cs8683 Australians are rejoicing, reflecting and remembering on Christmas Day as the holiday kickstarts summer celebrations for some and bookends a difficult year for others. Login or signup to continue reading Almost the entire country is set to bask in a sunny day, with warm northerly winds lifting temperatures above 30C in several capitals. Few blemishes are expected elsewhere with showers in Western Australia's southwest and storms in the Top End. Millions of Australians will mark the day with present giving and lunches with family and friends. But it won't be all festive cheer, particularly for those remembering those missing around the table. That includes the 70 Palestinian Christian families marking Christmas in Australia, including a 28-year-old refugee whose wife and two daughters were killed in an Israeli airstrike on a church in 2023. He's among those granted refugee status in Australia after Israel invaded Gaza as retaliation to the October 7 Hamas attack. "There's so much trauma, the families are suffering the trauma from the war because it is ongoing and a lot of their families are still in Gaza," Palestinian Christians Association President Suzan Wahhab told AAP. "I would say it's bittersweet." Still, Ms Wahhab said the group is working hard to ensure the day can still bring joy, by throwing gift drives and church services across the country. "But the shadow of the war, the shadow of losing loved ones and thinking about them during this time is overpowering," she said. The war and the ripple effect of hatred have also cast a shadow over the Jewish Festival of Lights, which begins on Christmas Day for only the fourth time since 1900. But the leader of Sydney's Great Synagogue said the message for Hannukah was one of community strength and unity after a spate of anti-Semitic attacks across the country. "It's always better when any community - Jews or otherwise - think about their own traditions and celebrations and what they enjoy about their culture," Rabbi Benjamin Elton told AAP. "That is more sustaining than thinking about attitudes of hostile outsiders." He noted a resurgence of Jewish community spirit and interest in Jewish practices in the past year. "When there is such a sense of external aggression and hostility by a very unpleasant minority, then people come to re-examine why they value their traditions and their community," he said. Christmas Day will also be a time of reflection for Australia's northern capital as it marks 50 years since Cyclone Tracey tore Darwin to shreds, killing at least 66 people. "This will be a difficult period where people will remember lost loved ones and remember as well the traumatic experience that they had," Prime Minister Anthony Albanese told reporters in Darwin. He also thanked doctors, nurses, hospitality staff and all those working over Christmas to make the season of celebration and reflection possible. "I do want to wish everyone the very best and a peaceful and joyful Christmas," he said. Opposition Leader Peter Dutton celebrated Australian stoicism in the face of financial pressures in his Christmas message. "I salute our charity workers, our food banks and those feeding the poor and homeless who, although overstretched, are always outstanding in what they do," he said. Up to 1000 people experiencing homelessness and social isolation are expected to attend the Wayside Christmas street party in Sydney. Four times that amount are expected to be treated to a free lunch across town with Reverend Bill Crews at his charity's headquarters. Bushfire risk meanwhile will keep communities in Victoria's west and South Australia nervous. 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Judge halts cannabis license lottery that is precursor to Minnesota marijuana retail launchThe sweeping victory of the National People’s Power (NPP) in Sri Lanka’s recent elections marked a resounding call for change, as voters across the nation—from north to south and east to west—rejected corrupt political elitism in favour of a new, principled political culture. The scale of this victory, surpassing all predictions, demonstrated the people’s overwhelming desire for a transformation in governance, as clearly reflected in the election results, particularly the postal votes. President Anura Kumara Dissanayake, during his address at the swearing-in of the new Cabinet, emphasised a critical shift: the transition from articulating political slogans in Opposition to the responsibility of implementing them through effective governance. He cautioned that the success of the NPP would now depend on delivering on its promises, as slogans alone would no longer resonate with the public. The formation of the NPP’s maiden Cabinet on 18 November sparked widespread discussion, particularly concerning the absence of a Muslim representative. While many celebrated the Cabinet’s adherence to meritocracy and principles, some expressed dissatisfaction, especially on social media, which had been a key platform for NPP’s success. The criticism appears to stem from two distinct groups: Opportunists: These include individuals, both Muslim and non-Muslim, who opposed the NPP during the elections and now seek to exploit the absence of a Muslim minister to discredit the new Government. Emotionally driven advocates: These are well-meaning individuals, including NPP supporters and non-supporters alike, who view the absence of Muslim representation as a failure to uphold symbolic inclusivity. While opportunistic critiques deserve little attention, the emotionally charged reactions highlight the need for a nuanced discussion. It is essential to recognise the NPP’s track record as a champion of minority rights, even in politically and socially adverse circumstances. The party has consistently prioritised principle-based decision-making over political appeasement, distinguishing itself from traditional political practices. The absence of a Muslim minister in the Cabinet raises a broader question: Should ethnic representation take precedence over governance rooted in principles and the Rule of Law? The NPP’s victory reflects a public mandate to dismantle 76 years of political traditions, including symbolic representation, and replace them with a governance framework that ensures fairness, accountability, and the Rule of Law. It is worth asking whether past inclusion of Muslim ministers resulted in tangible benefits for the community, especially during periods of politically motivated violence and systemic discrimination. Sri Lanka’s most urgent need is not symbolic appointments but a governance system that guarantees equal rights, justice, and security for all citizens. The NPP has committed to: Forming a scientifically structured cabinet with portfolios assigned based on qualifications and expertise. Upholding the rule of law, where legislative processes are transparent and inclusive, ensuring that minority rights are protected. While symbolic representation is valuable, it should not overshadow the importance of creating a society where all communities can thrive under a just and accountable government. The NPP/JVP’s steadfast commitment to its principles sets it apart, making any accusations of racism or chauvinism baseless, even by its most ardent detractors. Here are two notable examples that underscore the party’s unwavering stance against racism, even at significant political risk: Easter Sunday aftermath: Following the tragic Easter Sunday terror attacks carried out by extremist individuals identifying as Muslims, a climate of fear and hostility enveloped the Muslim community. Many Muslim leaders and ministers failed to defend their community’s fundamental rights. Amid such turmoil, some Muslims were even compelled to burn their holy Qur’an out of fear of reprisal. In this difficult period, it was none other than His Excellency Anura Kumara Dissanayake (AKD) of the NPP/JVP who courageously stood up for the rights of Muslims, defending them without hesitation. Dr. Shafi allegations: When Dr. Shafi, a Muslim doctor, was wrongfully accused amid a broader campaign of baseless allegations against the Muslim community, a wave of political opportunists, and racist media outlets united to propagate these myths. Yet, only the NPP/JVP and HE AKD openly defended Dr. Shafi and the community, even when Muslim ministers remained silent. Unlike the opportunism rife in traditional Sri Lankan politics, the NPP/JVP adheres to a value-based approach. This principled stance is in stark contrast to the common perception that political alliances and compromises are essential for survival in Sri Lankan politics. The party’s actions during the Presidential election exemplify this ethos. Despite potential political disadvantages, the NPP/JVP refrained from forming opportunistic alliances, maintaining its independence and commitment to its ideals. Traditional parties in Sri Lanka have long indulged in appeasement politics, creating superfluous ministerial positions—such as those for coconut or kithul—to satisfy political allies, often at the expense of taxpayers. In stark contrast, the NPP/JVP has always prioritised merit and accountability over political convenience. Merit-based appointments: The NPP/JVP’s maiden cabinet consists of only 21 members, each selected based on professional qualifications and longstanding dedication to party principles. This streamlined approach ensures efficiency and accountability in governance. A focus beyond personal gain: NPP/JVP leaders do not seek positions for personal advancement. For instance, Tilvin Silva has served as the party’s General Secretary since 1995 without holding a Government position. Similarly, even members who secured the highest preferential votes, such as Namal Karunarathne (Kurunegala) and Nalin Hewage (Galle), were not appointed to cabinet roles but given deputy ministries, reflecting the party’s commitment to principle over patronage. The uproar over the absence of a Muslim representative in the maiden Cabinet of the NPP raises critical questions about the role of minority representation in governance and the larger priorities of the nation. While the emotional responses of many Sri Lankans, especially Muslims, are understandable, it is essential to analyse this issue through a rational lens, grounded in facts, history, and the present context. For the first time since independence, Sri Lanka’s Cabinet does not include a Muslim minister. Historically, every Government has accommodated at least one Muslim representative in the cabinet. However, this tradition alone is not a justification for its continuity. The NPP came to power with a clear mandate to break away from the entrenched practices of the last 76 years, which have often been associated with corruption, inefficiency, and symbolic gestures devoid of tangible benefits. The question many intellectuals now pose is whether this tradition of symbolic inclusion has ever translated into meaningful gains for the Muslim community. Muslim ministers have been present during events such as the violence in Dhargatown, Digana, and Minuwangoda, as well as during campaigns like “Wanda Kottu”, “Wanda Underwear”, and the persecution of Dr. Shafi. Their presence did little to prevent the politically motivated cremation of Muslim bodies during the pandemic. This history forces us to question whether representation alone, without action, serves the interests of the community or the nation. The fear that the absence of a Muslim minister could lead to the enactment of laws detrimental to the community is unfounded when one examines the legislative process. Sri Lanka’s legal system provides multiple layers of scrutiny before a bill becomes law: Cabinet review: Proposals are prepared by ministry officials, discussed, and approved by the cabinet. Public scrutiny: Once gazetted, the public can examine and challenge any bill in the Supreme Court if it violates constitutional or fundamental rights. Parliamentary debate: Parliamentarians from all backgrounds scrutinise and vote on the bill before it becomes law. The absence of a Muslim minister in the cabinet does not negate the checks and balances inherent in this process. Moreover, the presence of Muslim MPs in Parliament ensures that community concerns are voiced effectively. The argument that appointing a Muslim minister symbolises inclusivity and diversity is valid. A government that visibly represents all its people fosters a sense of belonging and national unity. However, symbolism must be balanced against the country’s immediate priorities. While inclusivity is desirable, the current socio-political climate demands a focus on ensuring rule of law, eradicating corruption, and establishing good governance. These principles, when implemented effectively, will benefit all communities, including minorities, far more than symbolic representation. The pressing need of the hour is not merely symbolic gestures but substantive governance. The NPP’s mandate is clear: Rule of Law: Ensuring justice, fairness, and equality for all citizens, irrespective of ethnicity or religion. Merit-based appointments: Selecting leaders and officials based on competence and commitment to public service, not tokenism or appeasement. Eradication of corruption and lawlessness and ensuring good governance: This is essential for fostering trust in institutions, promoting equitable development, and creating a stable, just society where all citizens can thrive. I am of the view that the absence of a Muslim minister in the NPP Cabinet is not an oversight but a reflection of the party’s principle-based governance model. It challenges the traditional approach of token minority representation and prioritises structural reforms to address systemic issues. Inclusivity and diversity remain important, but they must be achieved through actions that foster genuine unity and equity rather than symbolic appointments. The ultimate goal should be a Sri Lanka where all communities feel represented and protected under a governance system driven by principles, not traditions. Let us refrain from hastily judging the Government based on the absence of a Muslim minister in the NPP Cabinet—a decision that, while symbolic of inclusivity, has had little tangible impact on effectiveness. It is imperative for intellectuals and opinion leaders within the Muslim community to actively participate in politics and contribute to good governance. This engagement should transcend personal interests and focus on advancing the well-being of the community and the nation as a whole. As the saying goes, “You can’t make an omelette without breaking a few eggs.” Meaningful progress often necessitates difficult decisions and collective effort.

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Wheel of Fortune’s most prized tradition is the bonus round, where each episode’s winner is faced with one last puzzle and a mere 10 seconds to come away with an even bigger bundle of cash (or not). But fans want a word with host Ryan Seacrest about how he’s presenting the prizes after giving a puzzling amount of build-up to a player’s $40,000 win. On Friday, November 22’s episode, Brittany Brock, a kindergarten teacher from Chicago, Illinois, was the player to proceed to the coveted bonus round. By then she had won $17,300 in cash, a trip to Kauai, and selected “Living Thing” as her category. With the savvy additional letters of “DPBI” the two-word puzzle read as, “‘_ _ DDL_’ ‘P_PP_'”. Near-instantly, she correctly solved it as “Cuddly Puppy.” The broadcast cut to Seacrest and an excited Brock, and it was time to reveal how much she won from the prize wedge she picked. Seacrest opened the gold prize card and glanced at the figure. “And...” he told her with a surprised grin (below). After a few seconds he added, “Ready?” Broke clasped her hands over her mouth in anticipation as Seacrest then revealed she won an extra $40,000, the least one can win in the bonus round. “$40,000!” he exclaimed. This brought her to a grand total of $57,381 and she was overjoyed nonetheless, embraced her husband. On Social media, many fans celebrated the big win while left wondering why Seacrest presented the prize with such a prolonged rollout that it seemed like a bigger value and as if the confetti was about to overflow onto the Sony Pictures Studios parking lot. “Ryan acting like it’s $75,000 or $100,000 with the slow way he shows the amount,” one fan wrote when the game show shared the clip to YouTube. Over on the WoF Reddit, a fan dedicated a discussion thread to the moment titling it, “Bonus Reveal... lolz.” They continued, “I like Seacrest, but gotta admit, I’m not a fan of the dramatic 40K reveals lol.” “Agreed...” a second user wrote, arguing that a contestant in the future could be “disappointed” it’s not more. “The Mrs. and I commented on that last night. He presents it like it’s something more than the minimum prize amount! One of these days, the contestant is going to react disappointedly.” A third wrote, “He also contorts his body awkwardly and bounces around to just flip the card open. Then says ‘it was this much’ as if he can’t say the amount. Kind of weird. But the lack of higher amounts lately is noticed. I’m glad it’s been all cash so far. A lot of the cars prior were 30k, which is nice, but they were lowest prize.” “I agree, feels like he’s forcing it,” wrote a fourth. A fifth was even more critical, “I’m sorry I know a lot of people are going to get mad at me but I just don’t like him. There’s something about him, that I just don’t enjoy watching him in anything at all.” Meanwhile , Seacrest, of course, had huge shoes to fill replacing the legendary Pat Sajak alongside the iconic Vanna White after four decades for Season 42. His debut month was the strongest ratings month for WoF in the past three years, and viewers were already treated to a viral moment (via a round of sausage) . That said, there have been some other questionable moments according to fans. In September, Seacrest suffered what fans dubbed his “first blooper” , involving a prolonged reaction to rewarding a bonus round. Fans also called out the host for ruling against another player before the timer was up. There have also been a few on-screen “glitches,” and a minor spelling error in a Thanksgiving puzzle . Many fans also blamed a lack of experience on Seacrest’s mishandling of a contestant’s $1million wedge, which she instantly forfeited. Wheel of Fortune , Weeknights, Check your local listings More Headlines:

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

Statistics after 13 games

Zurcher Kantonalbank Zurich Cantonalbank lessened its stake in shares of Hilton Grand Vacations Inc. ( NYSE:HGV – Free Report ) by 4.4% in the 3rd quarter, according to its most recent 13F filing with the Securities and Exchange Commission (SEC). The firm owned 17,131 shares of the company’s stock after selling 791 shares during the quarter. Zurcher Kantonalbank Zurich Cantonalbank’s holdings in Hilton Grand Vacations were worth $622,000 at the end of the most recent reporting period. Other institutional investors have also bought and sold shares of the company. Reston Wealth Management LLC bought a new position in shares of Hilton Grand Vacations during the third quarter valued at $25,000. nVerses Capital LLC bought a new position in Hilton Grand Vacations during the 2nd quarter valued at about $32,000. Blue Trust Inc. boosted its position in Hilton Grand Vacations by 141.7% in the third quarter. Blue Trust Inc. now owns 1,003 shares of the company’s stock valued at $36,000 after buying an additional 588 shares in the last quarter. Canada Pension Plan Investment Board bought a new stake in Hilton Grand Vacations during the second quarter worth about $93,000. Finally, Ashton Thomas Private Wealth LLC acquired a new stake in shares of Hilton Grand Vacations during the second quarter worth approximately $120,000. Institutional investors and hedge funds own 97.23% of the company’s stock. Insider Activity In other news, insider Charles R. Jr. Corbin sold 49,389 shares of Hilton Grand Vacations stock in a transaction on Thursday, November 21st. The shares were sold at an average price of $41.55, for a total transaction of $2,052,112.95. Following the transaction, the insider now directly owns 88,532 shares of the company’s stock, valued at $3,678,504.60. This trade represents a 35.81 % decrease in their ownership of the stock. The sale was disclosed in a document filed with the SEC, which is available through this hyperlink . Also, major shareholder Principal Holdings A. Gp Apollo sold 4,000,000 shares of the business’s stock in a transaction on Monday, November 25th. The shares were sold at an average price of $42.10, for a total transaction of $168,400,000.00. Following the completion of the transaction, the insider now directly owns 26,295,825 shares of the company’s stock, valued at $1,107,054,232.50. This trade represents a 13.20 % decrease in their position. The disclosure for this sale can be found here . 2.30% of the stock is currently owned by company insiders. Hilton Grand Vacations Stock Performance Hilton Grand Vacations ( NYSE:HGV – Get Free Report ) last announced its quarterly earnings data on Thursday, November 7th. The company reported $0.67 earnings per share for the quarter, missing the consensus estimate of $0.70 by ($0.03). Hilton Grand Vacations had a net margin of 2.01% and a return on equity of 16.44%. The business had revenue of $1.31 billion during the quarter, compared to analyst estimates of $1.29 billion. During the same quarter in the prior year, the company earned $0.98 earnings per share. The company’s quarterly revenue was up 28.3% on a year-over-year basis. Equities analysts predict that Hilton Grand Vacations Inc. will post 3.43 earnings per share for the current year. Analysts Set New Price Targets A number of research analysts have recently issued reports on the stock. StockNews.com upgraded shares of Hilton Grand Vacations from a “sell” rating to a “hold” rating in a research note on Wednesday, November 27th. Barclays lifted their price objective on Hilton Grand Vacations from $40.00 to $44.00 and gave the company an “overweight” rating in a research report on Friday, November 8th. Mizuho decreased their target price on Hilton Grand Vacations from $57.00 to $55.00 and set an “outperform” rating on the stock in a report on Tuesday, November 12th. Truist Financial cut their price target on Hilton Grand Vacations from $52.00 to $51.00 and set a “buy” rating for the company in a report on Tuesday, November 26th. Finally, The Goldman Sachs Group started coverage on shares of Hilton Grand Vacations in a report on Wednesday, September 18th. They set a “sell” rating and a $31.00 price objective on the stock. One investment analyst has rated the stock with a sell rating, three have issued a hold rating and four have assigned a buy rating to the stock. According to data from MarketBeat.com, Hilton Grand Vacations presently has an average rating of “Hold” and a consensus target price of $43.86. Read Our Latest Report on Hilton Grand Vacations Hilton Grand Vacations Profile ( Free Report ) Hilton Grand Vacations Inc, a timeshare company, develops, markets, sells, manages, and operates the resorts, plans and ancillary reservation services under the Hilton Grand Vacations brand. It operates through Real Estate Sales and Financing, and Resort Operations and Club Management segments. Real Estate Sales and Financing segment market and sells the VOIs, and source VOIs through fee-for-service agreements with third-party developers; and provides consumer financing and services loans. Featured Articles Want to see what other hedge funds are holding HGV? Visit HoldingsChannel.com to get the latest 13F filings and insider trades for Hilton Grand Vacations Inc. ( NYSE:HGV – Free Report ). Receive News & Ratings for Hilton Grand Vacations Daily - Enter your email address below to receive a concise daily summary of the latest news and analysts' ratings for Hilton Grand Vacations and related companies with MarketBeat.com's FREE daily email newsletter .IPL 2025 auction: Sunrisers Hyderabad clinch Ishan Kishan for Rs 11.25 cr

Ethereum Founder Says Solana 'More Centralized' Than Ethereum; ETH Whales Are Rapidly Accumulating This Altcoin

Even with technology taking over much of our day-to-day lives, board games still offer quality entertainment that can’t be beaten. Of course, the popular board games of today are a far cry from the games your parents grew up playing. Board games are perfect for encouraging your family to work together or for bringing your group of friends around the table for an evening. If you’d like to start up a weekly game night, let this helpful list of the most popular board games be your guide. Utter Nonsense Ages 8+ This game will have every player rolling in stitches with each ridiculous phrase that’s uttered. Combine crazy accents and hilarious phrases to impress the Nonsense Judge and win the round. The player with the highest number of wins ultimately wins the game, but the true fun of this card game is listening to your fellow players trying to say some of the most entertaining phrases of all time. This game is perfect for game nights or parties. Speak Out Ages 8+ This hilarious game is perfect if you have teenagers or are hosting a party with all adults. To play, you insert a mouthpiece that alters the sound of your speech, making every word sound silly. Set the timer and read one of the phrases on the cards and try to help your teammate guess what you’re saying. Speak Out easily provides hours of fun that even grandparents will love. Escape Room in a Box Ages 13+ What’s the next best thing to trying to break out of a room? Escape Room in a Box, of course. This thrilling, immersive game involves solving 2D and 3D puzzles in order to prevent a mad scientist from turning you and your friends or family into werewolves. Work together to escape your fate and use Amazon Alexa to enhance the experience. Codenames Ages 14+ This fun strategy game is perfect for anyone with teenagers. Form two teams and select a spymaster on each team. Using clues, spymasters try to help their teammates find all 25 of the agents they’re in contact with, hopefully without selecting the other team’s agents or running into the deadly assassin. This innovative game offers a challenging and rewarding time working together. ​​​​​​​Harry Potter Clue Ages 9+ Excite your kids on game night with this modern twist on a classic. Play as six recognizable Hogwarts characters — Harry, Hermione, Ron, Luna, Ginny or Neville — to solve the mystery behind a fellow student’s disappearance. It’s up to you to figure out who attacked the student, what bewitching spell they used and where it occurred. Watch out for the Dark Mark, moving staircases and secret passages as you travel along in this magical family game. ​​​​​​​Pandemic Ages 8+ If you’ve ever wanted to save humanity from a deadly outbreak, you’ll love spending an hour playing Pandemic. You and your teammates must fight to contain four deadly diseases threatening the human race. Players must learn to work with their teammates to control outbreak hotspots and treat diseases. Win the game by curing all diseases without wiping out humanity first. ​​​​​​​ Catan Ages 10+ This tactical 60-minute game will push your imagination to its limits as you embark on a journey across Catan. Acquire crucial resources as you travel, build roads, buildings, and cities, and be wary of the ruthless robber and other players halting you on your own road. Through careful trading and clever decisions, you can lead your travelers to victory in this role-playing game of limitless possibilities. Play again and again. Every game is different. Ticket to Ride Ages 8+ Train lovers will enjoy this innovative board game which has won numerous awards. This cross-country train adventure game mimics the concept of traveling around the world in 80 days. Collect train cars and claim railways across the country. Players earn the most points by establishing long train routes and connecting distant cities. Each game takes roughly 30 to 40 minutes to complete, and every adventure is different. ​​​​​​​5 Second Rule Ages 10+ This quick-paced game gives each player five seconds to name items on a certain topic. Although the topics are objectively easy —“Name 3 Mountains,” “Name 3 Types of Hats” or “Name 3 Super Heroes,” the pressure of the time crunch is likely to put you on edge. Race the clock and remain composed to win this game. You can even make up your own topics if you prefer. Half the fun is just hearing what other people blurt out, whether it’s relevant to the topic or not. Prices listed reflect time and date of publication and are subject to change. Check out our Daily Deals for the best products at the best prices and sign up here to receive the BestReviews weekly newsletter full of shopping inspo and sales. BestReviews spends thousands of hours researching, analyzing and testing products to recommend the best picks for most consumers. BestReviews and its newspaper partners may earn a commission if you purchase a product through one of our links.State-owned Atlas Bangladesh and private manufacturer Runner Automobiles have teamed up to cater to the growing local market for motorcycle helmets, which currently relies on imported products. On Sunday, the companies signed a memorandum of understanding to set up a manufacturing unit in Tongi in Gazipur at an initial cost of Tk 18 crore. "Initially, we will produce six lakh helmets at this plant. The capacity will gradually be increased in line with demand," said Azibor Rahman, managing director of Atlas Bangladesh. This collaboration will leverage Runner's technical expertise and the Atlas' resources and strong logistics, said Hafizur Rahman Khan, chairman of Runner Automobiles. Besides, technical support will be availed from India and China to ensure that products meet international standards, according to Rahman. He expected the "Made in Bangladesh" helmets would hit the market in September next year. "The helmet market in Bangladesh has grown by around 20 percent annually for the past decade alongside a thriving motorcycle market," Rahman said. He said the annual demand for helmets in the country stood at around 20 lakh and gauged the market size at around Tk 500 crore. According to market insiders, more than 50 helmets marketed by over 20 brands are available in the domestic market, but the lion's share is imported. There are around 45.37 lakh registered motorcycles in the country, according to the Bangladesh Road Transport Authority. Besides, an average of 4 lakh motorcycles are sold in the local market annually. In 2020, motorcycle helmet sales stood at around $7.25 billion worldwide. This is projected to grow to $20.09 billion by 2028, according to Fortune Business Insights. In response to the news, Atlas' shares surged 9.94 percent to Tk 56.4 on the Dhaka Stock Exchange (DSE) yesterday. Atlas Bangladesh Ltd began its journey in 1966 with Honda Motor Company. It was nationalised in 1972 and is currently under the Bangladesh Steel & Engineering Corporation. The entity currently operates in partnership with the Zongshen Motorcycle Company of China.

Building of ten rooms razed in Kwara