programming starting after labor day. And Stan couldn’t be more than happier to hear such news because he hated being separated from his friends and school for such a long period of time since he still has to deal with on being stuck living at Tegridy Farms.

   Stan: Ah man, dude, I’m so excited to able to see you guys again ever since before we all went through this harsh lockdown. How did your brother and parents react to the news?

   Kyle: Just as happy as you are, Stan. My parents are celebrating by having a glass of wine together, and Ike can’t wait to get his education in person again because he had a really hard time learning through online classes. How was your family’s reaction?

   Stan: My sister is pretty excited to able to date with her boyfriend again, my mom is relieved that things are back to normal and plans to meet up with my uncle Jimbo this weekend, and my dad is super pumped to get back to his plans on opening his first expansion Tegridy store at main street.

   Kyle: Your dad still isn’t over with his weed products yet, huh?

   Stan frustrated: He never shuts up about it! If it wasn’t for his successful online sales of his Tegridy products during this lockdown, we would’ve moved back to South Park by now. *sighs*

   Kyle: Sorry if my question got you upset, dude.

   Stan: It’s alright, you didn’t mean it. It has been about over two years now since my dad got obsessed with Tegridy weed, and I really don’t know when he’ll get tried of it. Usually he’ll be obsessed with something for about up to at least serval days and then moves onto the next one, but his fucking weed seems to be the one obsession that finally made him to become something like Gollum from the Lord of the Rings series.

   Kyle: Well, I’m sure that your dad will get over of the weed stuff eventually. Anyway, have you heard anything from our other friends on their reaction to the news?

   Stan: Only Kenny so far through text messaging on our phones. He wants to all of us to gather together at Stark’s Pond this Saturday and then probably eat out at Chill’s.

   Kyle: That’s sounds exciting! I’m completely free for this Saturday anyway.

   Stan: Me too. I’ll give Kenny the text that you’re in.

   Kyle: Great! *yawns* I gotta get ready for bed now.

   Stan: Same. Until then, see you on Saturday. Good night.

   Kyle: Night.

   After logging out from Skype and then giving Kenny a quick text about their plans on Saturday, Stan got onto his pajamas and heads to bed.

   Stan: So far, only half of my life is back to normal.

   As grateful as Stan was to able to see his friends and going to school in person for the first time since the lockdown began, he still doesn’t full completely happy just yet. While he’ll be continuing to struggle with living at Tegridy Farms and wishing too come back to South Park, the one other thing that he desperately wanted is to be with his old girlfriend again. For a long time now even before the pandemic started, Stan has made serval attempts to get back together with Wendy, but to no avail. Wendy has became more interested in becoming a woman activist, getting people into healthy shape, and is even dating with Bebe. Even though Stan and Wendy are still good friends with each other mainly because of their love for board games and animals, seeing his old girlfriend becoming more and more busy with her life along with learning the news that she’s now in love with Bebe was just enough for Stan to give up on winning her back. As much as Stan is really happy to see Wendy helping out a lot of people, he also seriously misses that fun side from his old girlfriend, and she seems to be no longer that type of person as often then back in their elementary school years. And still from the very moment when he learned that he can’t no longer have Wendy as his girlfriend, his heart remains to be very broken by it.

   Just thinking about on wanting to live back at South Park and being together with Wendy again was enough to break Stan into tears.

   Stan sobbing: I just want my entire life back. I want it all back.

   He continues to cry for a few moments, cheers himself up, and then gets himself some sleep.

   Meanwhile at a home in a town called Peaceful Pines, Lydia Deetz is finishing up packing up her stuff into package boxes as she and her parents are preparing to move out from their home. Her mother comes in to check up on her.

   Delia: Oh Lydia, how’s your packaging coming along?

   Lydia: It’s all set, mother. Did father heard about the news yet as he came home from his last day at work?

   Delia: He was told about it just before he left. He’s relieved that the pandemic is finally over just as much as anyone else on Earth. I’m just very happy that our long road trip to our new home will at least be safe.

   Lydia: Yeah, same. Anyway, I’m pretty exhausted from all the packing and would like to get one last peaceful night here before we move out tomorrow.

   Delia: Sure thing, sweetheart. Sleep well.

   Lydia: You too. See you in the morning.

   Just like with South Park, Peaceful Pines also went through a very long period during its lockdown. Lydia was one of the very few students that didn’t mind online teaching very often during the lockdown because despite of being bummed out on not able to learn in person and not seeing two of her friends at school, there was one thing that the pandemic couldn’t take away from her, and that was spending her quality time with a ghostly best friend name Beetlejuice. Very often everyday even before the pandemic took the world by storm, Lydia teleports herself to a very spooky place call the Netherworld where she and Beetlejuice would do a lot of fun stuff together such as playing a game of slam ball, going on crazy adventures, or even take a nice relaxing drive with their living car name Doomie. There’s also some days where she and Beetlejuice will have some simple fun things at her bedroom like watching horror movies or playing video games. 

   While Lydia was able to get through the pandemic just fine, her parents had a rougher time in comparison. During the the first few months of the pandemic, Charles was working from his home on his computer as he was real estate developer. But by the next spring, his workplace had to layoff some of its employees in order to save money, and Charles was one of those unfortunate employees. He shortly afterwards found a new job at a hardware store. Even though his new job doesn’t earn him as much money as with his old job, it was at least just barely enough to pay the house bills. Delia meanwhile once ran her own small business as a sculptor before the pandemic hit. But by shortly after Christmas, her business went into bankrupt and became unemployed. After filing for unemployment, she was receiving stimulus checks up to at least six hundred dollars every month by the federal government.

   Because of the financial struggles that the Deetz family were dealing with, a decision was made that they must find a new home where the payment bills weren’t as expansive as their current house, and nearby jobs where it’s best suited for them based off from their past experiences. Delia was browsing through the internet when she found a house up for sale in South Park Colorado where its house bills weren’t as nearly expansive as their current home. She also learned that there was a job opening at the town’s middle school for an art teacher that’ll be perfect for her, and a job opening at a nearby local real estate business that’ll be perfect for Charles. After going through the paperworks during the summer, the house was recently bought and the Deetzes have now just finished packing before their long trip ahead of them. They expect to reach their new home during Labor Day weekend just in time for Lydia to get ready for her first day at South Park middle school.

   Earlier today, the Deetzes held a goodbye party at their house for their neighbors and friends along with Beetlejuice crashing into the party in disguise as Betty Juice. For Lydia, saying goodbye to Bertha and Prudence was the hardest thing for her as they were the only friends that she ever had at her old school and she’ll definitely miss them most of all when she leaves Peaceful Pines tomorrow. Lydia’s last words to them was to keep on being themselves, be positive, and to stand tall and brave whenever Claire Brewster bullies them.

   It was now night time, and just as Lydia was getting ready for bed, Beetlejuice pops up onto the screen of her cellphone.

   Beetlejuice: Psst, Babes!

   Lydia picks up her phone.

   Lydia: Hi, Beetlejuice.

   Beetlejuice: Is the coast clear for me to pop up?

   Lydia: All clear, but promise me on not being here for too long as I need to have my last peaceful sleep here before I hit the road tomorrow morning.

   Beetlejuice: *raises his right hand* I swear across on my mother’s heart. Now, say those B words and let’s chit chat.

   Lydia: Beetlejuice, Beetlejuice, Beetlejuice!

   Beetlejuice pops up from the cellphone screen and floats around in the bedroom.

   Beetlejuice: So, Lyds, are you at all nervous on living in a new town?

   Lydia: The only thing that I’m nervous about is if I’ll ever make new friends at my new school. 

   Beetlejuice: Don’t sweat it, Babes. I’m sure that you can at least make a friend or two. And even if you don’t at all, you still got me and my lovable armpits! 

   His stinky armpits hits Lydia’s nose.

   Lydia disgusted: Ugh! Thanks for the reminder.

   Beetlejuice: *chuckles a bit* People remembering my smelly armpits, you know I love it. *does a couple armpit noise*

   Lydia: Anyway, if I ever make a new friend, then I can’t wait to show off that friend my collection of my horror films, photo works, and my studies on bugs.

   Beetlejuice: Just don’t show off the bugs that I plan on eating.

   Lydia: Whatever. And maybe we can even take a trail walk around the natural wonders that South Park has to offer. I’ve always wanted to see a wild elk since I heard they have a large elk population in Colorado, and there’s never any wild sightings of them around here.

   Beetlejuice: *laughs* I wonder why? *smells at himself*

   Lydia: Is there anything that you’re excited to see at South Park, Beetlejuice?

   Beetlejuice: Nah, but I am excited to offer them by saying this quote to sum it up…*impersonate Jack Nicholson*… Wait until they get a load of me.

   Lydia: *laughs* Oh I bet they’ll never see you coming by a mile. *yawns* It’s getting late. I better head to bed. And Beetlejuice, remember what I told you while I’m on the road.

   Beetlejuice: Yeah, yeah, yeah, I remember. I promise not to check up on you until you’re finally settled into your new home. You have my words.

   Lydia: Thanks, BJ.

   Beetlejuice: Besides, I’m over due to play a new prank on the Monster across the street and his pet mutt. Maybe I’ll get them to reenact that bear scene from The Revenant.

   Lydia: Just as long as you keep yourself busy until I say your name three times, okay?

   Beetlejuice: Will do. See ya!

   Lydia: You too.

   As Beetlejuice disappears back to the Netherworld, Lydia lays into her bed.

   Lydia: *sighs* I hope I’ll make a friend with someone that loves to have fun with life just as much as me. Or even maybe find someone that’ll love me for the way that I am.

   She closes her eyes to get as much sleep as she can before a new chapter into her life can begin.

    In the next chapter, Stan hangs out with his friends, and Lydia moves into her new home.

[word-ghost]

Cubicle late fall, year zero

The sound of the water rushing over her hands and into the basin overshadowed the blood rushing in her ears. Her heart was a fist in her throat. The darkness that blurred her vision slowly faded, and her lungs expanded around a full breath. She pushed the air out slowly, focusing on the icy sensation numbing her hands and dripping from her fingertips. The dirty mirror reflected her eyes, rimmed in red and smudged mascara. Her cheeks were flushed from crying, her skin otherwise washed out in the dim light. Her hair fell in tangled waves around her shoulders, their rise and fall slowing as her breathing steadied. She turned the water off and leaned against the divider between the stalls behind her. She watched herself disappear from the mirror as she sank to the dirty tile floor.

Getting drinks with the other reps in her department wasn’t on Peach’s usual list of activities. She only came for tradition’s sake. It was Georgina’s last day and Heather’s first. She should have at least been grateful the two occasions had been rolled into a singular event. Peach and Georgina didn’t talk often. No one in the department was particularly friendly with any of the others. After hours of answering calls from customers ranging from dissatisfied to incensed, most chose silence during their designated breaks. Though neither Peach nor Georgina considered the other a friend, they had been around through endless changes in management and policy, budget cuts, layoffs, and semi-regular inter-department shuffling. After five years, they seemed to be the only things besides the building that hadn’t changed. 

Five years. When she accepted the job, it had seemed like the perfect opportunity to start her life over, to get away from home. The vastness and noise of the city held the promise she could become anyone. There was opportunity everywhere. Of course, she wouldn’t work in this entry-level position forever. However, with only a two-year degree, it seemed there was always someone better, more qualified. After two years, they told her she had become too valuable in her current role. Too valuable to move on, but not enough to earn a higher wage. The job didn’t pay enough to further her education and pay her bills despite her efforts to find the cheapest living arrangements.

She was stuck. For as long as she could, she had held onto the hope that something might still change. The last of it rushed out of her tonight. She’d overheard Georgina and Cal refer to Peach as the most senior member of the Joja customer service department. It shouldn’t have bothered her so much. Still, her knuckles had whitened as she gripped the glass of beer in her hand. Her heart raced. Her lungs refused to inflate. She wasn’t sure how long she’d been hiding in the grimy bar bathroom, trying to calm down. She’d left her phone and bag at the table, and no one had come in after her. 

“Fucking hell,” she murmured to herself, resting her forehead on trembling fingertips. Though her panic had subsided, the dark room still seemed to tilt around her, the walls climbing higher as she felt herself sinking into the floor.

The door opened as Peach wiped fresh tears out of her eyes. A man stood in the doorway, staring at her in surprise. She looked around, sure she’d been in the ladies’ room.

“We’re closed.” 

“Fuck,” she said, scrambling to her feet, resting a hand on the countertop to steady herself. “Sorry, I didn’t realize what time it was.”

Now she recognized him. He poured all her drinks that night. Probably even the abandoned ones she’d taken from empty tables. Stringy hair fell around his shoulders. His fingers scratched at his scruffy jaw.

“Are you okay?” 

Her smile was a reflexive response to the question. But the part of her that wanted to bury the feelings was too drunk to commit to it. Another tear rolled down her cheek. She shrugged and shook her head. 

“Nah.”

“Shit.” He crossed his arms. She was probably the last thing he wanted to deal with tonight. “Do you need help getting home?”

“No, I’m fine.” Peach moved to pass him into the hallway. She slipped on wet tile, nearly stumbling to the floor. 

“Shit,” he said again, rolling his dark eyes as he caught her by the arm.

“I’m not drunk.” She insisted, pulling away and standing up straighter.

“Yeah, okay.” He let out a warm and easy laugh, despite his apparent annoyance. He led Peach out of the bathroom and sat her on a stool at the end of the bar. “Want me to call you a cab?”

“No, I don’t live far.” She leaned her elbows on the bar and rubbed the pads of her fingers under her eyes.

“How far?”

“Like, four blocks. This is eighth, right?”

“Yeah.” He poured a glass of water and set it in front of her. “Are you up on twelfth?” He watched her drain the glass as he awaited an answer.

“Fourth.”

“Fuck.” He raised his eyebrows, the piercing on the left one glinting in the dim light. “Are you sure you don’t want a cab?”

“Positive.”

The bartender stared another moment at the half-smiling, sad-drunk girl in front of him. Pity shone in his dark eyes. It was humiliating and comforting all at once. He took her empty glass.

“Wait here a minute, okay? I just have to clean the bathrooms.”

Peach watched him walk back down the narrow hallway. She considered slipping through the door and going home. Instead, she stayed put until he returned, carrying her purse and jacket.

“I’m guessing this stuff’s yours?” He half-smiled. “Have you eaten?”

“No,” she said, shrugging into her coat and rummaging through her bag, checking for her wallet and phone.

“Okay. Come with me.”

She hopped off the stool and pulled her bag over her shoulder, following him to the door. She hugged her arms against the chill as he locked the door behind them. She followed him west half a block toward the only lit up shop on the dark street. Peach hung back while he talked to the guy behind the counter. He must have come here a lot. He returned with two slices of pizza. They sat on the sidewalk to eat near a few others who had also stopped on their stumble home. 

“Do you take care of all the drunk bitches at your bar or only the ones that cry?” 

“Just the ones that want to walk south of seventh alone in the middle of the night,” he smirked.

“It’s not that bad.” Peach shrugged as he raised his eyebrows. “I’m pretty sure stabbings are down this month.”

“My mistake,” he chuckled. “But I gotta be honest. This,” he gestured vaguely between them, “doesn’t happen often.”

“So should I apologize for ruining your night? Or should you thank me for making it interesting?”

Peach wasn’t trying, but she was making him laugh. She liked how it sounded. Beyond that, he kept looking at her like he gave a fuck about her. Like it mattered whether she made it home okay. When had she last felt like she mattered? She finished her crust, and then she took his too. He narrowed his eyes but smiled as he took her paper plate to throw away along with his. He offered her a hand. She took it, adjusting her skirt once he’d pulled her to her feet. 

“Thanks,” she said. “Um, I’m this way.”

“Want me to walk you?” 

“No, it’s okay.”

“Or,” he stepped closer. “I’m two blocks up. If you wanted to...”

Loneliness was water brought slowly to a boil. Peach had filled the pot and turned on the heat. She could either climb out now or let it cook her alive. 

The steam from their breath merged into one cloud between them. She stood on her toes and brought her mouth to his. His cold lips opened as hers closed, the warm tip of his tongue brushing over them. She pulled away. He gazed down at her through dark lashes, edges shining in the streetlight. Their lips met again, the positioning and timing better. He took her hand, lacing his fingers through hers. When they reached his building, he held the door for her. They climbed the stairs to his floor.

He kissed her again in the hallway, pressed her against his door. His hands wandered around her waist and over her bra. She pulled him closer, her mouth on his neck, fingers twisted in his belt loops. He paused to unlock the door, shushing her as they went inside. Roommates. He guided her across the dark living room and down a short hall.

His room was clean, a bare concrete floor, a box spring and mattress against the far wall. A record player and a potted plant sat atop the dresser. The minimal space was still better decorated than Peach’s dismal apartment. He’d hung art on the walls and photographs of people he probably cared about. Yellow streetlight poured through a large window. The view of the empty street was half obscured by a metal fire escape. The door clicked closed.

He put a record on, the volume low. He approached from behind her, his hands wrapped around her waist as he kissed her neck, then her jaw. She turned to face him. Her hand behind her back unhooked her bra. She worked her arms out of the loops of the straps, pulling it out from under her shirt and letting it fall to the floor. His mouth found hers, and his hands roamed her body, his breath coming hard and hot. She pulled at his shirt to bring him closer. Her fingers undid his belt. They tumbled to the bed, and for a little while, she was no longer no one. Somebody knew she was here. She was wanted, enough, even if it was just for now. Now was all she needed.

After, they shared a cigarette on the fire escape. Already it was like it hadn’t happened. He slept in his bed, and she lay beside him, awake with closed eyes, surrounded by unfamiliar sounds. She waited there until the light beyond her eyelids brightened. She pulled on her boots and jacket and left as quietly as she had arrived. She walked six blocks to her apartment that could have been four.

[dippedanddripped]

It has been a prolonged period of retail carnage: storied names declaring bankruptcy, mass market brands closing thousands of stores, tens of thousands of shop employees furloughed or laid off, garment workers in dire straits. More ominous still are the predictions that we will never shop the same way again.

For Jamie Salter and David Simon, however, it has been a time of great opportunity.

Mr. Salter is the founder and chief executive of the Authentic Brands Group, a company known for buying the intellectual property of famous brands at discount prices and then striking licensing deals with other companies that want to stick those well-known names on their products. Mr. Simon is the chief executive of the Simon Property Group, the largest mall operator in the United States with more than 100 properties. Together, they are reshaping the American retail landscape.

Last week, they closed a deal to buy the bankrupt Brooks Brothers, the 202-year-old American fashion brand and retailer, for $325 million. Last month, they acquired Lucky Brand denim, and in February, they bought Forever 21.

Together, the acquisitions will bring the global revenue generated by the company’s brands — a sprawling mix that includes Sports Illustrated and rights tied to Marilyn Monroe’s likeness — to $15 billion annually. And Mr. Salter is hunting for more.

“Look, if the world ends, which I don’t think it’s going to, then there’s no doubt about it, I’m not so smart,” Mr. Salter, a 57-year-old Toronto native, said in a phone interview. “But I don’t believe the world’s going to end.”

“Last year, we said within five years, we want to be at $20 billion,” he added, referring to the overall revenue generated from brands owned or jointly owned by Authentic Brands. “Another two to three deals could get us there.”

Many of the acquisitions are being made through a joint venture with Mr. Simon called SPARC, for Simon Properties Authentic Retail Concepts. Its roots go back to 2016, but it was created in its present form in January as a vehicle that turned out to be almost perfectly positioned to take advantage of the current state of the industry.

By teaming up, Mr. Simon, a press-averse Indianapolis real estate scion who declined to comment for this article, gets assurance that bankrupt chains and other tenants will remain in his shopping centers, while Mr. Salter gets a friendly landlord for his brands at a time when rent costs are crushing retailers, plus the chance to earn money by licensing the well-known names. Together, they own and operate 1,500 stores through their deals, which sometimes include Brookfield Properties, another mall giant.

The purchase of Brooks Brothers, where layoff notices have already started going out, has put a spotlight on this arrangement — and invited new scrutiny. Supporters say SPARC is saving the businesses it’s buying. Critics say it’s simply exploiting their traumas for fast profits in ways that cheapen the brands’ legacies. They say the SPARC strategy treats brands and stores less like hothouses of creativity that need careful tending, and more like chess pieces to be moved around for maximum, if momentary, gain.

That suspicion has been hard to shake for Mr. Salter. Authentic Brands’ purchase of the Sports Illustrated brand last year is viewed as a prime example of the company’s bottom-line approach to licensing. It sold the rights to operate the magazine and website to another company, which gutted the staff, while simultaneously putting the Sports Illustrated name on protein powder, CBD cream and swimsuits. And Authentic Brands’ purchase of Barneys New York’s intellectual property last year was fiercely contested by a group of investors who waged a “Save Barneys” social media campaign to avert liquidations and the licensing of the name, painting Mr. Salter as a villain who sought to dismantle a cultural institution.

“It’s not a long-term quality play,” said one retail executive who asked not to be identified because the executive had been approached about the Brooks Brothers deal. “It’s not about a love of the brand or the goods. It’s predatory and opportunistic.”

Understanding Authentic Brands’ business is crucial to understanding the tides of retail today.

The company, founded by Mr. Salter in 2010, bets on famous names in fashion and entertainment, often buying their intellectual property with the aim of striking licensing deals with those who want to use the brand names internationally or on new products. Authentic Brands tends to earn an estimated 4 to 6 percent in royalties through this model.

“History,” was one of the answers Mr. Salter gave when asked what he looks for in a brand. “Does it have good archives we can bring back, because the world repeats itself all the time. The longer the history, the better.” The potential to cut costs was another.

For years, Mr. Salter led a division of Hilco, a financial firm, as it snapped up the intellectual property of bankrupt retailers like Sharper Image. While the retailer’s stores closed, Hilco was involved with deals that put Sharper Image’s name on products like garment steamers that were cheaper than wares at the original retailer and then sold in chains like Bed Bath & Beyond.

At Authentic Brands, Mr. Salter pulled off an early coup by acquiring the exclusive rights tied to Marilyn Monroe, whose likeness drew the interest of everyone from Dolce & Gabbana to Walmart. His stable of 50 brands now includes Juicy Couture, Elvis Presley, Muhammad Ali and Frederick’s of Hollywood.

The Juicy acquisition in 2013, where Mr. Salter bought the brand but couldn’t secure its locations, made him realize the value of physical stores. Losing the stores, he said, hurt Juicy. “I can tell you unequivocally it’s easier to build brands with a retail footprint — touch, feel, try on,” he said.

Though Authentic Brands does not own the types of luxury retailers and labels as European conglomerates like Kering and LVMH, Mr. Salter said that LVMH served as “inspiration” and that they shared “similar ambitions.” He thinks of his company, where his four sons are also among the 200 employees (his eldest, Corey, is chief operating officer) as a family enterprise despite a roster of investors including BlackRock, Leonard Green & Partners and General Atlantic. The biggest individual investor after Mr. Salter, whose family owns about 20 percent, is Shaquille O’Neal, whose brand is managed by the Authentic Brands. Mr. Salter said that he has considered an initial public offering of stock but that the company has plenty of money and he doesn’t want to exit.

“Other people do want in,” he said. But, he added, “It’s a lot easier when you have two guys, and if there’s a problem, you pick up the phone and work it out in 10 minutes.”

Simon Property also holds about 7 percent after an investment in January, when it also increased its interest in SPARC to 50 percent, according to filings.

Four years ago, Mr. Salter said, “David came to me and said, ‘Why do you always close the stores when you buy the company?’” Mr. Salter replied that he was too nervous to operate the stores, worrying that the leases could become too expensive. Mr. Simon proposed teaming up with Brookfield to buy Aéropostale, which led to the formation of a venture called Aero OpCo. Mr. Salter owned 20 percent, and Brookfield and Simon the rest. (Brookfield, which is not part of SPARC, declined to comment.)

The mall operators wanted their tenants to stay and ideally resume making money. They were also interested in Mr. Salter’s marketing prowess and his brands, which they figured could eventually turn into stores at their malls.

“At the beginning, Simon just wanted ‘get my rent,’” Mr. Salter said. “But we started turning profits very quickly, and it started to be about building a business.”

Each side benefits. Mr. Salter’s brands have “variable rent” contracts with Mr. Simon’s malls, meaning their rent goes up and down with their sales and, in a lucrative arrangement, most don’t have minimums. Mr. Simon also receives a percentage of royalties from sales associated with the brand names. In January, Mr. Salter bought out Brookfield’s interest and the venture was renamed SPARC.

“Covid is a good lesson for all of us because thank God we had percentage rent,” Mr. Salter said. “We furloughed whatever number we had to furlough in Forever 21, and you’re only paying rent on a percentage of sales. It hurts a lot less.”

Still, some analysts say it isn’t good to see mall operators buying their own tenants out of bankruptcy at this pace.

There may be few options. As long as large retailers or hedge funds are unwilling to buy bankrupt chains like J.C. Penney, which could ultimately liquidate, “mall owners are the only viable acquirers,” analysts at Coresight Research, an advisory and research firm, wrote in a recent note. The firm estimated that 20,000 to 25,000 U.S. retail stores would close this year, and at least 50 percent are mall-based.

“Acquiring retailers raises questions about mall owners’ long-term viability,” they wrote. “Mall owners cannot buy every anchor retailer in their malls, and often they will have to let stores fail instead of propping them up,” the analysts wrote.

Mr. Simon bristled on a recent earnings call at the notion that he was buying retailers for rent. “We believe in the brand and we think we can make money,” he said. He compared critics of the venture to those who told Amazon to remain in the book business.

Still, rent is no small concern. In filings, Forever 21, a top tenant at Brookfield and Simon malls in the year before its bankruptcy, said the aggregate occupancy cost for its stores was $450 million annually. Lucky listed $66 million in rent and occupancy costs last year. Brooks Brothers said its 187 store leases and other corporate property leases cost about $86 million a year. On top of that, there are co-tenancy agreements, which can allow other tenants to break leases or demand rent reductions based on vacancy rates or the exit of certain retailers.

“I do believe that the strategy by Simon and Brookfield is to protect their co-tenancy in a lot of cases, but I think it’s a Band-Aid,” said Jackie Levy, chief business officer of Caruso, the real estate firm that owns California open-air shopping centers like the Grove. “It might solve the immediate issue of keeping some of their smaller retailers or shops in the malls, but long-term, those leases are going to expire at some point and there’s going to be a flight to quality.”

For his part, Mr. Salter sees opportunities to meld the brands that go beyond reducing corporate staff and sharing e-commerce capabilities. He can imagine, for example, Brooks Brothers teaming up with Spyder to make performance outerwear, and with Volcom for swim trunks. Saks Fifth Avenue still plans to introduce Barneys New York shops within its New York flagship and Connecticut stores.

“If I could buy anything, I’d buy Reebok,” he said. “Hanna Barbera. I like the Flintstones, Yogi Bear. Got big ideas for Yogi Bear. I love the Jetsons. They should be the delivery system for Amazon. Just call the Jetsons, they’ll deliver it to you in two seconds!”

Though Mr. Salter said he wasn’t joining a bid by Simon and Brookfield for J.C. Penney, he can envision pursuing a similar chain in the future.

“There’s no doubt about it that Jamie Salter’s dream is to have an A.B.G. department store,” Mr. Salter said. “And as David Simon says, maybe one day you’ll have your own mall.”

[alexsmitposts]

Shifting Business Models of Higher Education I suspect some colleges and universities will go under in the wake of COVID 19, as they faced with bankruptcy and are having to deal with lower enrollments too. It might be a good time for military recruiters, at least in the US. The capitalist model is in dire straits, some claim is even falling, especially the business model for higher education. But it is it really worth obtaining higher education, especially now. Tuition and other costs are high and the job market is restricted, and why pay top dollar for distance learning? Against this backdrop, President of Brown University, Christina Paxson, recently wrote in the New York Times that reopening universities in the fall should be a national priority. After all, students face practical, financial, and psychological barriers when it comes to remote learning; the sector provides about 3 million jobs, and education spending pumps near $600 billion into the national GDP. The basic business model for most colleges and universities is simple — tuition comes due twice a year at the beginning of each semester. Most colleges and universities are tuition-dependent. Remaining closed in the fall means losing as much as half of our revenue. Going deep in debt for it! One friend who is completing an MA degree wrote to me, “I am working from home at a Midwestern university has not yet re-opened. Don’t know what the future will hold – the university must take a $5 million budget cut this fiscal year and another $25 million budget cut next fiscal year (beginning July 1st). Don’t know yet how they are going to do it – some talk about early retirements but if they don’t get enough “takers” then probably layoffs.” Recent history, especially in a US presidential election year has many people and policymakers asking hard questions. It is becoming clear that anyone keeping up with U.S. higher education in recent months will see that the sector is bracing for disaster with application dates coming, usually by May. Students and parents are both stressed out over how to pay for it, especially at higher tier universities and in light of the reduction in family incomes due to unemployment and a slowed economy. One article makes it only too clear, A Global View of the Pandemic’s Effect on Higher Education, that university funding model that rely on international students for revenue will now have to brace themselves for tough financial times ahead and some are even in the danger of collapse because of travel restrictions. Nearly one-fifth of all international students study in the United States, and of our total enrollment, they makeup around 5 per cent and contribute over 44 billion to the US economy. These students usually pay full tuition, which can average over 35,000 USD a year and another USD 15,000 to USD 20,000 as living expenses. Many funding models depends largely on foreign students to balance their books as they pay full tuition, and are less likely to be funded by scholarships and other university resources. The paper chase impacts many segments of the economy, for instance, the University of Kentucky, this past year, landlords got big dollar signs in their eyes and jacked up rent twice and triple-fold, as student enrollments were at a record high. Now that they kicked out some of their renters, when their leases were up, demanding higher prices, and now they are losing money; tongue in cheek, it serves the greedy pigs right. Karl Marx Lectures There is hidden karma with capitalism too. Greedy landlords (at least sometimes) get their asses kicked when recession comes from around the corner without warning. One landlord kicked out a friend of mine, who had to move in with his girlfriend at his house. He has two kids. He’s good at repair and even remodeling houses and apartments, so that landlord doesn’t know what he lost…and now I don’t think he’ll be able to get double-rent payers. Just a few weeks before the shutdown, real estate was at a feverish all-time high. Houses prices were sky-high, all 1/4-million-USD in Lexington, and selling immediately. A friend in real estate was trying to push me to buy (but buy what? with what income?)–he said people were snapping them up as soon as they went to market. I knew it was all going to crash and burn and told him that I’ll only buy (and I’ll only be able to afford to buy) when there’s blood on the streets. That may be coming soon if jobs don’t return, and I doubt they will anytime soon. All Things Considered Things could definitely be worse, however for most, despite inconveniences, all things considered with some social benefits and support from government. They have their classes, or work on campus as teaching assistants; they have their stipend, many graduate students, and the supermarkets nearby have plenty to eat. Some have to teach from home, the social life and campus activities have come to an abrupt halt. Many teaching and professional qualification examinations have been cancelled in light of the circumstances, and this may cause extra problems later on when tests results are needed and graduates must come back and sit for them. COVID-19 has indeed hit institutions of higher education unexpectedly, as it has all colleges and universities across the United States and World. It came for many right around spring break – students were asked to consider not returning, and then were told outright that that would be it for the semester, much unexpected, very awkward, and especially worrisome for two populations. One is international students. This came up as an issue across the country. Where could foreigners turn in such circumstances? Some had flown home, and had to accustom themselves to remote participation during uncomfortable time zones. Some received special permissions to stay on campus. And some were not able to come back because of shutdowns in flights and over public health concerns. A lot of creativity has gone into handling this point. The second is graduating students. Unfortunately, their final weeks as students, with all the rituals that entail – from parties to formal ceremonies – all went in another direction. It must be emphasized that universities have been accommodating and have kept the interests of their students at the forefront. Normal job fairs are not being held on campus, as before, and the recruitment of new blood is another issue that will affect the business community. At the same time, there is only so much a university can do if it is constrained by public health concerns, budgetary restrictions, and government orders – more so when one considers public universities, and private universities and colleges of size and a scale. A professor was sharing some thoughts the other day (via Zoom, of course) about the model of the university going forward. It will be a different experience for future generations, he speculated, with mixed methods of teaching and learning. The classic seminar of sitting around a table and discussing may go out of style. Another professor contended that her experience coming into a university and making personal connections around a table was what changed her life. There will be a lot of discussions like this about the trade-offs in style and substance in the coming months, possibly years. Financial models of universities will probably have to be re-imagined, for better or for worse. What is of immediate concern is how to move forward in the fall. Most are working to publish their plans, at least contingency plans by mid-June. Presumably, other universities, other than the earlier examples, are going along the same pace as well in order to give enough lead time to prepare, both for themselves and for their students, faculty, and staff. Students too are reconsidering the opportunity costs of even attending a university. Some are opting to stay closer to home and pursue degrees on a part-time basis and continue with their lives the best they can during uncertain times. Education, like many other institutions, has become nothing but another huge over-bloated scam and the return on investment is not as much as it is touted. The situation that is described here is not limited to the US or a specific region of the world. The main problem when it comes to UK universities is that the crisis had already started years ago, and all of this madness adds up to previous issues. The Oxbridge model is immensely expensive, and the main ways to sustainability – research funders, international students, the endowment, the press, executive education, and commercial activity – will all decline at a time when their costs will increase. As you probably know, in 2017 Oxford exposed itself to 100-year bonds for GBP 1 billion to avoid privatization; it worked, and they raised the debt to 3 billion. However, a shift in conditions will make the interest rate higher – how do you pay when things go wrong? It is just impossible to take on more debt, for students and institutions of higher education alike. Going on the market is a short term fix but not a solution. Conversely, the most flexible and affordable universities in Europe are those like the Open University (or Oxford, which has earned a reputation with online learning, and has even more potential) and will continue and improve their performance. Others are investing a lot in distance learning, such as Exeter. However, the terrible combination of the COVID emergency plus Brexit (ergo, losing the generous EU funds for research as well as the most skilled European students and lecturers) will make British Universities empty, and go bankrupt. UK Universities make money with post-graduate overseas students since Chinese and Asian people come here with very little English (not to say about their study skills) but willing to pay a fortune to get a piece of paper. Once back home, they can spend their qualifications very easily and get high positions. If students don’t come or go somewhere else, the whole system fails. There are several things UK and international universities can do, one is the Nottingham University Modelo, which has opened branches overseas. And instead of running after learners to come to the UK, learners can find branches close to home. Another option is to create partnership with other institutions so that they can add cherry onto the cake. For instance, additional lectures or certificate programmes, or by providing summer programmes around the world. Another one is aiming at blended programs, which is quite hard since the competition from European universities will become unbearable. In countries such as the Netherlands, Germany, Belgium or Austria you can find some of the best institutions in the world with a spotless reputation (I am thinking, for instance, to Groningen or Berlin) which are nearly free! How can you compete with that? It’s looking grim on enrolment but to be honest, we are all just waiting to see how many show up. A major challenge is international students – embassies are just not going to process visas. So we will have students who will be stuck here in the US and many who won’t be able to get here. It’s going to be a very large loss on top of lower domestic US numbers. I suspect many students will take a gap year and see what transpires rather than do more online courses. For me, this situation is a real opportunity to radically rethink society. From that, I realize we need to really look at future-proofing and building a truly resilient society. Just like after WW II there was a progressive and radical rebuilding of society, and I think that’s what is needed now- a few bailouts will not be enough It looks that we know what to do but the leadership is lacking. I think the idea that after all of this madness there might be a restart is shared by many, but is misleading at the same time. Provided that giving things another go makes sense, we have to remember that one thing is a contingency and one is the social system we are all in – something that is very difficult to modify in the short term.

[brajeshupadhyay]

Dr. Praeger’s Purely Sensible Foods, a privately held maker of veggie burgers and meat alternatives based in New Jersey, saw the crisis swelling in the New York region in mid-March. Seeking to stay ahead of it, Larry Praeger, a co-founder and the chief executive, took a series of swift actions that prioritized sanitation and social distancing in the company’s factory. In San Francisco, Hint Water was facing its own challenges. Though the company’s automated manufacturing facilities were less vulnerable to disruption, Hint had to figure out what to do with its employees who usually spend their days handing out samples at grocery stores and events. Kara Goldin, the Hint founder and chief executive, redeployed those staff members, and has managed to avoid layoffs. Both Dr. Praeger’s and Hint are now hiring. This conversation, which was condensed and edited for clarity, was part of a series of new live Corner Office calls discussing the crisis. Visit timesevents.nytimes.com to join upcoming calls. DAVID GELLES Kara, when was it that you realized this was going to be something that disrupted your business in pretty fundamental ways, and what steps did you start taking to adjust? KARA GOLDIN On March 13, I flew to San Francisco and stopped in a local store on my way home. I noticed that their supply of Hint had been depleted. While I had heard about hoarding starting and people were really stocking up, I really hadn’t pieced together the effect that that would have on our own brand. At that point, I reached out to our sales team and our supply chain and basically said, “I don’t know what’s going on, but I’ve now stopped into a second store just to see, and it’s a consistent pattern. We’re either very low or out of stock on a bunch of our flavors.” That weekend, we were pretty quick to reach out to our grocery buyers throughout the country and say, “Hey, if we are out of stock and there’s some sort of hiccup in your supply chain, or you guys are inundated with doing a lot of other stuff right now, we’re more than willing to jump in and send trucks in direct to you.” And many of them actually jumped on that, just to be able to stock their shelves. GELLES Larry, right around the same time, you also started to recognize that this was going to have an impact. Your company is based in New Jersey, and you took pretty dramatic action quite early. What did you do to try to stay ahead of this? LARRY PRAEGER Our manufacturing facility is based out of northern New Jersey, and we were having similar discussions about what we needed to do. A priority was really to make sure that we had a safe working environment for all our factory workers, as well as the people that were in the office. So around March 18, we did take a bit of a drastic step and closed down our factory for four days. That was to try to do a heavy sanitizing of the building and the manufacturing facility, but also to give us some time to really come up with a plan so that, when we reopened, we could bring back our factory workers and feel safe about doing it. Now we’re taking temperatures when people enter the facility, we’re providing masks and gloves for all the employees, we’ve increased the cleaning in the factory, we have heavy sanitation in high-touch areas, and we’ve added space in the break and lunchroom spaces, and set up some satellite break and lunchroom spaces. The one thing that we really wanted to instill in the employees was to make sure that they understood that if they weren’t feeling well, they should not come into work, and their job wasn’t in jeopardy. The most important thing, as a first line of defense, was to have them not come to work. If people aren’t coming to work sick, then you have less to worry about in your facility. GELLES Kara, you have manufacturing lines in the United States as well. What changes did you make, if any? GOLDIN We have multiple bottling facilities throughout the U.S., and we were actually very well set up. We pasteurize our product because we’re not using preservatives, and the actual location where it’s being filled is a clean room, so there’s no people in there when it’s going through the process of killing any microbes. So there has not been a dramatic change in the way that we’re filling. GELLES Larry, despite the precautions you took, at least four of your employees have tested positive for the virus, including some who worked inside your factory. What happens when factory workers at a food company test positive for this virus? What steps have you taken to ensure that their illness didn’t become a problem for the business? PRAEGER We’ve had about four or five cases. Those people are quarantining at home for 14 days. And we’ve actually had one person who’s come back since then. They saw a doctor and have a doctor’s note that confirms that they’re OK. GELLES Has this caused any disruptions to your manufacturing? PRAEGER It’s definitely slowed down some of the manufacturing. In addition to the confirmed cases, we probably have another about 12 to 15 cases where people have had symptoms and they’ve stayed home because of that, or because they have no child care. It’s definitely a challenge. We’re definitely not running as efficiently as we used to be. But that’s OK, as long as it’s a safe environment. GELLES Kara, Hint employs a large marketing team that goes to events and in stores to hand out samples. What are they doing in the midst of all this? GOLDIN We have about 200 people in the company, and that same weekend in March, we decided that it probably wasn’t a great idea to have our team handing out sample cups. I don’t know how you can stay six feet apart in that case. So we decided to reallocate those people into sales and other roles, and we haven’t furloughed or laid anybody off. GELLES Larry, did Dr. Praeger’s see a spike in demand as people stocked up? If so, were you able to meet it? PRAEGER Starting in March, we saw a big uptick in purchases at the retail level, supermarket level and club channel level. It was across the board, from veggie burgers to chickenless tenders to products for kids. We’ve seen that come down a little bit in April. But our food service division, which is mostly selling to restaurants and hotels, has seen a huge decline. In March, we saw it head way down, and now we’re seeing probably close to 70 percent decline in comparison to the prior year. GELLES Kara, people haven’t hoarded flavored water in quite the same way they have hoarded toilet paper, but what have you seen on the demand side? GOLDIN The good news for the business was the hoarding, to some extent, in the grocery businesses and really stocking up on Hint. We’ve seen that start to slow in retail stores, but we’ve actually seen it pick up in other areas that we know where people are going into stores, including Instacart. And our direct-to-consumer business, which is DrinkHint.com and Amazon, has gone up a crazy amount. I mean over 100 percent. In times like these, it’s really about convenience and what the customer wants to do. GELLES Larry, you have a complex supply chain, with lots of different ingredients, the need for cold storage and shipping all around the country. What disruptions have you seen to your supply chain, be it on the materials side or on the delivery? PRAEGER We’re seeing costs going up on vegetables because people in the farms are not working as well, or there are a limited amount of people. And the freight prices coming in have been increasing. But the supply chain over all, so far, has been pretty steady. GELLES What advice would you give to someone who’s currently looking for a job? GOLDIN You should work for companies that you’re really passionate about, that you really believe are doing things that you want to be doing every single day. I’ve talked to a few people that I know that, before, were just working for companies that they didn’t necessarily believe in or enjoy, and they got furloughed. Now they’re looking at it as another chance to just go and try and figure things out. So, if that’s you in this situation, try and figure out, “What is the perfect thing that I want to be doing? What company do I want to support to really go and be that company that I want to invest in?” Maybe you started moving up in that company, getting paid too much money, whatever it is, and now this is an opportunity to go and reset a little bit. GELLES When this is over, what’s the biggest change that you’ll be making at your companies? PRAEGER The biggest change will definitely be moving more toward some of this distancing that we’ve done in the factory. It would have been a benefit to really come into the crisis having those kinds of systems set up. GOLDIN We had already set up for direct-to-consumer and Amazon and some of these other services. But as we see consumers’ habits changing, we will be looking at growing those businesses, working closer with an Instacart and just making it faster, quicker and easier for the consumer to get our product. The post How They Keep the Flavored Water and Veggie Burgers Coming appeared first on Sansaar Times.

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Cipriani pinpoints area where he feels rugby has changed so much

11:22am, 24 August 2021 New signing Danny Cipriani has given his first impression of Bath as they prepare to head into the new Gallagher Premiership season with their attack rejuvenated by the newly recruited David Williams, who has replaced Girvan Dempsey as attack and backs coach at The Rec.ADVERTISEMENTBath disappointingly finished last season in seventh position, their haul of 52 points leaving them 19 points shy of qualification for the end-of-season playoffs they had contested in October 2020 when they finished the previous season 15 points better off in fourth spot on 67 points. It was May when Bath announced the recruitment of Williams, a former academy coach at the English club who had since spent the past eight years working in Super Rugby, PRO14 and Top League. The hope now is that his finessing of the Bath attack will give Cipriani and co the blueprint to light up the Premiership in a scintillating fashion.

What sacrifice means to the Black FernsVoted the 2018/19 Premiership player of the year when Gloucester qualified for the semi-finals, Cipriani cut his ties with the Kingsholm club in December last year to take a sabbatical from the sport. Snapped up by Bath in late March, he reported for training two months later in May and is now being primed for a Premiership debut with his new club next month. Stuart Hooper’s squad have been recording their pre-season preparations in Bath Rugby Unseen, their in-house documentary series in which Cipriani has this week featured in episode two talking about attack and how that part of the game has developed in recent years.? ???? ????? ?????? | ??????? 2 ?????? and ????? is very much the focus this week ?Featuring:? David Williams ?? @DannyCipriani87 ?? @OjomohM #WeAreBath | Powered by @Dyson pic.twitter.com/P3Y8uRpUUz— Bath Rugby (@BathRugby) August 23, 2021“People have got to the point where they try and attack at all different points on the field, different areas. It’s not so predictable. There is lots of change,” enthused Cipriani, who has signed a Bath deal taking him through to the end of the 2021/22 season. “You see those different types of attack but they all commit to their one shape and what they do and they do it well and that is what we are trying to understand and get to which we are getting to that point and Dave is great at leading that, making sure we can have Bath’s identity, how we attack, our style. ADVERTISEMENT“It is important to have an all-court game where you have forwards and backs making sure they are staying connected and everyone is working as one. Whether that be people connecting out the back of lines or people connecting in the front line, where ever it might be but understanding that at any point we can attack at any point on the field and making sure we can get the ball there sufficiently. Rugby has changed a lot in the last four, five years which means everyone has a big role to play in attack and it is not separated in any sense. “The attitude of Dave is infectious. He is so enthusiastic and he really does know his rugby from top to bottom. There is so much talent within the squad to work with, there is a lot of one-on-one talent, people to get the ball in hand and go and make a lot of runs and beat people whether it be in the forwards or the backs. We have got a lot of ball-handling forwards which is a great sign because it means we can get the ball through their hands into the backs and move it onto an edge because it is important we try and release our backs as best as we can.”Set to turn 34 in November, Cipriani hasn’t played a match since Gloucester faced Leicester last November. Despite this lengthy layoff, though, Williams has high hopes for the Cipriani-led Bath attack in a season that will begin with the September 18 trip to Sale. “It is not about rebuilding, it is about trying to find margins where you can make this style come alive,” said the assistant coach who joined Bath from the Durban-based Sharks.  “How I have changed as a coach would be I have really been clear pulling little bits from each people and you have got a real rounded view of how you view the game and how it can be played. That is the clarity when you are presenting in meetings or reviewing a game and planning training sessions you know this is the outcome you want to achieve.ADVERTISEMENT“Coming back after eight years of travelling around the world and working with some great coaches and stealing ideas from people I have got a really sound understanding of how I view the game and hopefully unifying it with how Bath view the game to create a great product.”It's finally here ?The Season – Brisbane Boys College – Episode 1 https://t.co/nNeVp2MbAt pic.twitter.com/AZBQO2hn8u— RugbyPass (@RugbyPass) August 22, 2021

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Angelo Leo vs. Stephen Fulton Jr. Virtual Press Conference Quotes

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Published: January 14, 2021

NEW YORK - WBO Junior Featherweight World Champion Angelo Leo and unbeaten rising star Stephen “Cool Boy” Fulton Jr. previewed their long-awaited championship showdown during a virtual press conference Wednesday as they prepare to battle live on SHOWTIME Saturday, January 23 in a Premier Boxing Champions event from Mohegan Sun Arena in Uncasville, Conn. The first SHOWTIME CHAMPIONSHIP BOXING® telecast of 2021 begins at 9 p.m. ET/6 p.m. PT and features a co-main event pitting two more undefeated 122-pound boxers against each other as Ra’eese Aleem and Victor Pasillas face off in a 12-round bout for the interim WBA title. In the telecast opener, rising prospect Rolando Romero squares off against Justin Pauldo in a 12-round lightweight bout for Romero’s interim WBA title. The combined ring record of the six fighters on the card is a remarkable 96 wins with just one loss. The event is promoted by Mayweather Promotions and TGB Promotions. Leo and Fulton were originally scheduled to meet on SHOWTIME for the vacant title in August, before Fulton received a positive COVID-19 test. Leo went on to defeat Tramaine Williams by unanimous decision to capture the title and will now make his first defense against the unbeaten Fulton. Here is what the press conference participants had to say Wednesday: ANGELO LEO “This is going to be a great fight. I know Fulton is coming to fight and I’m coming to fight too. We have two contrasting styles. I see it sort of as an East Coast vs. West Coast thing, so it’s going to be fireworks. This is going to be one of the best fights of the year and I can’t wait for you all to see it. “I’m not surprised at all that Vegas has Fulton as the slight favorite. I know that he has a lot of supporters. I’ve been an underdog before. I’ve been in these shoes before, so it’s no surprise to me. It just gives me more fuel for the fire. I’m not at all offended that he’s the favorite. This is boxing and Fulton is a good fighter, but I’m looking to prove on January 23 that I’m where I belong and that I’m world champion for a reason. “I’m known for throwing a lot of body punches and for my pressure. That’s no secret. I feel like people haven’t seen all of me yet. I have a lot to prove. I still have a lot of looks to show and come January 23, I think Stephen Fulton will bring that all out of me. I think it’s important, in every fight, to go to the body. Like they say, go to the body and the head will fall, but if he wants to move around and put pressure, I have a remedy for all that. “Floyd [Mayweather] has been in my ear, solidifying the game plan with me. He’s been telling me exactly what I need to do to win this fight. I saw him quickly on Monday. It was brief but he just stopped in to say hello and see how I was doing. “Being champion is something that I always wanted to be so now that I have the belt, I have the confidence I need. But I don’t take my foot off the gas just because I’m champion. They say that once you’re champion, it’s actually harder. As bad as you want it, now everybody else wants it just as bad as you do. My mentality is the same now that I’m world champion and I’m gunning for more world championships. I’m not the hunted. I’m still hunting. “I’m going to show Stephen that it’s different when you get in the ring. There’s a lot more factors that play out. Not just pressure. Not just body work. There are a lot of things I have up my sleeve that a lot of people haven’t seen yet and I’m going to showcase all my skills on January 23. “Johnny Tapia is the pride and joy of Albuquerque. He’s one of the greatest fighters from that city and to be mentioned with his name is an honor. Johnny Tapia was a good person, very charismatic and he showed everybody love. “This fight is great for boxing. You have two undefeated fighters, both in their prime - what more do you want from two fighters in this boxing era? This is the marquee fight right here. This is the fight fans want to see. “With this performance I want to let everybody know that I’m here to stay. I think a lot of people are doubting me just because I fought Tramaine Williams and they say he just had three days’ notice. But he was getting ready for a fight as well. I have a lot of doubters that I want to prove wrong and in this fight, I think I’ll have the opportunity to.” STEPHEN FULTON “January 23 is going to be fireworks. Leo is the champion and has that spark and fire. We’re both coming hungry and prepared to make this a great fight. This fight is actually a bit underrated because we’re smaller guys, but we’re both in the top five of this division. Leo and I both have something to prove and I’m ready to get it on. “I don’t think the layoff will affect me at all. I think it makes me even more ready. I can’t wait to get in the ring and get back to doing what I love. “My game plan remains the same as if I was fighting him in August. We’re always ready to make adjustments, but I believe I’m much better than if I had fought in August. From losing that opportunity and now coming back, it’s made me better physically, mentally and emotionally. “Going through the experience of having the fight against Leo cancelled just changed my mindset. I felt like I lost everything. It made me train even harder. I took that rage and anxiety and used it every day in training. I’m just ready to fight. “To me, it means everything to be a world champion from Philadelphia. This is what I’ve been working for my whole career. To my city, it would show people from my neighborhood that there’s a way out. But I don’t feel any pressure because of it. This sport teaches us the discipline to perform in moments like this. The pressure is just a part of my job. “My streak of taking fighters’ ‘0’ is going to continue on January 23. Fighters have their thing that they’re known for: Gervonta Davis knocks people out, Chris Colbert shows off his flashy skills, and I take fighters’ ‘0’s. Come fight night, we’ll both be prepared and ready. I’m ready to put on a show and I believe Leo will be ready to do the same. “I’m one of the guys leading the new era of Philadelphia boxing, but I can’t get ahead of myself. I just have to stay smart, calm and do my job. It’s all about doing what I came there to do. “I am that next wave and I’m just ready to stamp it by getting this belt. I’m going to solidify what everyone already knew about me. I have the superstar quality in me and I’ll show it in this fight. “Leo’s performance against Williams was what I expected. I knew he was going to come forward and be a dog, but I don’t think Williams expected it. He’s a good fighter, he earned his way here, and now we just have to fight.” LEONARD ELLERBE, CEO of Mayweather Promotions “In this main event we have a highly anticipated fight that the fans have been waiting for since it was first announced. This is a meaningful fight for the 122-pound division. This is one of the hottest divisions in boxing, with a number of fighters that you can mix and match to make numerous great matchups. “Angelo Leo is coming off a tremendous victory to win this title against Tramaine Williams. That was his coming out party. He was really impressive and made a big statement. When it comes to Fulton, you know he doesn’t lack confidence. He’s young, undefeated, talented and he feels like this will be his easiest payday to date. He believes he’s going to walk through Leo. “This main event has two young undefeated fighters facing each other in their primes. That’s what makes a great fight. It’s also interesting that Fulton is actually a slight betting favorite, despite Leo being the champion. “We open the telecast with Mayweather Promotions’ own Rolando Romero. ‘Rolly’ is coming off a less than impressive performance when he won the interim title, so he’ll be looking to make a big statement for fans. This is going to be a great card from top to bottom and we can’t wait.” TOM BROWN, President of TGB Promotions “You won’t find many young fighters that have been against as much impressive competition as Stephen Fulton has. Seven of his victories out of his 18 wins are over undefeated fighters. It’s very impressive. He’s coming to grab what he believes is his and what should have been his back in August. “The co-feature is the fight I’m really excited about with Ra’eese Aleem and Victor Pasillas. This is a very important matchup with very legitimate contenders. A 50-50 fight between two undefeated prospects in the hot 122-pound division. Both fighters have made it clear that they want the elite of the division and they are willing to put it all on the line January 23 to make that happen. The winner of this fight will be in the driver’s seat for any of the 122-pound champions. “In the opener, they say styles make fights and Justin Pauldo has a style that could really give Rolando Romero some fits. He’s got a great jab and he’s in great shape and down in Houston training with Ronnie Shields. He’s coming to win. Out of the six featured fights we have only one loss between them, so we are going to see some ‘0’s go on January 23. We’re looking forward to it.”

(Featured Photo: Amanda Westcott/Showtime)

[nayleaharvez97]

How Long Can You Avoid Signing Divorce Papers Creative And Inexpensive Useful Ideas

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Can Moving Out Save My Marriage

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Save One To Many Relationship Laravel

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[yournycdollar-blog]

Employer at the Gates… An Essay on Exiting the Workforce

The Pandemic Should Mark a Turning Point in Employer-Employee Relations Author William Craig’s Enemy at the Gates: The Battle for Stalingrad, details the German invasion of Stalingrad in 1942 during World War II. Invading forces believed overtaking the city post bombings could be done with relative ease; however, it lasted over five months, and almost two million lives were lost. Historians view it as a turning point of the war, a view I hope prevails after the pandemic regarding employer-employee relations. "The government and institutions will rain praise on first responders and everyday people for diligently fighting the virus." An article on Medium titled Prepare for the Ultimate Gaslighting by Julio Vincent Gambuto more eloquently detailed the gaslighting that likely ensues once the government and corporate America deem it essential the economy restart. Millions under stay at home orders, furloughed or outright laid off will be encouraged to go back to work. It is for the greater good as well as your wellbeing to reengage the workforce and stimulate an economic recovery. The government and institutions will rain praise on first responders and everyday people for diligently fighting the virus. Now is the time to put your best foot forward and bring back some normalcy to daily life. Right? Like many others across the country and globally, I was not immune to the pandemic and found myself unemployed. The more time that passes has led to self-reflection about what my life was before and where an idealistic version saw it as well as a more pragmatic assessment looking ahead. "Take some time to assess your life and the employer-employee relationship." I hope others reflect on their situations during this time, and something more comes of it, specifically the employer-employee relationship. For those of us out of work or remote, employers will be keen to have us back once the green light is given. Back to what? Did the employers care about my livelihood and work in my best interest during the pandemic? Before that, did they have my best interest in mind and provide livable wages while sufficiently saving for retirement? Were their actions before, during, and after the pandemic merely lip service to paint themselves in a better light? Take some time to assess your life and the employer-employee relationship. This situation is painful to many of us for various reasons, including the deaths of loved ones and those around us. I feel fortunate those around me have remained healthy or overcome the virus, but my circumstance of being let go still aches. The Invisible Hand Hurts Adam Smith wrote on the concept of the invisible hand in The Wealth of Nations in 1776, a metaphor on unseen forces that drive free-market economies. Freely exchanged goods and services allegedly bring value to the market. Changes in output, supply and demand, ultimately find a market equilibrium with time. As it turns out, the free-market economy determined my labor no longer held value several months ago as demand plummeted, and like many others, I was unemployed. In March of 2020, around lunch, I was called in my office to meet management in a conference room. During that initial call, I already knew what it meant, exclaiming, “well, this can’t be good.” The voice on the other end of the phone concurred, “you may be right.” Despite modest preparation, both consciously and subconsciously, since the day I started my career, it was still shocking.

Newspaper clipping highlighting COVID-19 Layoffs "My job had become my identity." The experience of being let go is demoralizing, hits you in the gut, and crushes your self-esteem. Sleeplessness persisted for several nights after. Over the following month, my mood would swing from the elation regarding the opportunity of starting a new chapter in life and drift back towards grief over the loss. My job had become my identity. Often, I still wake up early in the morning, nauseous over my job loss, with my subconscious still reeling throughout the night. A quote mistakenly attributed to Churchill said something to the effect of move past failures with no loss of enthusiasm. The point being, one must move on and try again while maintaining a positive attitude. I’m not there yet, but I am making a concerted effort to reassess my options. This is What I Know… The Rush Back to Your Identity Almost immediately after losing my job, I was trying to replace it. Within one day of leaving, I was upgrading to LinkedIn premium, shooting off emails to prior colleagues and people within my network. All of this, to fill the void, moving back to a position of normalcy in life. It feels off. Did I want to go back to that routine that consumed my life? Look, there was a lot that I truly enjoyed about my job. It was demanding and dynamic. Global news flow and the economic narrative driving the market keeps you on your toes. Colleagues were generally likable, many becoming friends of mine over the years. Those around me throughout my career were generous with their time, helping me and many others learn along the way. Conversely, there was plenty I came to loath about my position. Headcount reductions throughout the years pushed what seemed like a mountain of work on my desk. It evolved into a never-ending list of things to get done. I felt the need to be working on projects not only Monday through Friday, but also evenings when I would get home. Weekends were more often than not another workday, at least in part. My capacity was full, and I had no excess bandwidth to take on additional work without help. This situation gradually led to depression. No matter the hours of effort I put forth, I was unable to complete everything and felt increasingly despondent with the situation. Near the end, I felt like I was possibly turning a corner, getting some additional help, but still felt my career consumed my life. Beyond catching a movie at home in the evening, there was little else outside of work anymore, no semblance of work-life balance. I’m Not a Nihilist Donny… What Else Do I Care About? Several years after moving to New York City, around 2014, I became interested in my personal finances, specifically the lack of focus as well as a plan. An avid consumer of information, I scoured books on Amazon as well as articles online from business publications and blogs. One book, in particular, stood out, If You Can: How Millennials Can Get Rich Slowly by William Bernstein. It is free and worth the read. While I will not bore you with the details, needless to say, I did develop a plan to address my lack of financial wellbeing. Debts were repaid. An emergency fund was started. Over several years I continued to focus on improving my financial situation and research the subject. Personal finance evolved into a hobby of mine. "After leaving my job, I had to take inventory of my skills." This contrasted with my career focusing on helping others pick stocks, understand companies and their industries. These people were individual stock pickers; I became an index investor. I tend to agree that most investors nor funds beat the market over time. After leaving my job, I had to take inventory of my skills. Not all the day to day in my career contrasted with personal finance. I was an avid writer capable of distilling complex ideas and analysis into easily digestible content for people with minimal attention spans. It would be rare if I would finish a day without writing, often extensively. I found myself genuinely passionate about personal finance, improving my situation as well as helping others. Parlaying a Skillset, An Exit Opportunity

Letterbox sign stating Think Outside the Box "I have lower case f-you money, not upper-case F-you." Several holidays ago, I tossed around the idea of writing about personal finance. I went so far as to register a domain and began learning about publishing online. This initiative was thrown to the back burner during a prior round of layoffs. This was common within the industry and at my previous employer, not to mention nerve-racking. More work was placed on my desk. There the idea sat until a few weeks ago. First, I feel fortunate to have the opportunity to pursue a different path. I am not financially independent. I have lower case f-you money, not upper-case F-you. My safety net likely only lasts six to twelve months. While there was undoubtedly a significant amount of hard work and savings associated, many others suffering from unemployment are not fortunate. That does not escape me. "...my primary priority is improving financial literacy for others around New York City and elsewhere." Second, my next endeavor intends to help people across socioeconomic backgrounds become more financially literate, stabilize their situation, improving it, placing them on a path towards financial freedom and independence. Alongside this, I am setting forth some financial goals to keep me afloat. Through a combination of writing on my website plus other publications like Medium, potentially publishing a book, counseling others as well as investing and building my passive income and wealth. Is this a feasible exit opportunity?

Neon sign stating "Change" Who knows, but I feel it is achievable, and my primary priority is improving financial literacy for others around New York City and elsewhere. From an economic perspective, I aim to replace my lost income I would achieve reengaging the job market. Moving forward, I intend to provide frequent updates on my progress or lack thereof and hope we learn a bit along the way. I wish others will take some time and reflect on their careers if they are afforded the opportunity during this period and assess the employer-employee relationship. Question it and fight for equitable change that is mutually beneficial. Welcome to the journey, and stay safe!

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Glovo exits the Middle East and drops two LatAm markets in latest food delivery crunch

The new year isn’t even a month old and the food delivery crunch is already taking big bites. Spain’s Glovo has today announced it’s exiting four markets — which it says is part of a goal of pushing for profitability by 2021.

Also today, Uber confirmed rumors late last year by announcing it’s offloading its Indian Eats business to local rival Zomato — which will see it take a 9.99% stake in the Indian startup.

In other recent news Latin America focused on-demand delivery app Rappi announced 6% staff layoffs.

On-demand food delivery apps may be great at filling the bellies of hungry consumers fast but startups in this space have yet to figure out how to deliver push-button convenience without haemorrhaging money at scale.

So the question even some investors are asking is how they can make their model profitable?

Middle East exit

The four markets Glovo is leaving are Turkey, Egypt, Uruguay and Puerto Rico.

The exits mean its app footprint is shrinking to 22 markets, still with a focus on South America, South West Europe, and Eastern Europe and Africa.

Interestingly, Glovo is here essentially saying goodbye to the Middle East — despite its recent late stage financing round being led by Abu Dhabi state investment company, Mubadala. (It told us last month that regional expansion was not part of Mubadala’s investment thesis.)

Commenting on the exits in a statement, Glovo co-founder and CEO, Oscar Pierre, said: “This has been a very tough decision to take but our strategy has always been to focus on markets where we can grow and establish ourselves among the top two delivery players while providing a first-class user experience and value for our Glovers, customers and partners.”

Last month Pierre told us the Middle East looks too competitive for Glovo to expand further.

In the event it’s opted for a full exit — given both Egypt and Turkey are being dropped (despite the latter being touted as one of Glovo’s fastest growing markets just over a year ago, at the time of its Series D).

“Leaving these four markets will help us to further strengthen our leadership position in South West and Eastern Europe, LatAm and other African markets, and reach our profitability targets by early 2021,” Pierre added.

Glovo said its app will continue to function in the four markets “for a few weeks” after today — adding that it’s offering “support and advice to couriers, customers and partners throughout this transition”.

“I want to place on record our thanks to all of our Glovers, customers and partners in the markets from which we’re withdrawing for their hard work, dedication, commitment and ongoing support,” Pierre added.

The exits sum to Glovo withdrawing from eight out of a total 306 cities.

It also said the eight cities collectively generated 1.7% of its gross sales in 2019 — so it’s signalling the move doesn’t amount to a major revenue hit.

The startup disclosed a $166M Series E raise last month — which pushed the business past a unicorn valuation. Pierre told us then that the new financing would be used to achieve profitability “as early as 2021”, foreshadowing today’s announcement of a clutch of market exits.

Glovo has said its goal is to become the leading or second delivery platform in all the markets where it operates — underlining the challenges of turning a profit in such a hyper competitive, thin margin space which also involves major logistical complexities with so many moving parts (and people) involved in each transaction.

As food delivery players reconfigure their regional footprints — via market exits and consolidation — better financed platforms will be hoping they’ll be left standing with a profitable business to shout about (and the chance to grow again by gobbling up less profitable rivals or else be consumed themselves). So something of a new race is on.

Back in November in an on-stage interview at TechCrunch Disrupt Berlin, Uber Eats and Glovo discussed the challenges of turning a profit — with Glovo co-founder Sacha Michaud telling us he expects further consolidation in the on-demand delivery space. (Though the pair claimed there had been no acquisition talks between Uber and Glovo.)

Michaud said then that Glovo is profitable on a per unit economics basis in “some countries” — but admitted it “varies a lot country by country”.

Spain and Southern Europe are the best markets for Glovo, he also told us, confirming it generates operating profit there. “Latin America will become operation profitable next year,” he predicted.

Glovo’s exit from Egypt actually marks the end of a second act in the market.

The startup first announced it was pulling the plug on Egypt in April 2019 — but returned last summer, at the behest of its investor Delivery Hero (a rival food delivery startup which has a stake in Glovo), according to Michaud’s explanation on stage.

However there was also an intervention by Egypt’s competition watchdog. And local press reported the watchdog had ordered Glovo to resume operations — accusing it and its investor of colluding to restrict competition in the market (Delivery Hero having previously acquired Egyptian food delivery rival, Otlob).

What the watchdog makes of today’s announcement of a final bow out could thus be an interesting wrinkle.

Asked about Egypt, a Glovo spokesperson told us: “Egypt has been a very complex market for us, we were sad to leave the first time and excited to return when we did so last summer. However, our strategy has always been to be among the top two delivery players in every market we enter and have a clear path to profitability. Unfortunately, in Egypt there is not a clear path to profitability.”

Whither profitability?

So what does a clear path to profitability in the on-demand delivery space look like?

Market maturity/density appears to be key, with Glovo only operating in one city apiece in the other two markets it’s leaving, Uruguay and Puerto Rico, for example — compared to hundreds across its best markets, Spain and Italy, where it says it’s operating out of the red.

This suggests that other markets in South America — where Glovo similarly has just a toe-hold, of a single or handful of cities, and less time on the ground, such as Honduras or Panama — could be vulnerable to further future exits as the company reconfigures to try to hit full profitability in just around a year’s time.

But there are likely lots of factors involved in making the unit economics stack up so it’s tricky to predict.

Food delivered on-demand makes up the majority of Glovo’s orders per market but its app also touts being able to deliver ‘anything’ — from groceries to pharmaceuticals to the house keys you left at home — which it claims as a differentiating factor vs rival food-delivery-only apps.

A degree of variety also looks to be a key ingredient in becoming a sustainable on-demand delivery business — as scale and cross selling appear to where the unit economics can work.

Groceries are certainly a growing focus for Glovo which has been investing in setting up networks of dark supermarkets to support fast delivery of convenience style groceries as well as ready-to-eat food — thereby expanding opportunities for cross-selling to its convenience-loving food junkies at the point of appetite-driven (but likely loss-making) lunch and dinner orders.

Last year Michaud told us that market “maturity” supports profitability. “At the end of the day the more orders we have the better the whole ecosystem works,” he said.

While Uber Eats’ general manager for Northern and Eastern Europe, Charity Safford, also pointed to “scale” as the secret sauce for still elusive profits.

“Where we start to see more and more trips happening this is definitely where we see the unit economics improving — so our job is really to figure out all of the use cases we can put into people’s hands to get that application used as much as possible,” she said.

It’s instructive that Uber is shifting towards a ‘superapp’ model — revealing its intent last year to fold previously separate lines of business, such as rides and Eats, into a single one-stop-shop app which it began rolling out last year. So it’s also able to deliver or serve an increasing number of things (and/or services).

The tech giant has also been testing subscription passes which combine access to a range of its offerings under one regular payment.

In some markets Glovo also has a ‘Prime’ monthly subscription, offering unlimited deliveries of anything its couriers can bike to your door, for a fixed monthly cost — which it launched back in 2018.

When it comes to the quest for on-demand profitability all roads seem to lead to trying to become the bit of Amazon’s business that Amazon hasn’t already built out and swiped.

[superstarstrategies]

The state of the economy

A reality check from economists at four major banks on the state of South Africa's economy and what this means for homeowners.

Just how strong South Africa’s economy is to resist potential and existing forces that stagnant the development of the country was made crystal clear when the President announced in his first weekly newsletter to the nation three weeks ago, that the fiscal situation is very tight, and little funding is available to improve growth, despite interventions.

“Government finances are stretched about as far as they can go,” he said, leaving sceptics wondering how the forthcoming document to restructure the economy will even be possible to implement. It has been indicated that the strategy will include, among many others, a revitalisation of the industrial sector, the introduction of an infrastructure fund, broadband cost reductions, and of course a pathway for Eskom to stabilise and sustain.

Factoring in that the economy will record lower growth than was expected or needed, trying to convincing the populace, and for that matter overseas investors whose ownership of SA government debt fell to its lowest (37%) since early 2017, to remain confident is a tough ask. There is a general view that confidence can only be restored once there is concrete evidence that the reforms Ramaphosa wishes to introduce are implemented, rather than the constant refrain that South Africans have become used to, which is, in a nutshell, to ‘tighten your belts, reform is coming’.

It’s a message that has been delivered for years, and one that has been heeded as best possible but the reality, regardless of what the economy indicates, is that home-owners are challenged. The man-in-the-street is not necessarily guided by facts and figures; generally preferring to consult their peers, friends and family to tap into market sentiment. Those conversations all start with the same statement: ‘the economy is bad’.

But how bad is it really? Private Property asked economists from four major banks banks, to provide a reality check by answering four questions that speak to discussions around the braai, as we ponder the price of meat, the rugby results, and whether or not New Zealand and Australia is a better place to be.

Interviewed are: Peter Worthington, Absa Senior Economist John Loos, FNB Property Economist Isaac Matshego, Nedbank Economist Dr Elna Moolman, Standard Bank Economist.

Q: How bad is the economy really?

Worthington: If you look at business confidence across the board, we are experiencing the same lows as the 2008/9 global crisis. When business lacks confidence, it won’t invest and the economy doesn’t grow. As for consumers, confidence and other metrics suggest that they are constrained, but not yet in outright crisis. We see some increase in unsecured lending to consumers. But without faster structural reforms, many of which are politically challenging, the economy is likely to continue to stutter. Consumers are impacted by weak job creation and a slowing of wage gains with the last quarter showing growth of earnings around 5 percent. The slowing labour market with a risk of big layoffs and tax increases are important headwinds against consumers’ ability to drive growth through spending.

Loos: One could look at recent economic growth of not far from zero percent and say that at least it is a stable situation. However, when one considers the already very-high and rising unemployment rate of South Africa, the situation appears very bad. Not only is it desirable to reduce poverty levels, but if we don’t, the risk of resultant social tensions causing far greater political and economic instability than we currently experience is very real.

Matshego: Weak economic growth, which has been slower than the population growth rate for almost a decade, has resulted in low income growth and limited job availability. Actually, the economy has been losing jobs in recent years, and the unemployment rate has risen to close to 28% as a result.

Moolman: The economic activity data is generally not yet as bad as it was during the global financial crisis for example, and the economy generally continues to grow (bar the contraction in the first quarter of 2019, which was temporary). However, if economic growth only averages 0.5% in 2019 as we expect, it means that the fiscal and poverty pictures continue to worsen. If the economy doesn’t grow at least 2-2.5% per year without any intervention from government (such as savings), the government’s budget continues to deteriorate. This typically means that its debt continues to rise, which in turn increases its interest bill. Less funding is thus available for social and infrastructure spending and/or taxes have to be increased. At such low growth rates, there is usually no job creation, so unemployment and poverty continues to worsen.

Q: Fundamentally, what went wrong?

Worthington: Essentially a combination of corruption, poorly conceived policies and policies that were well-conceived but poorly executed, a less favourable global environment, as well as a whole lot of bad luck. State capture during the Zuma era had a variety of different negative consequences; money was siphoned away and people were appointed to positions of power to aid in this theft, rather than for their honesty and ability in governance. Economic policy suffered in particular, critical institutions of state, such as Eskom, were grossly mismanaged. All of these have contributed to a negative business sentiment

Loos: What went wrong is that certain key structural problems that have been around for many decades have not been fixed. Most notable in this regard is the education and skills development system. Unequal basic education in SA leaves a large portion of the population less and less employable in a constantly modernising skills-dependent economy. Such skills inequality is a key economic growth “drag”. The other key structural constraint lies in the approach to a lack of healthy and well-regulated competition in certain sectors. Key examples are the electricity sector where the largest power utility is state-protected. Similar situation in the railways sector. Where healthy well-regulated competition exists, such as in the financial sector or in retail, performance levels can be very good by global standards, so better economic performance can be achieved. But protected monopolies don’t always bring out the best in human performance.

But you may ask why economic performance has weakened in recent times, while these structural changes have been around for decades?? The weakness of recent years is because of three easy stimulus “levers”, which could temporarily hide the structural problems by creating a period of relatively strong economic growth from the mid-1990s to about 2011, luring us into a false sense of how good things were.

·         Lever 1 was the end of economic boycotts and sanctions which allowed a normalisation of trade and business with the world. The benefits have long been felt and that economic lever can no longer be pulled.

·         Lever 2 was a massive reduction in interest rates from late-1998 onward as we moved to CPI inflation targeting and not longer needed high rates (prime rate touched 25.5% in mid-1998). This unleashed a massive credit-driven consumption and housing spend boom from households, who up to the 1990s had a far lower level of indebtedness than today. This helped economic growth to above 5% for a few years prior to 2008. But the household debt-to-disposable income ratio rose sharply, and remains far higher even today than in the 1990s, so interest rate cuts today have far less impact on consumer spend now due to higher indebtedness, and rates are already low in any case (leaving far less scope for rate cutting than in the late-1990s. But there was one more easy lever to pull …

·         Lever 3 – Fiscal stimulus from around 2008, with government running a far higher deficit, and it and its state-owned enterprises ratcheting up the debt levels. The scope for rising govt and parastatal debt is reaching the end of the road, however, as it become unsustainable and lifts the risk of default to a level where ratings agencies and debt investors are increasingly concerned.

So with the 3 easy stimulus levers pulled, and little scope left, structural constraints come back to haunt us as 1980s-looking economic stagnation returns.

Matshego: Mismanagement of key state-owned enterprises and worries about the generally poor state of governance during the “state capture years” hurt business confidence and constrained investment by the private sectors; a key component of economic growth. For instance, power shortages which are a consequence of Eskom’s bad operational and financial state, hindered investment in power-dependent sectors such as manufacturing and mining.

Moolman: The global economy is weaker than expected, which affects our exports (volumes and prices) negatively. But the expected improvement in domestic policy certainty and government policy interventions to make the SA economy more competitive have so far disappointed. Until we see more policy certainty and growth-supportive policy interventions, businesses are unlikely to expand employment and fixed investment, which curbs economic growth. The electricity load-shedding in the first quarter of 2019 severely restricted economic growth, but even now that there is no longer general load-shedding, there is renewed uncertainty about future electricity supply (possible future loadshedding), which adds to firms’ reluctance to expand.

Q: Are the heydays over or can home owners remain hopeful that economic recovery is possible?

Worthington: SA has work to do certainly, but hope is important. President Ramaphosa and his team of reformers have made great strides in rolling back state capture, but the economic issues will require painful compromises amongst different stakeholders. So the challenge is that everyone, including South African businesses, need to compromise in the hope of a win for country as a whole.

Loos: The heyday is never necessarily over. But the economic “super-cycle” is a long one and can last a few decades. The economic stagnation part of the last super-cycle lasted through the 1970s/80s all the way to the early-1990s and helped bring about a turbulent political change. This round of super-cycle stagnation could be every bit as long.

Matshego: Economies go through cycles and we are currently in a weak cycle. An upturn will return, but it remains unclear when that is likely to be. What is undoubted is that private sector fixed investment will have to rebound strongly and state spending needs to become more efficient for economic growth to reach levels necessary to halt the rise of the unemployment rate and boost consumer incomes.

Moolman: There seems to be renewed focus on growth-supportive policy interventions. It will likely take time to be implemented and there are several structural constraints, but we are pencilling in gradually improving economic growth, from around 0.5% in 2019 to around 1.3% in 2020 and 1.8% in 2021.

Q: What should struggling home owners with mortgages, do?

Worthington: Such a decision is particular to each home owner and their personal circumstances. The 25bp cut in the mortgage rate was not a huge help to consumer wallets; it really only equates to a total of some R3-billion, less than 0.1% of GDP. However selling a home asset should not be a last minute forced decision. I urge those considering this to calmly and realistically look at their finances. Try to make mortgage payments by economising on other expenditures so it is important to act early and be realistic. Homeowners can feel secure in their property rights.

Loos: There is little to do except tighten belts and live financially conservatively I think. And given that a house and a car are the two expenditure items that bring about huge recurring costs in terms of maintenance, insurance, energy use etc, keeping these two purchases conservative (cheaper and smaller in the case of both) can greatly contain one’s monthly living costs). Given that the myriad of economic structural constraints don’t appear to be going away any time soon, one should probably not assume significantly better economic growth any time soon.

Matshego: Consumers facing financial hardships should contact their creditors as soon as is necessary and not wait until it is too late. In the event that a debtor is unable to meet their debt repayment obligations it is advisable that they get in touch with the creditor in order to utilise the creditor’s assistance programmes. For instance, banks have arrangements that assist homeowners who cannot maintain bond repayments, either to restructure the debt or to put the property in the market while searching for a lower cost property.

[orbemnews]

Jobless Claims to Reveal the Labor Market’s Struggles: Live Updates Here’s what you need to know: Waiting for food donations in Pflugerville, Texas. Despite the rollout of coronavirus vaccines and a second federal relief package, applications for unemployment insurance remain high.Credit…Ilana Panich-Linsman for The New York Times The extent of the challenges facing the American economy will become clearer Thursday morning when the government reports the latest data for new claims for unemployment benefits. Despite the rollout of coronavirus vaccines and a second federal relief package signed into law in December, applications for unemployment insurance have been extraordinarily high by historical standards. Few economists expect a significant reduction in layoffs when the data is released Thursday, buttressing what they see as a strong case for further stimulus efforts. “The labor market is still struggling,” said Gregory Daco, chief U.S. economist at Oxford Economics. “It’s quite feeble.” President Biden and congressional Democrats are pushing ahead with a $1.9 trillion aid package that includes $1,400 in direct payments to many Americans as well as help for states and cities, which are major employers. Last week, the government reported that the economy grew by only 1 percent in the fourth quarter of 2020, a subdued finish to a volatile year. Although stronger growth is expected for 2021, most forecasters say the economy won’t really move into recovery mode until mass inoculations cover the bulk of the population. On Friday, the Labor Department will release figures for hiring and unemployment in January. Economists expect the report to show that employers added 100,000 jobs last month, though estimates vary widely. “As we get more people vaccinated, the good news is that we will get a lot of these jobs back,” said Rubeela Farooqi, chief U.S. economist at High Frequency Economics. “But some jobs will be permanently lost.” A Deutsche Bank office building in Berlin. The bank, Germany’s largest, credited a rise in trading revenue for its first annual profit in six years.Credit…Emile Ducke for The New York Times U.S. markets Wall Street futures signaled stock indexes would open slightly higher on Thursday, as investors awaited the latest data for new claims for U.S. jobless benefits. The S&P 500 index was set to rise 0.1 percent at the start of trading after it was little changed on Wednesday. On Friday, the first major report on unemployment and hiring for 2021 will be released by the Labor Department. Despite the vaccine rollout, there are still signs that the labor market is struggling. This week, congressional Democrats and the Biden administration moved forward with their $1.9 trillion economic stimulus package. Trading in “meme stocks” like GameStop and AMC Entertainment has calmed in the past few days. GameStop shares rose about 2.5 percent in premarket trading. The stock has dropped 72 percent so far this week. Later on Thursday, Treasury Secretary Janet Yellen will meet with financial market regulators to discuss the recent volatility caused by retail trading. Elon Musk’s power to move markets was on display on Thursday. The billionaire entrepreneur posted several tweets about Dogecoin, a cryptocurrency started as a joke, and its price jumped about 50 percent. Europe Most European stock indexes were little changed. The Stoxx Europe 600 was flat with gains in health care stocks offset by losses in consumer and utilities companies. Deutsche Bank posted its first annual profit in six years thanks to an increase in fixed-income trading revenue. But investors showed little interest in the beleaguered German bank’s stock, and its share price fell 1.8 percent on Thursday. Royal Dutch Shell reported a nearly 90 percent drop in its profit in the fourth quarter, the latest in a string of big oil and gas companies that have been beaten down by the pandemic, which has sapped demand. It adds pressure to the industry’s transition to greener energy. Shell’s shares dropped 1 percent in London trading. Oil prices rose. Brent crude, the European benchmark, gained 0.7 percent, reaching $58.84 a barrel, the highest in nearly a year. Asia Two of the nation’s largest airlines are warning thousands of workers that they could be out of a job on April 1, when federal aid to the industry expires. In a letter to employees on Wednesday, the two top executives at American Airlines said that the carrier would notify 13,000 employees that they could be furloughed. Last week, United Airlines sent similar notices to 14,000 workers. “Based on current demand outlook, we will not fly all of our aircraft this summer as planned,” American’s chief executive, Doug Parker, and president, Robert Isom, said. “Consequently, like last fall, we will have more team members than the schedule requires after federal payroll support expires April 1.” Large employers are legally required to give employees advance notice of mass layoffs or furloughs, formally known as Worker Adjustment and Retraining Notifications. If economic conditions change or Congress and President Biden agree to provide more aid to airlines, the companies may let go fewer workers. Airline labor unions are calling for a third round of federal aid for the industry. Congress provided passenger airlines $25 billion to pay employees as the coronavirus pandemic took hold last March and $15 billion in December. The unions are seeking another $15 billion to keep workers paid through September. The airlines support that effort but the unions are taking the lead in pushing for it in Washington. President Biden’s $1.9 trillion stimulus plan includes a call for $20 billion for public transit agencies, but includes no funding for airlines. “Our nation’s leaders understand the vital role airline workers play in keeping the country moving,” Mr. Parker and Mr. Isom said. “They showed their support last year and we will encourage them to do the same again as the pandemic continues around the world.” United and American are also asking employees to take buyouts, early retirement packages or voluntary leave in order to reduce the number of involuntary furloughs. Keith Gill’s Roaring Kitty videos include a disclaimer saying investors “should not treat any opinion expressed on this YouTube channel as a specific inducement to make a particular investment.”Credit…via YouTube A regulator in Massachusetts wants to know if Keith Gill, an early endorser of GameStop also known as Roaring Kitty, broke any rules pertaining to his former day job when he promoted the video-game retailer on social media platforms. Mr. Gill is a registered securities broker who worked for the insurer MassMutual as a financial wellness education director, and the company has told the state’s securities regulators that it was unaware that he had spent more than a year posting about GameStop on social media, online message boards and YouTube. The insurer also told regulators that had it known about Mr. Gill’s outside activities, it would have asked him to stop or possibly fired him, The New York Times’s Matt Goldstein reports. Inspired in part by Mr. Gill’s cheerleading, thousands of small investors pushed stock in GameStop to as high as $483 a share and made Mr. Gill fabulously rich on paper. A picture he posted last week on the Reddit WallStreetBets forum showed his GameStop investment was worth $48 million, though his actual returns could not be independently verified. Mr. Gill may also be summoned to testify before the House Financial Services Committee later this month, Representative Maxine Waters, the chairwoman of the committee, said on the Cheddar financial news channel on Wednesday. As a young executive at Amazon, Andy Jassy, who will be the company’s next chief executive, spent 18 months shadowing Jeff Bezos, the founder.Credit…David Paul Morris/Bloomberg Andy Jassy, the Amazon executive who will take over the company as chief executive when its founder, Jeff Bezos, steps aside later this year, spent more than two decades learning from Mr. Bezos. In 2002, as a young executive, began following Mr. Bezos everywhere, including board meetings, and sat in on his phone calls, The New York Times’s Karen Weise and Daisuke Wakabayashi report. The idea, said Ann Hiatt, who was Mr. Bezos’ executive assistant from 2002 to 2005, was for Mr. Jassy to be “a brain double” for Mr. Bezos so that he could challenge his boss’s thinking and anticipate his questions. As Mr. Jassy followed Mr. Bezos, he also spearheaded Amazon’s move into a new field: cloud computing. That project became Amazon Web Services, now Amazon’s largest source of profit. Source link Orbem News #claims #Jobless #Labor #Live #Markets #Reveal #struggles #Updates