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Dana Hull | (TNS) Bloomberg News Jared Birchall, Elon Musk’s money manager and the head of his family office, is listed as the chief executive officer. Jehn Balajadia, a longtime Musk aide who has worked at SpaceX and the Boring Co., is named as an official contact. Related Articles National Politics | Trump’s picks for top health jobs not just team of rivals but ‘team of opponents’ National Politics | Biden will decide on US Steel acquisition after influential panel fails to reach consensus National Politics | Biden vetoes once-bipartisan effort to add 66 federal judgeships, citing ‘hurried’ House action National Politics | A history of the Panama Canal — and why Trump can’t take it back on his own National Politics | President-elect Trump wants to again rename North America’s tallest peak But they’re not connected to Musk’s new technology venture, or the political operation that’s endeared him to Donald Trump. Instead, they’re tied to the billionaire’s new Montessori school outside Bastrop, Texas, called Ad Astra, according to documents filed with state authorities and obtained via a Texas Public Information Act request. The world’s richest person oversees an overlapping empire of six companies — or seven, if you include his political action committee. Alongside rockets, electric cars, brain implants, social media and the next Trump administration, he is increasingly focused on education, spanning preschool to college. One part of his endeavor was revealed last year, when Bloomberg News reported that his foundation had set aside roughly $100 million to create a technology-focused primary and secondary school in Austin, with eventual plans for a university. An additional $137 million in cash and stock was allotted last year, according to the most recent tax filing for the Musk Foundation. Ad Astra is closer to fruition. The state documents show Texas authorities issued an initial permit last month, clearing the way for the center to operate with as many as 21 pupils. Ad Astra’s website says it’s “currently open to all children ages 3 to 9.” The school’s account on X includes job postings for an assistant teacher for preschool and kindergarten and an assistant teacher for students ages 6 to 9. To run the school, Ad Astra is partnering with a company that has experience with billionaires: Xplor Education, which developed Hala Kahiki Montessori school in Lanai, Hawaii, the island 98% owned by Oracle Corp. founder Larry Ellison. Ad Astra sits on a highway outside Bastrop, a bedroom community about 30 miles from Austin and part of a region that’s home to several of Musk’s businesses. On a visit during a recent weekday morning, there was a single Toyota Prius in the parking lot and no one answered the door at the white building with a gray metal roof. The school’s main entrance was blocked by a gate, and there was no sign of any children on the grounds. But what information there is about Ad Astra makes it sound like a fairly typical, if high-end, Montessori preschool. The proposed schedule includes “thematic, STEM-based activities and projects” as well as outdoor play and nap time. A sample snack calendar features carrots and hummus. While Birchall’s and Balajadia’s names appear in the application, it isn’t clear that they’ll have substantive roles at the school once it’s operational. Musk, Birchall and Balajadia didn’t respond to emailed questions. A phone call and email to the school went unanswered. Access to high quality, affordable childcare is a huge issue for working parents across the country, and tends to be an especially vexing problem in rural areas like Bastrop. Many families live in “childcare deserts” where there is either not a facility or there isn’t an available slot. Opening Ad Astra gives Musk a chance to showcase his vision for education, and his support for the hands-on learning and problem solving that are a hallmark of his industrial companies. His public comments about learning frequently overlap with cultural concerns popular among conservatives and the Make America Great Again crowd, often focusing on what he sees as young minds being indoctrinated by teachers spewing left-wing propaganda. He has railed against diversity, equity and inclusion efforts, and in August posted that “a lot of schools are teaching white boys to hate themselves.” Musk’s educational interests dovetail with his new role as Trump’s “first buddy.” The billionaire has pitched a role for himself that he — and now the incoming Trump administration — call “DOGE,” or the Department of Government Efficiency. Though it’s not an actual department, DOGE now posts on X, the social media platform that Musk owns. “The Department of Education spent over $1 billion promoting DEI in America’s schools,” the account posted Dec. 12. Back in Texas, Bastrop is quickly becoming a key Musk point of interest. The Boring Co., his tunneling venture, is based in an unincorporated area there. Across the road, SpaceX produces Starlink satellites at a 500,000-square-foot (46,000-square-meter) facility. Nearby, X is constructing a building for trust and safety workers. Musk employees, as well as the general public, can grab snacks at the Boring Bodega, a convenience store housed within Musk’s Hyperloop Plaza, which also contains a bar, candy shop and hair salon. Ad Astra is just a five-minute drive away. It seems to have been designed with the children of Musk’s employees — if not Musk’s own offspring — in mind. Musk has fathered at least 12 children, six of them in the last five years. “Ad Astra’s mission is to foster curiosity, creativity, and critical thinking in the next generation of problem solvers and builders,” reads the school’s website. A job posting on the website of the Montessori Institute of North Texas says “While their parents support the breakthroughs that expand the realm of human possibility, their children will grow into the next generation of innovators in a way that only authentic Montessori can provide.” The school has hired an executive director, according to documents Bloomberg obtained from Texas Health and Human Services. Ad Astra is located on 40 acres of land, according to the documents, which said a 4,000-square-foot house would be remodeled for the preschool. It isn’t uncommon for entrepreneurs to take an interest in education, according to Bill Gormley, a professor emeritus at the McCourt School of Public Policy at Georgetown University who studies early childhood education. Charles Butt, the chairman of the Texas-based H-E-B grocery chain, has made public education a focus of his philanthropy. Along with other business and community leaders, Butt founded “Raise Your Hand Texas,” which advocates on school funding, teacher workforce and retention issues and fully funding pre-kindergarten. “Musk is not the only entrepreneur to recognize the value of preschool for Texas workers,” Gormley said. “A lot of politicians and business people get enthusiastic about education in general — and preschool in particular — because they salivate at the prospect of a better workforce.” Musk spent much of October actively campaigning for Trump’s presidential effort, becoming the most prolific donor of the election cycle. He poured at least $274 million into political groups in 2024, including $238 million to America PAC, the political action committee he founded. While the vast majority of money raised by America PAC came from Musk himself, it also had support from other donors. Betsy DeVos, who served as education secretary in Trump’s first term, donated $250,000, federal filings show. The Department of Education is already in the new administration’s cross hairs. Trump campaigned on the idea of disbanding the department and dismantling diversity initiatives, and he has also taken aim at transgender rights. “Rather than indoctrinating young people with inappropriate racial, sexual, and political material, which is what we’re doing now, our schools must be totally refocused to prepare our children to succeed in the world of work,” Trump wrote in Agenda 47, his campaign platform. Musk has three children with the musician Grimes and three with Shivon Zilis, who in the past was actively involved at Neuralink, his brain machine interface company. All are under the age of five. Musk took X, his son with Grimes, with him on a recent trip to Capitol Hill. After his visit, he shared a graphic that showed the growth of administrators in America’s public schools since 2000. Musk is a fan of hands-on education. During a Tesla earnings call in 2018, he talked about the need for more electricians as the electric-car maker scaled up the energy side of its business. On the Joe Rogan podcast in 2020, Musk said that “too many smart people go into finance and law.” “I have a lot of respect for people who work with their hands and we need electricians and plumbers and carpenters,” Musk said while campaigning for Trump in Pennsylvania in October. “That’s a lot more important than having incremental political science majors.” Ad Astra’s website says the cost of tuition will be initially subsidized, but in future years “tuition will be in line with local private schools that include an extended day program.” “I do think we need significant reform in education,” Musk said at a separate Trump campaign event. “The priority should be to teach kids skills that they will find useful later in life, and to leave any sort of social propaganda out of the classroom.” With assistance from Sophie Alexander and Kara Carlson. ©2024 Bloomberg News. Visit at bloomberg.com. Distributed by Tribune Content Agency, LLC.

Elon Musk’s preschool is the next step in his anti-woke education dreams

Charted: The popularity of Butterball's Turkey Talk-Line

Boston police arrest 2 on drones encroaching on Logan AirportISLAMABAD — Supporters of jailed former Pakistan prime minister Imran Khan have been pushed back by security forces after reaching the heart of the heavily-barricaded capital earlier on Tuesday. The convoy of opposition protesters has been marching towards Islamabad's D Chowk - or Democracy Square - since the weekend, demanding Khan's release, among other things. At least six people were killed - four paramilitary soldiers, and two protesters - as the march moved through the city, clashing with security forces at points. A number of protesters did make it as far as D Chowk however, and were seen scrambling over shipping containers placed to block their way. But hours after protesters reached the square, security forces successfully cleared the area. As darkness fell, the lights were switched off - only police officers and paramilitary soldiers left behind. A police officer nearby said that some protesters had made it beyond the three-tier stack of shipping containers, but only a few hundred metres before they were pushed back. However, thousands of Khan supporters remain in the area - to keep warm in the biting cold, protesters have started burning paper and other materials inside rubbish bins. Many have even resorted to burning grass and bushes on the footpaths and greenbelts, where people are gathered. Muhammad Shahid, who came with his family all the way from Punjab province, says they’re here because of Imran Khan’s message: “He says we must fight for our rights.” He adds: “We’re here to stand up for our fundamental rights. Imran Khan has been illegally arrested, and we will fight to make our voices heard.” Khan, who has been in prison for more than a year on charges he says are politically motivated, has urged his supporters not to give up - encouraging people to continue towards D Chowk. "My message to my team is to fight till the end, we will not back down," the former prime minister said on X. Even from behind bars, the former cricket star has proved a powerful player in Pakistan politics. During elections in February, his Pakistan Tehreek-e-Insaf (PTI) party, which had been banned from standing and was forced to run candidates as independents, emerged as the single largest bloc. However, they fell short of the majority and their rivals united to form a new government. As a result, protesters are also calling for the overturning of election results they say were rigged - a claim disputed by the government. It was Khan who called on his supporters to take to the streets at the weekend, issuing a "final call" and asking them to stay in the capital until their demands are met. A map showing the city's red zone, and the final destination of the protest, D chowk The government - which had already introduced a ban on public gatherings -responded by blocking Islamabad's streets with shipping containers, and bussing in police from across the country. Restrictions also appear to have been brought in on some internet services, while schools and colleges have been shut because of fears of violence. Pakistan's interior minister said the protesters had been offered an alternative venue for their protest but had refused. Prime Minister Shehbaz Sharif, who blamed the protesters for the deaths of four soldiers on Tuesday, dismissed the march as "extremism". "These disruptive elements do not seek revolution but bloodshed," he said in a statement. Zulfikar Bukhari, spokesman for Khan's Pakistan Tehreek-e-Insaaf (PTI) party, told news agency Reuters at least two protesters had been killed - one shot, and one run over by a vehicle. At least 50 people have been injured. — BBC < Previous Page Next Page >Dec. 29—The Eagles had every excuse to lose Sunday. They were playing their archrivals, the Cowboys, for the second time this season. The Cowboys were out of playoff contention but they had won four of five games, including a win at Washington, the site of the Eagles' latest disaster, and they were playing with abandon, visiting a team haunted by collapses both distant and recent. The week before, the Birds blew a 14-point lead at Washington, where they lost quarterback Jalen Hurts to a concussion that lingered through Sunday, Hurts' first missed game of the season. Worse, the Eagles' top-ranked defense had lost its composure, and the game, at Washington. Finally, on Sunday, not only was the offense's quarterback absent, so was the defense's quarterback: Middle linebacker Nakobe Dean missed Sunday's game due to an abdominal strain. They had every excuse to lose. They didn't lose. Nick Sirianni wouldn't have it. Several players said afterward that Sirianni this past week reiterated this axiom: "You can't be great without the greatness of others." It's that sort of saying that has been the hallmark of Sirianni's astounding success. He's 47-20 in the regular season, has the best winning percentage among active coaches, and secured a fourth straight playoff appearance Sunday. From Monday to Sunday, no one in the Eagles Nation was greater than Sirianni. In a 13-win campaign that saw the Birds clinch the NFC East with a week left, it was, in many ways, Sirianni's finest hour of the season. "Amazing," said tackle Jordan Mailata. "In many ways, I think that was our best complementary football of the season." It was a ticklish spot for Sirianni, who's had a hell of a season. He'd been questioned after a 2-2 start, which followed a 1-5 collapse in 2023 and a blowout loss in the playoffs. He'd been pilloried after Game 5, when he taunted Eagles fans after a home win. Game 5 was the start of a franchise-record 10-game winning streak, in which a more composed, mature Sirianni guided the team to blowout wins in Cincinnati and Dallas as well as decisive victories over the Commanders, Rams, Ravens, and Steelers. A pass-first coach, Sirianni had leaned on Saquon Barkley, who, in the fourth quarter, became the ninth player to eclipse 2,000 rushing yards in a season; at 2,005, he passed O.J. Simpson's best season, in 1973 with the Bills, but remains 100 yards behind Eric Dickerson's 1984 record, set with the Rams. Sirianni's next big decision: Will he let Barkley play in a probably meaningless finale against the Giants next week? "We'll see." "If it's in God's plan," Barkley said, "then it is. I didn't come here just to rush for 2,000 or break a record. It's up to Nick." It's a nice decision to have to make, especially considering the more pressing problems he dealt with this past week and the weight carried by Sunday's game against the Cowboys. Last week's messy loss, combined with Hurts' injury, added to a postgame dustup with former Eagles tight end Zach Ertz, put the focus on Sirianni again. He'd been a Coach of the Year candidate for a month. He'd seemingly earned a contract extension; his expires after next season. But a loss to the Cowboys and a win by the Commanders on Sunday night would have put the division title in jeopardy, and, perhaps, Sirianni's future. Sirianni proved equal to the task. "We had a great atmosphere, you know?" cornerback Quinyon Mitchell said. "Coach came in and said, 'We have to look ourselves in the mirror. Clean up some mistakes.' So, in practice, we honed in. This week was executed, mentally, really well." Sirianni prepared backup quarterback Kenny Pickett, whose style of play is entirely opposite to that Hurts'. He prepared third-string rookie Tanner McKee, who threw a 20-yard touchdown pass to A.J. Brown for a dagger late in the third quarter, then added a 25-yarder to DeVonta Smith in the fourth. He controlled Jalen Carter, who led the league with four unnecessary roughness penalties, and C.J. Gardner-Johnson, who was ejected at Washington for two unsportsmanlike conduct fouls. Carter's disappearance and Gardner-Johnson's absence led to 22 fourth-quarter points in the Commanders' comeback win. Carter was outstanding on Sunday. Gardner-Johnson? Amazing. Two interceptions. A pick-six on the first Commanders' possession. With Hurts out of action, he even broke down the pregame huddle. "He responded awesome," Sirianni said, and said it was a manifestation of Sirianni's "dog mentality" philosophy: "Learning from your mistakes, but putting them in the past, and being able to focus completely on where you're at right now. That won't only serve him well in football, it will serve him well in life." It served Sirianni well on Sunday. Really, he was never better. He featured Smith, knowing the Cowboys would sell out to stop Brown. Smith had six catches for 120 yards and two touchdowns. Brown had three catches for 36 yards and a score. Nothing mattered more than preparing Pickett. Pickett recognized a six-man blitz and hit Smith for a 22-yard touchdown and a 14-7 lead. He was part of four short-yardage Tush Pushes, three of which worked, the fourth for a touchdown as the first half expired with the Eagles leading, 24-7. He completed 10 of 15 passes for 143 yards and the touchdown before a hit from Micah Parsons aggravated a rib injury Pickett suffered at Washington and knocked him from the game. "It's very much a college-team feel," Pickett said afterward. "Everyone cares about each other. That's incredibly special." With Pickett hobbled and with McKee an unknown entity, Sirianni knew the Birds would have to ride Barkley. They did: They gave the ball to Barkley on six of the first seven plays of the third quarter, and he gained 30 yards as the Eagles made four first downs, used almost seven minutes, and came away with a 26-yard field goal for a 20-point lead. Barkley finished with 167 yards, the fifth-highest rushing total of his career, the third-highest total of this season, and his 11th 100-yard rushing game this season. He did it on 31 rushes, which tied for the third-highest total of his career. This was not the Cowboys team that began the season as a playoff favorite. It lacked quarterback Dak Prescott, defensive end DeMarcus Lawrence, receiver CeeDee Lamb, guard Zack Martin, and cornerback Trevon Diggs, five of Dallas' six best players, excepting Parsons. Also, Mike McCarthy remains their coach. So no, the Cowboys weren't good. But, since Sirianni was hired in 2021, the Eagles have lost to plenty of teams that weren't good. Occasionally, Sirianni has been the problem. On Sunday, he was the solution. (c)2024 The Philadelphia Inquirer Visit The Philadelphia Inquirer at www.inquirer.com Distributed by Tribune Content Agency, LLC.

It comes as Propertymark, which represents estate agents, said selling property or turning to the short-term letting market is becoming a "more attractive" option for landlords. Provisional figures from the Office for National Statistics show the average private rent in St Helens reached £708 per month in the year to October – up 9% from £650 a year prior. It was also up 34% from an estimated £527 a month five years ago. Valuation Office Agency rent officers collect prices from a variety of sources, including landlords and letting agents, with the aim to collect data on approximately 10% of the market. Across the North West, the average rent was £870 – rising 10% from the year before. Trafford had the highest rental cost in the region at £1,278 per month, while the lowest was in Burnley at £582. Sarah Coles, head of personal finance at Hargreaves Lansdown, said: "Getting good news about your rent is about as common as discovering your housemates have washed up for you, or your landlord suggesting you get a dog. "It means for many, the only way out of the endless cycle of rising costs is to buy, but this is far easier said than done when rents absorb so much of your income." In October, the average private rent in Great Britain was £1,307 per month. This was £105, or 9%, higher than 12 months ago. Nathan Emerson, chief executive at Propertymark, said: "As we continue to see a further increase in rental prices across the UK, our members continue to emphasise key concerns regarding the ongoing trend of lack of rental stock versus an ever-growing number of tenants looking for homes. "Selling up altogether or turning to the short-term letting market is becoming a more attractive option for landlords due to the challenging legislative changes and increased financial liabilities they face." The figures also show the different costs for various homes in St Helens, from £518 for a one-bed property to £1,165 for a home with four or more bedrooms in October. Among the property types in the area: A detached housed cost £1,036 to rent per month A semi-detached cost £774 per month A terraced house was £697 per month And a flat or maisonette was £604 a monthStory by: The Eclectic Agency For many years, the United States of America and Italy have shared a deep, enduring partnership rooted in cultural and economic ties, as well as a mutual commitment to advancing healthcare and medical research. These collaborations have helped proffer solutions to complex health issues. As both countries continue to spearhead groundbreaking health initiatives, the USA and Italy are positioning themselves as exemplary partners in health innovation, thus setting a model for other countries around the world. Historical Foundations of USA-Italy Health Collaboration The USA and Italy have long collaborated on healthcare projects, with each country leveraging its unique strengths. The U.S., known for its robust research funding and technological resources, has often partnered with Italy, which is reputed for its strong biomedical and clinical research. The collaborations between the two countries have ranged from fighting infectious diseases to advancing cancer treatments. An example of these partnerships is the CREID network . The U.S. National Institutes of Health (NIH) and Italy’s National Institute of Health (ISS) have also jointly conducted studies that contribute to the global fight against various diseases. Current Health Innovation Partnerships Recently, the USA and Italy have increasingly focused on digital health, pharmaceuticals, and clinical research. Italian pharmaceutical companies such as Menarini, are actively collaborating with American firms to improve drug delivery systems and develop lifesaving treatments. Another notable example of this transatlantic cooperation is the Italian government’s recent and unprecedented $21 million donation to Boston University (BU) for biomedical research. Funding for BU’s biomedical research initiatives aims to support projects in genetics, cellular biology, vaccines, antibiotics, and rapid diagnostics for infections. Note that this investment will not only fund cutting-edge research but also promote academic exchanges between Italian researchers and BU’s faculty. Another notable Italian healthcare company that has contributed immensely to collaborations to improve global healthcare delivery is San Donato Hospital Group (GSD), a subsidiary of GKSD Investment Holding. A spokesperson for the company said: “GKSD & GSD have long understood that international collaboration is not an option but a fundamental component of quality healthcare research and innovation in the medical field. As such, we constantly leverage our ability to create enduring partnerships by funneling resources into collaborations aimed at providing the best combination of expert skills that can be translated into the delivery of successful patient outcomes through global alliances.” Setting an Example for Global Health Collaboration Note that these partnerships between the USA and Italy serve as a blueprint for global health innovation. The two countries embody complementary strengths. While the U.S. brings technological prowess and funding, Italy offers biomedical expertise and a tradition of healthcare ethics. This collaboration allows both nations to pursue ambitious projects, such as large-scale clinical trials and pioneering drug therapies that could be applied worldwide. Their combined approach to accelerating clinical trial approvals, sharing best practices, and leveraging public-private partnerships further provides a valuable model for other countries. This article is for informational purposes only and does not substitute for professional medical advice. If you are seeking medical advice, diagnosis, or treatment, please consult a medical professional or healthcare provider.

The decision by Tesco, Musgrave and the BWG Group came after a woman who said Mr McGregor raped her won a civil claim for damages against him. Nikita Hand, who accused the sportsman of raping her in a Dublin hotel in December 2018, won her claim against him for damages in a case at the High Court in the Irish capital. In a statement, a spokesman for Musgrave said: “Musgrave can confirm these products are no longer available to our store network.” The network includes SuperValu, Centra, Daybreak and Mace. A Tesco spokesperson said: “We can confirm that we are removing Proper No Twelve Whiskey from sale in Tesco stores and online.” A spokesperson for BWG Group said: “The products are no longer listed for distribution across our network of Spar, Eurospar, Mace, Londis and XL stores, including Appleby Westward which operates over 300 Spar stores in the south west of England.” It is understood that other retail outlets including Costcutter and Carry Out will also stop stocking products linked to Mr McGregor. He and some of his business partners sold their majority stake in the Proper Number Twelve Irish whiskey brand. He was reported to have been paid more than £103 million from the sale to Proximo Spirits in 2021. On Monday, a popular video game developer decided to pull content featuring the MMA fighter. The Irish athlete has featured in multiple video games, including voice-acting a character bearing his likeness in additional downloadable content in the Hitman series. Mr McGregor’s character featured as a target for the player-controlled assassin in the game. IO Interactive, the Danish developer and publisher of Hitman, said in a statement: “In light of the recent court ruling regarding Conor McGregor, IO Interactive has made the decision to cease its collaboration with the athlete, effective immediately. “We take this matter very seriously and cannot ignore its implications. “Consequently, we will begin removing all content featuring Mr McGregor from our storefronts starting today.” Last Friday, the High Court jury awarded damages amounting to 248,603.60 euros (around £206,000) to Ms Hand. Mr McGregor made no comment as he left court but later posted on social media that he intended to appeal against the decision.None

Coming off a highly successful West Coast road trip, the Buffalo Sabres return to home ice on Wednesday to face the Minnesota Wild, when they will likely welcome back their leading goal-scorer. Tage Thompson told reporters after practice Tuesday that he would be "ready to go" against the second-place team in the Central Division. The 27-year-old center, who scored 47 goals and 94 points two seasons ago, has not played since Nov. 11 due to a lower-body injury. Despite missing five games, his 11 goals still lead the team, and he ranks third in points with 18. Buffalo swept its California road trip, beating Los Angeles, Anaheim and San Jose in four days. The Sabres were off Sunday and Monday before returning to the ice Tuesday morning. The winning streak has Lindy Ruff's team tied for eighth place in the Eastern Conference. However, with three-quarters of the season remaining, Ruff -- who was in his first stint as the Sabres' coach when the team last made the playoffs in 2011 -- knows his team still needs to do more against tough competition. It did not help matters that Tuesday's practice could have started better, Ruff said. "You come in off a road trip, and you're hoping that the team can be ready to exceed the intensity that we were able to bring on the trip," Ruff said. "It's the only way to get better." One area in which Ruff, whom the Sabres rehired in April, wants to see improvement is staying out of the penalty box. Out west, Buffalo gave opponents 12 power-play opportunities while only getting seven. Minnesota comes to Buffalo after falling at home 4-1 against Central Division leaders Winnipeg on Monday. It was the team's second straight defeat following a shootout loss to Calgary on Saturday. Monday's loss was not for a lack of effort. The Wild generated a season-high 44 shots on goal, with half of those coming in the first period. The 22 shots were the second-most of any team in one period this season and were the most in a period for the Wild in nearly seven years. Wild coach John Hynes felt his team played well but just could not get much past Jets goalie Connor Hellebuyck, a two-time Vezina Trophy winner. "There's some things that we can grow from the game, but we got a lot of hockey this week too," Hynes told reporters after Monday's loss. "So, we got to put this one behind us, grab what we can take out of it, and then we got to make sure that we're refreshed again (Tuesday) and we're ready to go against Buffalo." Despite the mini losing streak, Minnesota's 30 points in 21 games is tied with the 2013-14 squad for the best start in franchise history. Left winger Kirill Kaprizov leads the Wild in both goals (13) and assists (21). His 34 total points entering Tuesday are tied for third in the NHL with Vegas' Jack Eichel and a point back from co-leaders Martin Necas of Carolina and Nathan MacKinnon of Colorado. Minnesota could be without defensive center Jakub Lauko, who left Monday's game early with a lower-body injury. Hynes did not have an update on his status after the Jets game. --Field Level MediaUS Supreme Court Rules Against Red States In California Emissions Waiver Case

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 on

NoneThe Indiana Pacers defeated the Boston Celtics 123-114 in the second game of a two-game series. Tyrese Haliburton and Jaylen Brown each led their teams with 31 points. The Celtics played without Jrue Holiday and Kristaps Porzingis again, and it was one of their worst defensive performances of the season. Meanwhile, the Pacers were missing Obi Toppin and Aaron Nesmith. This was the third and final time these teams played this season, with Indiana winning the season series 2-1. The Pacers improved to 16-17 and the Boston Celtics dropped to 23-9. The Indiana Pacers Started Hot After their blowout loss to the Boston Celtics, the Pacers entered this game motivated. They jumped out to a 6-0 lead, quickly becoming 12-5. Tyrese Haliburton got rolling early and Andrew Nembhard made an impact in his return to the lineup. The Indiana lead grew to double digits as they opened the game shooting 10-of-13. Boston cut into the lead off a few buckets from Jaylen Brown when their perimeter shooting struggled. They eventually took the lead with three-pointers from Sam Hauser and Payton Pritchard. Both teams went back and forth from there, and at the end of the first quarter, the Boston Celtics led 29-27. Brown led the way with 12 points on 5-of-7 shooting. After a rare scoreless first quarter, Jayson Tatum continued to struggle, and the Pacers took the lead. Back-to-back three-pointers extended Indiana’s lead, but the Boston Celtics kept it close. Brown remained their biggest offensive threat and continued to score. Pritchard also hit back-to-back three-pointers, and Jarace Walker returned the favor for the Pacers. A Nembhard and-one put Indiana up nine, and their lead soon went back to double digits. At halftime, the Indiana Pacers led 65-58. The Pacers scored 38 points in the second quarter and shot 58%. They were shooting very efficiently and racked up the points with their fast pace. Nembhard scored 14 points, while Haliburton had 13. Walker had 12 points off the bench and Siakam had 10. For the Boston Celtics, Brown and Pritchard had big first halves, but the rest of the team struggled to contain Indiana’s scoring. Brown had 18 points and Pritchard had 19 off the bench, shooting 5-of-6 from three. Tatum had a rough half with 5 points on 1-of-8 shooting. The Boston Celtics Lose At Home The defensive struggles continued for the Boston Celtics in the third quarter. They lacked effort, giving up open shots and touches in the paint. The Celtics were still scoring , but the defensive laziness made it easy for the Pacers to maintain their lead. Haliburton got to the basket with ease and Siakam and Turner scored in the paint without resistance. Indiana’s lead remained intact despite the scoring of Brown and Derrick White. The Pacers went back up by double digits attacking the paint and getting to the free throw line. Through three quarters, the Boston Celtics trailed 98-91. Indiana held onto their lead in the fourth quarter, going back up by double digits. The Boston Celtics stayed competitive offensively, with a Brown and-one and an Al Horford three-pointer. Then, a Tatum and-one suddenly made it a two-point game on a 9-0 Celtics run. Indiana responded though with a 15-0 run that put the game out of reach. On this run, Boston went four minutes without scoring, and it killed them. With two minutes to go, the Celtics put in their bench unit, surrendering another worst loss of the season. The Indiana Pacers won 123-114. Final Thoughts The Indiana Pacers improved to 16-17 with the win. Tyrese Haliburton took advantage of a poor Celtics defense scoring 31 points on 11-of-19 shooting. Andrew Nembhard and Pascal Siakam each scored 17 points. They have improved after a shaky start to the season, winning six out of their last eight games. Meanwhile, the Boston Celtics dropped to 23-9 with the loss. Jaylen Brown scored 31 points and Tatum finished with 22 after a poor first half. The reason for this loss was a complete lack of effort on defense. The Pacers scored 66 points in the paint with little resistance. The Celtics have now lost four out of their last six. They need to realize they can’t just coast to the one-seed this season. This article first appeared on Total Apex Sports and was syndicated with permission.Elon Musk’s preschool is the next step in his anti-woke education dreams

NAIROBI, Kenya (AP) — What began as a childhood hobby more than six decades ago has led to what might be Africa's largest butterfly collection in a suburb of Kenya's capital. Steve Collins, 74, was born and raised in western Kenya. By the age of 5, he was fascinated by butterflies and started building a collection that has grown to more than 4.2 million, representing hundreds of species. “My parents encouraged us to look for butterflies after visiting the Congo and were gifted a trapping net by some friends," Collins said. “By the time I was 15 years old, I was already visiting other countries like Nigeria to study more about butterflies.” During his 20-year career as an agronomist, Collins dedicated his free time to research. He established the African Butterfly Research Institute in 1997. Now, running out of space and time, he hopes to hand it over to the next generation. On his 1.5 acres (0.6 hectare) of land, hundreds of indigenous trees and flowering bushes form a well-knit forest. Hundreds of butterflies dance from one flower to another, at times landing on Collins' hand. His collection is private, although it was initially open to the public when he ran it as an education center between 1998 and 2003. Collins has 1.2 million butterflies from across Africa delicately pinned in frames and stored in rows of shelves, with another 3 million in envelopes. “They need to be kept in dark spaces," he said. “The form of storage also ensures the dried butterflies are not eaten by other insects, parasites and predators. We also ensure we apply insecticides once a year to keep them safe.” Julian Bayliss, an ecologist specializing in Africa and a visiting professor at Oxford Brookes University, said he has collected butterflies for Collins over two decades. “There is a large part of that collection that is completely irreplaceable because a large part of Africa’s habitat is being destroyed,” Bayliss said. Africa is vulnerable to climate change, with periods of prolonged drought and serious flooding destroying forests and other butterfly habitats. Bayliss suggested digitizing the collection to make it accessible worldwide. Whoever takes it over "needs to be an institution that is well-founded, well-funded and secure,” he said. Scott Miller, an entomologist at the Smithsonian Institution, met Collins almost 30 years ago. He said such collections provide critical information that could show environmental changes over 60 years. “These physical specimens, you can actually keep going back to them to get new layers of information as you learn more or you get a different technology or you get different questions," he said. Collins is concerned that soon he will no longer be able to sustain his research. He said his most prized butterfly costs $8,000 — which he keeps from sight, concerned about possible theft — and hopes to sell the collection to an individual or research institution. The costs of running his institute are high. An annual budget posted in 2009 on the Lepidopterists' Society of Africa website was $200,000. Collins estimates that the specimens and other assets are worth $8 million. “This has been my hobby for decades, and I can’t put a price on what I have done so far. I’m currently seeking to ensure the species are in safe hands when I’m out of this world,” he said. Associated Press journalist Khaled Kazziha in Nairobi, Kenya, contributed to this report.

Have you ever heard of the term Digital Detox and its impact? In today’s world, we humans spend a lot of time with various digital screens. This term emerged from our inability to break free from the rapidly changing landscape of cultural communication. So, in this article, I will share with you what I understand about Digital Detox. Starting a digital detoxification begins with setting clear and meaningful goals. Take some time to reflect on why you feel the need to take a break from technology and what you want to gain from it. Perhaps you’re aiming to reduce stress caused by constant notifications and online demands, or maybe you want to improve your sleep quality by stepping away from screens before bedtime. Your goal could also be as simple as spending more quality time with your family and friends, free from digital distractions. Whatever your reasons, having a clear purpose will help keep you motivated and focused throughout your detox journey. Creating boundaries is a key step in a successful digital detox. Start by setting specific times during your day or week when you commit to being device-free. For instance, you might decide to put your phone away during meals so you can focus on enjoying your food and connecting with those around you. Another idea is to establish a screen-free routine before bedtime to help your mind unwind and improve your sleep quality. You could even dedicate entire weekends to disconnecting from devices and engaging in offline activities. These boundaries allow you to take control of your time, fostering healthier habits and a better balance between your digital and real-world life. Informing others about your digital detox is an important step to ensure success. Let your friends, family, and colleagues know about your plan so they can understand why you might be less available or slower to respond. By sharing your goals, you also invite their support, which can help you stay committed. For example, your loved ones might refrain from sending unnecessary messages or help you stick to your boundaries by encouraging offline activities. Open communication ensures that those around you won’t misinterpret your reduced online presence and can even inspire them to join you in prioritizing real-world connections. Finding alternatives to screen time is a crucial part of a successful digital detox. Instead of reaching for your devices, explore activities that allow you to unplug and focus on the present moment. For example, immerse yourself in a captivating book, which can transport you to another world and stimulate your imagination. You might also enjoy going for a walk, which not only helps clear your mind but also keeps you physically active. Picking up a new hobby, such as painting, gardening, or cooking, is another excellent way to spend your time productively and creatively. By replacing screen time with fulfilling offline activities, you’ll discover new interests and enjoy a healthier, more balanced lifestyle. Using technology mindfully is an essential part of maintaining a balanced digital detox. Instead of defaulting to mindless scrolling through social media or getting lost in endless online content, make a conscious effort to use your devices with intention. For instance, if you’re online, focus on activities that are productive or enriching, such as learning a new skill, connecting meaningfully with friends, or managing essential tasks. Set limits on your screen time and be aware of how you’re using technology, ensuring it adds value to your life rather than simply filling time. This mindful approach helps you stay in control and prevents digital habits from dominating your day. A gradual reduction in screen time is an effective way to ease into a digital detox and make the transition more manageable. Instead of abruptly cutting off your device usage, start small by setting achievable daily limits. For example, you could begin by reducing the time you spend on social media by 15 minutes each day or turning off your devices an hour before bed. Over time, these small changes will add up, helping you adjust without feeling overwhelmed. This step-by-step approach not only makes the detox more sustainable but also allows you to build healthier digital habits at a pace that works for you. One of the greatest benefits of a digital detox is improved mental health. Constant exposure to social media and the endless stream of notifications can often lead to stress and anxiety, as people feel pressured to stay connected or compare themselves to others online. By stepping away from these digital distractions, you give your mind a much-needed break, allowing you to relax and focus on the present. Over time, reduced screen time can lead to a calmer, more balanced mindset, helping you feel more in control of your emotions and less overwhelmed by the demands of the digital world. A digital detox can lead to better sleep, especially when you reduce screen time in the hours before bedtime. The blue light emitted by screens interferes with the production of melatonin, the hormone that regulates sleep, making it harder to fall and stay asleep. By stepping away from devices in the evening, you allow your body to follow its natural sleep-wake cycle. This simple change can result in deeper, more restorative sleep, leaving you feeling refreshed and energized the next day. Over time, this improved sleep quality contributes to better overall health and well-being. A digital detox can greatly enhance your focus and productivity. When you cut down on the constant digital distractions, such as checking notifications or scrolling through social media, it becomes easier to concentrate on important tasks. Without the interruptions of emails, messages, or apps, your mind can focus more deeply on what you’re doing, leading to better results in less time. This increase in productivity allows you to accomplish more, whether at work, school or in personal projects, while also feeling more satisfied with your progress. Over time, the habit of reducing distractions will help you develop stronger focus and a more efficient work routine. A digital detox can lead to stronger relationships by fostering more face-to-face interactions and quality time with your loved ones. When you reduce screen time, you’re more present and attentive, allowing you to engage in meaningful conversations without distractions. Spending uninterrupted time together helps deepen emotional connections and create lasting memories. Whether it’s enjoying a meal together, playing games, or simply having a heartfelt chat, these moments strengthen bonds and improve communication. By prioritizing real-world connections over digital ones, you’ll cultivate deeper, more fulfilling relationships that are built on genuine connections and shared experiences. Taking a break from screens can significantly boost your creativity. Without the constant noise and information overload from digital devices, your mind has the freedom to wander and think more deeply. This mental space allows for new ideas to emerge and creative solutions to form. Engaging in offline activities like walking, journaling, or simply daydreaming can help your brain make connections it might not have otherwise, leading to fresh perspectives and innovative thinking. By stepping away from screens, you allow yourself to tap into your creative potential and explore new ways of thinking and problem-solving. Reducing screen time can have a positive impact on your physical health by encouraging more movement and less sedentary behaviour. When you’re not spending hours in front of a screen, you’re more likely to engage in physical activities like walking, exercising, or even simple tasks like cleaning and cooking. These activities help reduce the risks associated with a sedentary lifestyle, such as obesity, poor posture, and heart disease. By prioritizing movement and spending less time on devices, you improve your overall fitness and energy levels, which leads to a healthier and more active lifestyle. Contemplating the importance of a digital detox reveals the profound impact technology has on our daily lives and well-being. In our hyper-connected world, constant notifications, social media pressures, and screen time can lead to increased stress and anxiety. By stepping back and setting meaningful goals for a digital detox, individuals can regain control over their lives, reduce mental clutter, and enhance their overall quality of life. Reflecting on the reasons behind the need for a detox – whether it’s to improve sleep, strengthen relationships, or simply find more time for personal growth – can provide the motivation needed to commit to the process and achieve lasting benefits. Furthermore, the practice of creating boundaries and finding alternatives to screen time can foster healthier habits and a more balanced lifestyle. By setting aside device-free times, such as during meals or before bedtime, individuals can engage more deeply with the world around them and reconnect with loved ones. Exploring offline activities like reading, walking, or pursuing new hobbies not only helps reduce screen dependence but also stimulates creativity and personal development. This mindful approach to technology use encourages a more intentional and fulfilling way of living, where digital tools enhance rather than dominate one’s life. All in all, a digital detox offers numerous benefits that extend beyond just reducing screen time. It promotes improved mental health, better sleep, heightened focus, and stronger relationships. By setting clear goals, establishing boundaries, and mindfully using technology, individuals can achieve a healthier and more balanced lifestyle. The key lies in taking small, gradual steps to make the transition manageable and sustainable. As people become more conscious of their digital habits, they can enjoy the positive changes that a digital detox brings, ultimately leading to a more satisfying and enriched life.