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SAN DIEGO, Dec. 11, 2024 (GLOBE NEWSWIRE) -- In a groundbreaking move, Quick Custom Intelligence (QCI) and Lucky Eagle Casio & Hotel have announced a strategic enterprise partnership that will revolutionize the gaming and hospitality industry in the Washington market, setting the stage for a dynamic synergy between technology and hospitality. The software deployment has been completed and training will begin soon. The state-of-the-art platform is expected to enhance operations, optimize service and ensure guests have an unparalleled experience. JaNessa Bumgarner, CEO of Lucky Eagle Casino & Hotel, expressed her enthusiasm for the partnership, saying, "We at Lucky Eagle Casino & Hotel are thrilled to embark on this transformative journey with QCI. The QCI platform is a game-changer, and we believe it will not only streamline our operations but also elevate the level of service and entertainment we provide to our valued guests. With QCI's innovative solutions, we are confident in our ability to deliver an unparalleled gaming experience in the Washington market. This partnership aligns perfectly with our commitment to excellence and innovation." Andrew Cardno, CTO of QCI, echoed this sentiment, expressing his satisfaction with the newly formed partnership, "At QCI, we value partnerships that are built on mutual respect, shared vision, and commitment. Our collaboration with Lucky Eagle Casino & Hotel is the epitome of such a relationship. We've been deeply impressed by the Lucky Eagle Casino & Hotel team, their passion for excellence, and their unwavering dedication to enhancing guest experiences. I'm proud and excited about the journey ahead and confident that together, we'll set new standards in the Washington market." ABOUT Lucky Eagle Casino & Hotel Lucky Eagle Casino & Hotel is proudly owned and operated by The Confederated Tribes of the Chehalis Reservation. The Chehalis Tribe is a vital community with rich cultural traditions that have endured for centuries. They honor their proud history and advance their vision by expanding business opportunities, educational resources and healthcare and outreach services. Lucky Eagle Casino & Hotel is an award winning casino resort located in Rochester, Washington. We offer the newest in slots, table games, bingo, sportsbook, pet friendly hotel, award winning restaurants and much more! To learn more about us, please visit our website luckyeagle.com . ABOUT QCI Quick Custom Intelligence (QCI) has pioneered the revolutionary QCI Enterprise Platform, an artificial intelligence platform that seamlessly integrates player development, marketing, and gaming operations with powerful, real-time tools designed specifically for the gaming and hospitality industries. Our advanced, highly configurable software is deployed in over 175 casino resorts across North America, Australia, New Zealand, Canada, Latin America, and The Bahamas. The QCI AGI Platform, which manages more than $24 billion in annual gross gaming revenue, stands as a best-in-class solution, whether on-premises, hybrid, or cloud-based, enabling fully coordinated activities across all aspects of gaming or hospitality operations. QCI's data-driven, AI-powered software propels swift, informed decision-making vital in the ever-changing casino industry, assisting casinos in optimizing resources and profits, crafting effective marketing campaigns, and enhancing customer loyalty. QCI was co-founded by Dr. Ralph Thomas and Mr. Andrew Cardno and is based in San Diego, with additional offices in Las Vegas, St. Louis, Dallas, and Tulsa. Main phone number: (858) 299.5715. Visit us at www.quickcustomintelligence.com . About Andrew Cardno Andrew Cardno is a distinguished figure in the realm of artificial intelligence and data plumbing. With over two decades spearheading private Ph.D. and master's level research teams, his expertise has made significant waves in data tooling. Andrew's innate ability to innovate has led him to devise numerous pioneering visualization methods. Of these, the most notable is the deep zoom image format, a groundbreaking innovation that has since become a cornerstone in the majority of today's mapping tools. His leadership acumen has earned him two coveted Smithsonian Laureates, and teams under his mentorship have clinched 40 industry awards, including three pivotal gaming industry transformation awards. Together with Dr. Ralph Thomas, the duo co-founded Quick Custom Intelligence, amplifying their collaborative innovative capacities. A testament to his inventive prowess, Andrew boasts over 150 patent applications. Across various industries—be it telecommunications with Telstra Australia, retail with giants like Walmart and Best Buy, or the medical sector with esteemed institutions like City Of Hope and UCSD—Andrew's impact is deeply felt. He has enriched the literature with insights, co-authoring eight influential books with Dr. Thomas and contributing to over 100 industry publications. An advocate for community and diversity, Andrew's work has touched over 100 Native American Tribal Resorts, underscoring his expansive and inclusive professional endeavors. Contact: Laurel Kay, Quick Custom Intelligence Phone: 858-349-8354Pep Guardiola makes 'delusional' point after noticing something in Liverpool game - Liverpool.com

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One by one, tycoons who built their wealth on China’s economic rise have been giving up their trophy homes in Hong Kong. Two apartments in a Frank Gehry glass-and-steel tower that twists out of the mountainside. Three European-style mansions with turrets and swimming pools. Four white villas sitting in a row. Creditors seized the homes of Evergrande chairman Hui Ka Yan, which were collectively worth more than $US190 million, after the company collapsed. One of them sold this year for $US58 million, less than half of the $US130 million that a company tied to Evergrande and Hui had paid for it in 2009. Credit: Bloomberg All but two of the properties have already sold for tens of millions of dollars each. And while it might be hard to believe, each one was a steal — snatched up for discounts of one-third to more than half of the previous values. Hong Kong’s housing market has long had an are-you-kidding-me feel to it. For nearly 20 years, property prices have climbed higher and higher, turning it into one of the most unaffordable cities in the world, where the poor rented subdivided apartments so small they were colloquially known as “coffin homes.” Now, many of the same people who contributed to the housing market’s inequities, from the builders to the wealthy speculators, have found themselves being forced to sell their prized homes fast. Their riches had swelled with an unfathomable rise in China’s real estate market, and its collapse and aftermath have left many short on cash. Most notable among them is Hui Ka Yan of the onetime property giant China Evergrande. Creditors seized his European-style homes, which were collectively worth more than $US190 million ($291 million), after the company collapsed . One of them sold this year for $US58 million, less than half of the $US130 million that a company tied to Evergrande and Hui had paid for it in 2009, according to the global real estate firm Knight Frank. A Hong Kong court ordered China Evergrande to liquidate this year, setting off a search by its foreign investors who were owed money for anything that could be sold off. Chinese authorities took Hui away last year and accused him and Evergrande of fraud. “Everyone is asking for money,” said Joseph Tang, the chair of real estate firm JLL in Hong Kong. Businesses are under pressure as the economy continues to slow, the broader property market is under strain and the cost of borrowing has climbed steeply. “The only thing that is sellable is residential property because, if you lower the price enough, there will be buyers,” Tang said. China’s rich are losing so much money that 432 men and women were stripped of their status as billionaires over the past three years, according to the Hurun China Rich List, published by a wealth research firm based in Shanghai. In Gehry’s Opus Hong Kong building, which has 12 luxury apartments, two of the recent sellers were once among China’s richest men: property developers Chen Hongtian and Chen Changwei. Credit: NYT Famous for its skyline of glass towers that once symbolised the city’s economic prowess, Hong Kong’s landscape is now a visual reminder of its problems. The city is still trying to reclaim its title as a hub for international finance and recover from the collateral damage caused by years of strict pandemic policies that made travel to the city at times impossible. In addition, political changes in Hong Kong have raised the legal stakes for Western companies. It was not just the owners of fancy homes who were caught out when the tide receded. Landlords of signature Hong Kong office buildings that housed the world’s best-known financial, legal and corporate institutions are scrambling to bring in new tenants to replace companies that have left. Busy shopping areas once crammed with small stores are still suffering from fewer tourists, and some storefronts remain boarded up. Nearly 17 per cent of commercial property is empty, according to CBRE, the real estate firm. The changes are rippling through the financial system, too. Banks that were once reliable lenders to Hong Kong’s property sector have suffered a surge in defaults from commercial real estate this year. The property sector is “working through its worst downturn since the Asian financial crisis” of 1997, and the sharpest pain is being felt by financial institutions, analysts at the ratings agency S&P Global wrote in a report. In response, lenders are charging more to landlords and developers whom they lend to. Famous for its skyline of glass towers that once symbolised the city’s economic prowess, Hong Kong’s landscape is now a visual reminder of its problems. Higher interest rates and a strong currency have made it even more difficult to bounce back. The Hong Kong dollar is pegged to the US dollar, and for four years, the Federal Reserve kept interest rates high to fight American inflation. As the Fed cut rates this year, Hong Kong’s monetary authority followed, lowering the interest rate in September to 5.25 per cent. But that is still the highest point since 2007. The fate of Hong Kong’s currency may depend on the US central bank, but its economy is closely linked to the rest of China, where growth has slowed and prices have fallen. Hong Kong real estate is feeling China’s pain. “Overall, the economy of China has always had a close relationship with Hong Kong, and the property market has always been highly correlated,” said Hannah Jeong, an executive director at CBRE. “When China’s economy goes down, Hong Kong’s economy follows,” she said. The high-end luxury property sales have been dominated by what are known as “distressed sellers,” including some who are heavily exposed to the Chinese economy, according to Jeong. In many of these cases, their homes have been seized by a bank or creditors that are owed money. Four villas on Plantation Road recently sold for $US141 million, a little less than half the previous sale price in 2017. Credit: NYT Most of these properties were bought during a different era, when Hong Kong was flush with money from a booming China. In Gehry’s Opus Hong Kong building, which has 12 luxury apartments, two of the recent sellers were once among China’s richest men: property developers Chen Hongtian and Chen Changwei. (They are not related.) Local news reports said Chen Hongtian’s apartment was one of a number of properties seized by lenders, including a 9000-square-foot home that he had purchased soon after the Opus property in 2015. His Opus apartment was “a little bit too tiny,” he told the local South China Morning Post in 2016. He also told the newspaper that luxury homes for sale in Hong Kong were “extremely rare.” No longer. A short drive away from Opus, along a winding road, is Black’s Link, where a cluster of three mansions once tied to Hui of Evergrande is. They are on sale for more than $US190 million — one has been sold so far. The prices on the other two have come down since they were first listed last year. Nearby on Plantation Road, four mansions recently went for $US141 million, nearly half of what the sellers paid for it. Property experts expect more deals to come. Nearly two dozen properties, each worth $US50 million or more, have come on the market in Hong Kong this year. This article originally appeared in The New York Times . The Business Briefing newsletter delivers major stories, exclusive coverage and expert opinion. Sign up to get it every weekday morning .

Fabrum, a New Zealand company leading the world in zero-emission transition technologies, has collaborated on the design and build of a zero-emission hydrogen-powered boat H2Ocean with King Watercraft, a developer of sophisticated New Zealand made rigid inflatable boats. The H2Ocean hydrogen-powered rigid inflatable boat (RIB), a zero-emissions solution suitable for tourism, commercial and leisure activities, will begin sea trials in January 2025. The boat can be adapted to suit the environment and operations of the end user – and be equipped to carry up to 12 people, making it ideal for tourism and ferrying activities, or fewer people and specialist equipment, making it ideal for coastguard, servicing and event-based activities. The boat carries 18kg of 350 bar hydrogen gas, supplied to a fuel cell, which in turn maintains charging to a battery bank that is used to power the two electric stern legs. Christopher Boyle, Executive Chair, Fabrum (left) with Will King, Founder, King Watercraft (right) and H2Ocean. Christopher Boyle, Fabrum’s Executive Chair, said: “It’s exciting to be enabling another world-leading zero-emissions hydrogen project with our high-performance hydrogen-powered RIB boat. In collaboration with King Watercraft, we are bringing our expertise in hydrogen propulsion systems to this project, which showcases how hydrogen can support a new future pathway for the marine industry to decarbonise. This initiative has added significance as our companies are based in Christchurch, fast becoming known as the Hydrogen City of New Zealand.” “Hydrogen’s adaptability to different sectors and capability to meet the diverse energy needs of industries with varying power and operational requirements underscores the potential for hydrogen to be a cornerstone of the future energy landscape to support global decarbonisation efforts, reduce reliance on fossil fuels, and enable energy security and sustainability. The Fabrum team is committed to leading the way with world-leading zero-emission hydrogen projects.” King Watercraft team with H2Ocean. Left to right: Will King (Founder), Tom Donachie (Fabricator), Aidan Stewart (Tube Fabricator), and Darren Fielding (Fabricator). Will King, Founder and Managing Director of King Watercraft, said: “For over 10 years, we have focused on producing bespoke RIBS designed specifically for the needs of our customers in New Zealand and beyond. What makes us unique is our ability to push design boundaries to stand out from the crowd, always striving to be one step ahead. With a focus on being at the forefront of sustainable propulsion, the shared values of King Watercraft and Fabrum brought this idea to life and together, this project offers a lighter footprint for the marine industry here and around the world.” Source: Fabrum

By RANDALL CHASE, Associated Press DOVER, Del. (AP) — A Delaware judge has reaffirmed her ruling that Tesla must revoke Elon Musk’s multibillion-dollar pay package Chancellor Kathaleen St. Jude McCormick on Monday denied a request by attorneys for Musk and Tesla’s corporate directors to vacate her ruling earlier this year requiring the company to rescind the unprecedented pay package. McCormick also rejected an equally unprecedented and massive fee request by plaintiff attorneys , who argued that they were entitled to legal fees in the form of Tesla stock valued at more than $5 billion. The judge said the attorneys were entitled to a fee award of $345 million. The rulings came in a lawsuit filed by a Tesla stockholder who challenged Musk’s 2018 compensation package. McCormick concluded in January that Musk engineered the landmark pay package in sham negotiations with directors who were not independent. The compensation package initially carried a potential maximum value of about $56 billion, but that sum has fluctuated over the years based on Tesla’s stock price.The Prime Minister insisted the UK will back Ukraine “for as long as it takes” as he made a speech at the Lord Mayor’s Banquet in London, but for the first time acknowledged the conflict could move towards a negotiated end. Ukrainian President Volodymyr Zelensky has in recent weeks suggested he is open to a possible ceasefire with Vladimir Putin’s Russia. Kyiv and its European allies meanwhile fear the advent of Donald Trump’s return to the White House could result in American aid being halted. President-elect Trump has said he would prefer to move towards a peace deal, and has claimed he could end the conflict on “day one” of his time in power. As he attempts to strike up a good relationship with the incoming president, Sir Keir revealed he had told Mr Trump the UK “will invest more deeply than ever in this transatlantic bond with our American friends in the years to come”. In his speech at London’s Guildhall, the Prime Minister said there is “no question it is right we support Ukraine”, as the UK’s aid to Kyiv is “deeply in our self-interest”. Allowing Russia to win the war would mean “other autocrats would believe they can follow Putin’s example,” he warned. Sir Keir added: “So we must continue to back Ukraine and do what it takes to support their self-defence for as long as it takes. “To put Ukraine in the strongest possible position for negotiations so they can secure a just and lasting peace on their terms that guarantees their security, independence, and right to choose their own future.” Mr Zelensky told Sky News over the weekend he would be open to speaking with Mr Putin, but branded the Russian president a “terrorist”. He also suggested Ukrainian territory under his control should be taken under the “Nato umbrella” to try to stop the “hot stage” of the war with Russia. In a banquet speech focused on foreign affairs, the Prime Minister said it was “plain wrong” to suggest the UK must choose between its allies, adding: “I reject it utterly. “(Clement) Attlee did not choose between allies. (Winston) Churchill did not choose. “The national interest demands that we work with both.” Sir Keir said the UK and the US were “intertwined” when it came to commerce, technology and security. The Prime Minister added: “That’s why, when President Trump graciously hosted me for dinner in Trump Tower, I told him that we will invest more deeply than ever in this transatlantic bond with our American friends in the years to come.” He also repeated his commitment to “rebuild our ties with Europe” and insisted he was right to try to build closer links with China. “It is remarkable that until I met President Xi last month there had been no face-to-face meeting between British and Chinese leaders for six years,” the Prime Minister said. “We can’t simply look the other way. We need to engage. To co-operate, to compete and to challenge on growth, on security concerns, on climate as well as addressing our differences in a full and frank way on issues like Hong Kong, human rights, and sanctions on our parliamentarians,” he added. The Prime Minister said he wants Britain’s role in the world to be that of “a constant and responsible actor in turbulent times”. He added: “To be the soundest ally and to be determined, always, in everything we do. “Every exchange we have with other nations, every agreement we enter into to deliver for the British people and show, beyond doubt, that Britain is back.” Ahead of Sir Keir’s speech, Lord Mayor Alastair King urged the Prime Minister and his Government to loosen regulations on the City of London to help it maintain its competitive edge. In an echo of Sir Keir’s commitment to drive the UK’s economic growth, the Lord Mayor said: “The idealist will dream of growth, but the pragmatist understands that our most effective machinery to drive growth is here in the City, in the hands of some of the brightest and most committed people that you will find anywhere in the world.”

Businesses and consumers in China found the 11.11 or the annual Singles’ Day shopping festival less attractive this year amid a sluggish economy, forcing e-commerce firms to look abroad for growth. Online service provider and e-commerce platform Alibaba started the now-famous event on Nov. 11, 2009, offering attractive discounts to entice shoppers to spend more. The extravaganza, also known as “Double 11,” has since expanded to other platforms in China — like JD.com and Pinduoduo — and abroad. It has long been regarded as a barometer of consumer sentiment. While Singles’ Day was previously a one-day event, shopping platforms in China now kickstart the festival weeks ahead to drum up sales volume. Even some brick-and-mortar stores join the festival by launching sales campaigns and hanging promotional banners and posters in the hopes of luring shoppers. But amid China’s lagging domestic economy, dragged down by a real estate crisis and deflationary pressures , consumers no longer go all out during the shopping extravaganza. Meanwhile, e-commerce platforms grappling with a slowing domestic market have turned to overseas markets to seek new growth, offering promotions like global free shipping and allowing merchants to sell worldwide with ease. Alibaba, for example, said in a blog post on its Alizila site that some 70,000 merchants saw sales double with global free shipping. In markets like Singapore and Hong Kong, new customers also doubled, the e-commerce company said. Since the festival began in late October, “I have only spent a few hundred yuan on daily necessities,” said Wang Haihua, who owns a fitness center in the capital, Beijing. Wang said that the prices offered on e-commerce platforms during Singles’ Day are not necessarily cheaper than usual. “They’re all tricks and we’ve seen through it over the years,” she said. Zhang Jiewei, a 34-year-old who runs a barber shop in the city of Xi’an, echoed Wang’s sentiments, saying that he no longer trusts Singles’ Day promotions as some merchants tend to raise the usual prices before offering a discount, giving consumers the illusion they are getting a deal. “I used to buy a lot two or three years ago and I even purchased a mobile phone (during Singles’ Day),” he said. However, following the coronavirus pandemic, he stopped “because of lower income.” “I am not going to buy anything this year,” Zhang said. Some experts say that Beijing’s recent stimulus measures have had little impact on boosting consumer confidence. Most Filipino TikTok users start Christmas shopping early, hunt for bargains, study says Online shopping scams: How to avoid them “People are not interested in spending and are cutting back on big-ticket items,” said Shaun Rein, founder and managing director of China Market Research Group in Shanghai. “Since October 2022, the weak economy means that everything has been on discount year-round, 11.11 is not going to bring in more discounts than the month before.” Rein said he expects low growth for the Singles’ Day shopping festival as consumers tighten their spending in anticipation of difficult economic times ahead. Categories such as sportswear and fitness, however, have been doing well as customers “trade down a Gucci bag for Lululemon sportswear,” he said. Jacob Cooke, CEO of e-commerce consultancy WPIC Marketing + Technologies, said that despite the luxury downturn, the shopping festival still showed strong sales for goods in premium price brands across categories like mother-baby, personal care and toys, as well as outdoor and sport. “There’s a clear shift in consumer priorities towards experiences, hobbies, and health,” Cooke said. “With record-level platform subsidies and generous membership programs like Alibaba’s 88VIP, consumers actually showed a preference for premium branded goods during this year’s festival.” Platforms like JD.com and Alibaba previously used to publish the total value of the festival’s transactions, but have stopped since 2022. While yearly growth used to be in the double digits, estimates of recent figures have dwindled to low single-digit growth. Syntun, a data provider, estimated that last year’s gross merchandising volume sales across major e-commerce platforms grew just 2% to 1.14 trillion yuan ($156.40 billion), a far cry from double-digit growth before COVID-19. Alibaba also owns popular e-commerce platforms Taobao and Tmall, Even some merchants who typically participated in the festival say the high cost of advertising no longer pays off as sales dwindle. Zhao Gao, who owns a garment factory in eastern Zhejiang province, said that after paying to advertise on e-commerce platforms, he would only break even after sales. “The platforms have so many rules for promotions and customers have become more skeptical,” he said. “As a merchant, I no longer participate in the Singles’ Day promotions.” Another merchant, Du Baonian who runs a food company processing mutton in Inner Mongolia, said consumers spend less and his overall sales were down by 15% compared to the past year. He still takes part in the Singles’ Day promotions but said the higher expenses do not typically generate returns because of slow sales. “We are seeing shrinking revenue, but advertisement on the platform can help us maintain our leading sales position,” he said, adding that he was considering advertising on more e-commerce platforms to target more consumers.It's beginning to look like another record for holiday travelDelaware judge reaffirms ruling that invalidated massive Tesla pay package for Elon MuskEY Partners With The National Association For The Blind For 'Talking Books'

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PARIS (AP) — France punished an undisciplined Argentina by 37-23 on Friday and swept its three autumn rugby tests. First-half tries from lock Thibaud Flament and right winger Gabin Villière, a penalty try and Thomas Ramos’ unerring goalkicking put Les Tricolores out of reach by halftime at 30-9 up. Left winger Louis Bielle-Biarrey added France’s fourth try in the second half while Argentina rallied with tries by prop Thomas Gallo and replacement hooker Ignacio Ruiz to trail 37-23 with 10 minutes left, but ran out of time at Stade de France. Fabien Galthié’s side scored freely in the three tests, routing Japan 52-12 and edging New Zealand 30-29 . “I would like to praise all the players, for me there are only positives to take,” the coach said. “They are all winners for me.” He also warned players who complained about being left out, after flyhalf Matthieu Jalibert reportedly asked to be left out of the New Zealand game because he did not want to be a reserve . “It’s very much a team sport. The squad is bigger than any individual,” Galthié said. “Players are here to strengthen the squad. Let there be no confusion about that.” RELATED COVERAGE Penalty-bitten Ireland defends unbeaten record against Fiji in Dublin Wing ‘wizard’ Harry Potter to play for Australia’s rugby team. He knows the puns are coming Etzebeth to start for Springboks as late replacement for Kleyn Felipe Contepomi’s Pumas didn’t carry their Rugby Championship form into the autumn. They crushed Italy 57-17 and just failed to beat Ireland for the first time. The Pumas beat France in July in Buenos Aires but they have not won in France for 10 years. Despite an early harsh-looking yellow card to captain Julian Montoya for twisting the leg of Jean-Baptiste Gros, who had to leave the game, Argentina was in the contest at 13-9 down after 33 minutes. Then came a dramstic seven minutes. Villiere smashed over from an offload by fullback Leo Barre, and consecutive chipped kicks by Antoine Dupont and Ramos set up Bielle-Biarrey to score until Pumas flanker Juan Martin Gonzalez batted the ball away, but forward. France received a penalty try and Gonzalez was yellow-carded. Right on halftime, Ramos’ fifth successful goalkick made it a commanding 30-9 and swept him past Thierry Lacroix, Morgan Parra and Dimitri Yachvili on France’s all-time list of highest point-scorers. Ramos’ next goalkick, perhaps in the Six Nations, will lift him past Christophe Lamaison’s 380 points with only Frederic Michalak’s 436 higher. The second half was better from Argentina and an attacking lineout led to Gallo’s try, which flyhalf Tomas Albornoz converted. Pumas hopes of a comeback were dashed moments later when Bielle-Biarrey chased down his own kick in the left corner for tries in every test this autumn. Both kickers were perfect off the tee, with Ramos nailing six for 15 points and Albornoz five for 13 points. “It’s one of our strengths having players who can perform in different positions,” said Ramos, who has converted from fullback into a slick flyhalf without losing any of his kicking accuracy. France had one last attack and thought it scored another try, but replacement center Emilien Gailleton’s effort down the left was ruled out for a knock-on in the buildup. “Three matches, three wins, and we finished things off here in front of our fans. What more could you ask for?” posed flanker Charles Ollivon, who made 16 tackles. “We knew Argentina would be aggressive, they seem to be even more so when they come to play here. We faced up to it.” ___ AP rugby: https://apnews.com/hub/rugbySACRAMENTO, Calif. — It's the season of gifting and we're not just talking about what you'll give to family and friends there are a variety of ways you can uplift your favorite charity. Kathryn McCall, CFP and vice president at CapTrust, said you can put away your wallet because she has three favorite methods of donating including a Donor-Advised-Fund, the Qualified Charitable Distribution and the transfer of highly appreciated stock. "Donor-Advised-Fund to save on taxes — if this was a good income year for you — you might consider doing a Donor-Advised Fund as a way to create a large charitable deduction this year," McCall said. "The Donor-Advised-Fund is a unique option, which allows you to get an up-front tax deduction for a large contribution to this account but doesn't require that you distribute the money to a specific charity at that time." To hear McCall's tips on Qualified Charitable Distribution and transferring highly appreciated stock, watch the video above. See more coverage of top California stories here | Download our app | Subscribe to our morning newsletter

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Trump adviser hounded by angry neighbors after he bought home on liberal island off Maine coast Leonard Leo credits with reshaping the conservative U.S. Supreme Court Leo moved to island off Maine where 70 percent voted against Trump By ASSOCIATED PRESS Published: 19:21 GMT, 27 November 2024 | Updated: 19:25 GMT, 27 November 2024 e-mail 4 View comments A former Trump adviser has been hounded by neighbors after moving to a liberal island off Maine . Leonard Leo, a conservative lawyer, has been credited with helping to reshape the U.S. courts and Republican politics. His efforts culminated in Trump's first term with the appointment of three conservative Supreme Court justices, and the overturning of the landmark Roe v. Wade abortion ruling. It turned him into a hero to conservatives and a villain to liberals. In 2020 Leo and his family moved to Mount Desert Island, a tranquil and sparsely populated island off the coast of Maine. It should have led to relatively anonymous life, but a refuge it has not turned out to be. The conservative's presence - despite significant charitable giving to local nonprofits and big spending locally - has generated fissures in a place where over 70 percent of residents voted against Trump in 2024. 'It feels very personal,' Caroline Pryor, 65, who has lived on the island for four decades, told the Associated Press. 'He comes to a small quiet community in the very northeast corner of the country and does this evil, far-reaching work that is going to affect so many millions of people, but he wants to just live this anonymous, quiet life.' The waterfront home of Leonard Leo on a quiet island in Maine. A liberal protester outside Leo's home Local resident's on the island have staged protests outside the conservative lawyer's home In October, just two weeks before November's election, Pryor and a dozen other people, mostly women, gathered outside Leo's estate to protest during the island's annual marathon. They came armed with a cartoonish life-sized puppet of Leo, a rainbow arch for runners to pass through, and blue and pink chalk with which they scribbled slogans including 'You Are Amazing, Leonard Leo Is Not' on the road. The protesters also rang cowbells as a boombox blasted Dolly Parton, Taylor Swift and Queen songs. 'We are making people on the island aware of who he is, and they might question taking his money,' Mary Jane Schepers, one of the protesters, said as she urged runners to flip off Leo's home. 'They are taking dirty money.' Leo, in response to a series of written questions from AP, said he 'had never really thought about' whether his move to the island would spur opposition. He said: 'While I disagree with them and with what some of them do and say, they are people created by God with dignity and worth and their presence has been an invitation to pray for them.' Leo, 59, and his family for decades had vacationed on Mount Desert Island, an idyllic isle known for its rocky beauty, windswept beaches and the famed Acadia National Park. It has a population of 10,000, In 2018, he purchased a $3.3 million, 8,000-square-foot Tudor-style estate in Northeast Harbor, one of Mount Desert Island's wealthiest towns. ederalist Society Executive Vice President Leonard Leo speaks to media at Trump Tower in New York, Nov. 16, 2016 Aerial view of Bar Harbor, Maine. Bar Harbor is a town on Mount Desert Island in Hancock County, Maine and a popular tourist destination A protester holds water for runners during a protest in front of the home of Leonard Leo during the Mount Desert Island Marathon Some of the country's most influential and wealthy people - scions like John D. Rockefeller Jr., billionaires like Mitchell Rales and celebrities such as Martha Stewart - have sought privacy and anonymity on the island. Backlash swiftly followed Leo's arrival. The next year, protesters descended on his home as he hosted a fundraiser for Republican Sen. Susan Collins. He soon drew more protests when he was invited to introduce the then-president of The Heritage Foundation, a conservative think tank, at a nearby college, leading the institution to rescind the invitation. The protests grew near the end of Trump's first term and spiked after the conservative-dominated Supreme Court in 2022 overturned the constitutional right to abortion. Activists' initial goal was to convince Leo to leave but when that failed, they turned their focus to informing residents about the man in the Tudor-style mansion. 'He felt he could come here, and it would be a place to get away' from the negative attention he gets for his politics, said Murray Ngoima, a regular protester. 'We have managed to draw attention to what he is doing. And that is a problem for him.' A sunset on Mount Desert Island in Maine Martha Stewart is one of the most famous people with a home on the island Bar Harbor, a town on Mount Desert Island, Maine The protests have compelled Leo to step up security at his estate. A protester was arrested in 2022, a confrontation with police that led to a lawsuit and $62,500 settlement over First Amendment violations. Amid the protests, Leo has stepped up his charitable giving, telling AP that the activists have 'strengthened our conviction to be as active as possible in helping various institutions on the island.' That has meant tens of thousands of dollars going to local nonprofits. He and his wife, Sally, gave over $50,000 in 2020 to the Island Housing Trust, an organization seeking to boost the amount of affordable housing on the island. The trust's annual giving report also listed Leo as a member of the group's leadership committee. Similar donations were made over the next three years. Messages are written in chalk during a protest in front of the home of Leonard Leo during the Mount Desert Island Marathon Caroline Pryor adjusts the head of a mannequin bearing an image of Leonard Leo during a protest A woman protests in front of the home of Leonard Leo Leo and his wife were also listed as donors to the Mount Desert Island Hospital and the Northeast Harbor Library. But some residents expressed suspicions about Leo's donations. Protesters urged the groups to return the money and compared the donations to the way Leo has influenced Republican politics. 'He is a wolf in sheep's clothing,' said Susan Covino Buell, an island resident. 'We can't just act like he is a regular person in our community.' Buell, 75, resigned her position on the housing nonprofit's campaign committee when Leo got involved with the charity. She had tried to convince the nonprofit to reject the money 'because I just felt it was so tainted,' Buell said. A group of anti-Leo activists also penned an open letter urging the hospital to return its donation because of Leo's role in ending federal abortion protections. Mariah Cormier, a hospital spokeswoman, said the institution accepts 'charitable donations that aid in strengthening the health and vibrancy of our community.' The Mount Desert Island Hospital, a beneficiary of Leonard Leo Leo dismissed the idea his donations were aimed at buying acceptance from a skeptical community, saying people 'can judge for themselves why I do what I do.' It isn't just Leo's philanthropy that is controversial on the island. His business at local establishments presents a quandary for shop owners and service workers. Many said they oppose Leo's political positions, but they need his money to sustain their enterprises, allowing shops and restaurants that once closed during frigid winters to stay open longer. Leo is such a sensitive topic that multiple shop owners declined to be interviewed by the Associated Press. Sheila Eddison protests in front of the home of Leonard Leo A boathouse under renovation on Mount Desert Island The devout Roman Catholic has also donated to the island's Catholic churches. Sacred Spaces Foundation, a nonprofit that counts Leo as its president and sole member, purchased St. Ignatius of Loyola Catholic Church in Northeast Harbor for $2.65 million in 2023 from the Roman Catholic Bishop of Portland. The church now holds one service a week during the summer, when Northeast Harbor is busiest. Leo is a also a regular at another parish, Holy Redeemer, a large stone sanctuary in Bar Harbor where his wife is the head of the music ministry. His presence has driven off some longtime congregants, residents said. Lindy Stretch, an 80-year-old who converted to Catholicism at Holy Redeemer over a decade ago, left the congregation because of what she said was Leo's growing influence in the church. ;I just couldn't stand to watch that,' Stretch said. Asked about people leaving the island church, Leo said he was 'thankful for every person who takes the time to come to Holy Redeemer and is striving to be in union with the church and Christ, regardless of what they do or believe in their private lives.' The Northeast Harbor Library, a beneficiary of Leonard Leo Not everyone is upset about Leo's move to Maine, with Republicans in the state coming to his defense. House Republican Leader Billy Bob Faulkingham, who represents a district just off the island, excoriated the protesters and hailed Leo for 'sticking to his beliefs and donating to the causes he believes in.' Since 2020, Leo's network has funneled over $1 million to conservative causes in the state. But those donations have only deepened the opposition to Leo among his most frequent protesters. 'He is succeeding,' admitted Bo Greene, a 63-year-old protester. 'We are making him uncomfortable. But he is still here.' Politics Maine US Supreme Court Share or comment on this article: Trump adviser hounded by angry neighbors after he bought home on liberal island off Maine coast e-mail Add commentAston Villa denied last-gasp winner in Juventus stalemateTopline President Joe Biden will issue more pardons before he leaves office, White House Press Secretary Karine Jean-Pierre said Monday, a day after Biden’s surprise pardon of his son, Hunter Biden, as lawmakers and advocates make a final push for pardon requests as Biden’s term winds down—though Biden has remained mum about who could get clemency. Key Facts What To Watch For Jean-Pierre told reporters Monday they can expect more pardons before the end of Biden’s term on Jan. 20. Big Number 26. That’s the number of pardons Biden has issued since 2021, including his son Hunter Biden. In April, he pardoned 11 people convicted of non-violent drug offenses he said had shown a commitment to improving their lives. Key Background Biden announced Sunday he pardoned his son Hunter Biden for his felony convictions, claiming the Justice Department was politically motivated when it prosecuted him for a set of tax and gun charges. Biden announced the decision despite saying previously he would not pardon his son. Hunter Biden was set to be sentenced later this month on charges of lying on the federal paperwork required to purchase a gun by saying he was not a drug user and for failing to pay over $1 million in taxes on time. In announcing the decision, Biden said it is extremely rare for the Justice Department to bring charges for lying on the gun form. The president also claimed the DOJ doesn’t typically prosecute people who “were late paying their taxes because of serious addictions, but paid them back subsequently with interest and penalties,” referencing Hunter Biden’s well-documented addiction to crack cocaine at the time. The pardon prohibits the federal government from prosecuting the younger Biden for any alleged offenses that have occurred since the start of 2014, in addition to clearing his record of the felony tax and gun charges. The decision drew bipartisan blowback , including from Trump, who called it “an abuse and miscarriage of Justice” in a Truth Social post. Further Reading Democrats Blast Hunter Biden’s Pardon: Here’s How Both Sides—And Trump—Are Reacting (Forbes) Joe Biden Pardons His Son Hunter For Felonies (Forbes) Trump Teases Jan. 6 Rioter Pardons After Biden Pardons His Son—Here’s Who Else Trump Might Pardon (Forbes)Every year, I’m asked to provide my “predictions” for the New Year. With the New Year now less than two weeks away, today is a perfect day to do that. So, without further ado, here are my five predictions for 2025. Prediction No. 1: Global Central Banks Set to Continue to Cut Key Interest Rates The European Central Bank (ECB) kicked off the December rate cuts last week, slashing its key interest rate by 0.25% for the fourth time this year. The reality is that the European economy is floundering, and the ECB only expects 1.1% annual GDP growth this year. That’s down from previous estimates of 1.3%. So, the ECB will need to continue loosening its monetary policy with more rate cuts in 2025 to protect economic growth in the European Union. A Bloomberg survey anticipates that the ECB will cut its key interest rate to 2% by June 2025. Key interest rates currently stand at 3%. So, if the ECB continues to cut rates by 0.25%, then four more rate cuts may be forthcoming. This is good news for the U.S. The fact is that a decline in European interest rates should trigger a big rally in U.S. Treasuries. This will, in turn, bring interest rates lower and encourage the Federal Reserve also to cut key interest rates. Remember, the Fed never fights market rates. The one problem, though, is inflation. Recent data reports showed that inflation on both the consumer and wholesale levels ticked up in November. As we discussed in Thursday’s Market 360 , this week’s Federal Open Market Committee (FOMC) statement and updated “dot plot” both signaled that the Fed was renewing its focus on inflation and shifting away from unemployment. Prediction No. 2: U.S. Remains Economic Growth Engine Global economic growth has tapped the brakes, especially with the recent chaos in Europe. To review, the two largest economies in Europe – Germany and France – are both on the verge of a recession, given a slowdown in manufacturing and services, as well as political unrest. Germany has an election scheduled for February, with a new chancellor anticipated. French President Macron’s party has a minority in Parliament and continues to be undermined by Marine Le Pen’s National Rally Party. If the chaos in Europe persists, don’t be surprised if the euro “breaks a buck” and reaches parity with the U.S. dollar. The ECB’s key interest rate cuts will also further undermine the euro in 2025. The good news is that we don’t have political chaos or recession fears in the U.S. – and as a result, I suspect the U.S. will remain the economic growth engine of the world. There are a few key reasons why the U.S. economy continues to expand... Now, it’s also important to note that one of Trump 2.0’s first agenda items is to end the manufacturing recession in the U.S. You may recall that manufacturing has been in a recession for 24 of the past 25 months, according to the Institute of Supply Management (ISM). Once the manufacturing sector starts to grow again, 4% annual GDP growth is possible. Another agenda item is to end the senseless wars in the Middle East and between Russia and Ukraine. If Trump 2.0 can do this, the world would benefit from a “peace dividend” like the one experienced when Bill Clinton was president. And if there is peace in the world, then 5% annual GDP growth is possible. Overall, if the U.S. is firing on all cylinders in 2025, then 4% to 5% annual GDP growth is a very real possibility. Prediction No. 3: Trump 2.0 Should Boost the Oil & Gas Industry Trump 2.0 is simply a “godsend” for the natural gas industry. When Trump takes office in January, the existing ban on federal lands is expected to be lifted by an executive order on his first day back in office. The Biden administration’s attempt to squelch liquified natural gas ( LNG ) expansion will be over. The U.S. Environmental Protection Agency’s (EPA) demand that all new natural gas turbine electricity plants “sequester” carbon dioxide will also be lifted, and that will cause a boom in new natural gas-fired electric plants. So, the U.S. will now be able to double its utility grid to better meet the rising demand for artificial intelligence data centers. With the resurgence in the natural gas industry, we will likely add more midstream companies and some new natural gas drillers to the Buy Lists. But we won’t make these additions until Trump 2.0’s “drill, baby, drill” identifies the biggest winners. Regarding oil, production should also increase under Trump 2.0. However, weak global demand due to sputtering economies in Europe and Asia will likely keep oil prices in check next year. I expect crude oil prices to range from $58 per barrel to $80 per barrel in 2025. Prediction No. 4: Earnings Set to Hit the Gas The overall earnings environment improved immensely in 2024, but 2025 will be even better. The fact is earnings momentum is anticipated to hit the gas in the New Year. Currently, FactSet projects that the S&P 500 will achieve fourth-quarter earnings of 11.8% on average and full-year 2024 earnings of 9.5% on average. And after that, earnings growth is expected to surge. The S&P 500 is expected to achieve 15% average earnings growth in 2025, with earnings momentum in each quarter of fiscal year 2025 set to exceed the S&P 500’s average earnings growth in all of 2024. So, we remain in a fundamentally focused stock market, and I’m especially excited about stocks with positive analyst earnings revisions, robust operating margin expansion and accelerating earnings and sales momentum. Prediction No. 5: The Third Stage of the AI Revolution Begins The first stage of AI development was all about model training. Companies like OpenAI needed to gather billions of data points and then run it all through increasingly large systems to create working large language models (LLMs). Model sizes have historically grown at an exponential rate to overcome diminishing rates of performance, and every LLM developer has been locked in an arms race to create the most data-intensive model. That’s why companies like NVIDIA Corporation ( NVDA ) and Super Micro Computer Inc. ( SMCI ) – firms that specialize in providing the top-of-the-line computing power needed to train these ever-growing models. The second stage of the AI Revolution is software-focused firms using AI and/or delving into quantum computing to create remarkable innovations. These are the companies that push the envelope of what’s possible and upending their businesses along the way. The third stage of the AI Revolution is where we learn to work with LLMs... where we seek alternative methods to push AI further... and where the future pace of development will depend on human-and-machine ingenuity. The winners here will be the AI Appliers , the companies smart enough to apply imperfect AI technologies to an equally imperfect world. These are the firms that recognize AI’s limitations and create innovative solutions to overcome them. I expect the third stage will begin in 2025 – and my InvestorPlace colleagues Luke Lango and Eric Fry agree. It’s why we decided to team up and create a new portfolio of seven stocks that we believe will lead this next stage of AI development. These AI Appliers are... We also believe these firms will help investors prepare financially for a world increasingly dominated by computers that are smarter than the average person (though still far from perfect). To learn more about our AI Appliers portfolio and how to access it, watch our broadcast here . Sincerely, Louis Navellier Editor, Market 360 The Editor hereby discloses that as of the date of this email, the Editor, directly or indirectly, owns the following securities that are the subject of the commentary, analysis, opinions, advice, or recommendations in, or which are otherwise mentioned in, the essay set forth below: NVIDIA Corporation ( NVDA ) and Super Micro Computer, Inc. ( SMCI )

Share Tweet Share Share Email The highly anticipated results of the 2024 American Good Design Awards and French Design Awards have been announced, with Mechtron, a brand under Mechtron (Shanghai) Intelligent Technology Co.,Ltd., standing out among fierce competition to claim both prestigious honors. This achievement not only highlights Mechtron’s exceptional accomplishments in design but also underscores its robust capabilities in technological innovation and intellectual property protection. International Design Awards: A Global Recognition of Excellence Mechtron’s “Cyber-Mecha Universe Series” ( http://mechtron.tech/ ) captivated the judges with its distinctive futuristic aesthetic and cyberpunk elements, standing out among numerous entries. Winning the Good Design Award and French Design Award serves as a testament to Mechtron’s innovation in product design and its significant market impact. These accolades also affirm the brand’s value and its competitive edge on the global stage. Patented Technology: A Dual Guarantee of Innovation and Quality Mechtron continues to push the boundaries of product innovation, boasting multiple patented technologies, including but not limited to: 4V PRECISION SCREWDRIVER, 4V CYBER SCREWDRIVER, 4V T-SHAPE CYBER SCREWDRIVER and 8V LI-ION CYBER 2-SPEED HAMMER DRILL (1ST GENERATION). These design patents not only enhance the aesthetic appeal of the products but also improve their functionality and user experience. Additionally, the development of utility and invention patents, such as for a new type of electric drill, has further elevated Mechtron’s product performance. These innovations deliver superior efficiency and convenience, providing users with a highly optimized and reliable experience. Product Lineup: The Perfect Fusion of Technology and Aesthetics Cyber-Mecha Universe Series offers a diverse range of products, including: 4V PRECISION SCREWDRIVER( https://www.mechtron.tech/product/4VPRECISIONSCREWDRIVER.html ) :Engineered with a compact design and powerful functionality, this precision screwdriver is ideal for handling the assembly and disassembly of screws in delicate instruments. Its lightweight form factor and long-lasting battery can effortlessly manage the removal of over 400 micro screws. The one-button forward/reverse control ensures smooth and highly convenient operation. 4V CYBER SCREWDRIVER( https://www.mechtron.tech/product/4VCYBERSCREWDRIVER.html ) :With its efficient performance and user-friendly operation, the 4V Precision Screwdriver is perfectly suited for everyday household tasks. Featuring a no-load speed of 270 RPM and an electric torque of 5N.m, it effortlessly handles a wide range of home repair and assembly projects. 4V T-SHAPE CYBER SCREWDRIVER( https://www.mechtron.tech/product/4VTSHAPECYBERSCREWDRIVER.html ) :Its unique T-shaped design offers users enhanced convenience and versatility across various applications. The T-shape enables greater flexibility when operating in tight spaces or at specific angles, effectively meeting the demands of diverse usage scenarios. 8V LI-ION CYBER 2SPEED HAMMAR DRILL (1ST GENERATION)( https://www.mechtron.tech/product/8VLIIONCYBER2SPEEDHAMMARDRILL1STGENERATION.html ) :With its powerful performance and dual-speed settings, this tool is ideal for a wide range of professional and household applications. Featuring a no-load speed of 230 RPM/900 RPM and a maximum torque of 15N.m, it effectively handles drilling tasks from light to heavy-duty requirements. Innovative Design: A Fusion of Futurism and Cyberpunk Aesthetics Mechtron’s product designs seamlessly blend futuristic elements with cyberpunk aesthetics, offering users a truly unique experience. Each product feels like a magical key unlocking the door to the future, radiating unparalleled allure. These tools are more than just functional items—they are bold statements of personality and attitude for young men. By using Mechtron products, users can proudly express their passion for technology and mecha, while reveling in the excitement and joy that Mechtron brings to their lives. Brand Vision: Continuous Innovation, Leading the Trend Mechtron is committed to leveraging its innovative designs and patented technologies to consistently introduce high-quality tools tailored to the needs of modern urban men. By combining technology with aesthetics, the brand aims to deliver a more personalized and futuristic experience for its users. At the same time, Mechtron will continue to strengthen its intellectual property protections to maintain its leadership in technology and design. As the brand garners increasing recognition, Mechtron’s market influence and competitiveness are set to grow even further. Through innovative designs and exceptional quality, it will meet consumers’ aspirations for a refined lifestyle and personalized expression. Additionally, Mechtron is actively exploring international markets, bringing its brand philosophy and premium products to a global audience. Related Items: From Cyberpunk to Precision , Mechtron Wins 2024 American Good Design Awards Share Tweet Share Share Email CommentsHUNTSVILLE, Ala. (AP) — Trey Fort had 27 points in Samford's 97-90 win against Alabama A&M on Saturday night. Fort added five rebounds for the Bulldogs (10-3). Collin Holloway shot 4 of 5 from the field and 6 of 6 from the free-throw line to add 16 points. Julian Brown shot 4 for 5 (3 for 4 from 3-point range) and 3 of 3 from the free-throw line to finish with 14 points. The Bulldogs (4-8) were led by Anthony Bryant, who recorded 22 points. Alabama A&M also got 21 points and 10 assists from Bilal Abdur-Rahman. Quincy McGriff also had 13 points. The Associated Press created this story using technology provided by Data Skrive and data from Sportradar .PMI data, consumer sentiment in focus for Friday's economic releases

Good Morning Traders! In today's Market Clubhouse Morning Memo, we will discuss SPY, QQQ, AAPL, MSFT, NVDA, GOOGL, META, and TSLA. Our proprietary formula, exclusive to Market Clubhouse, dictates these price levels. This dynamic equation takes into account price, volume, and options flow. These levels are updated every day and shared with all Clubhouse Members, prior to the opening of the market. We recommend closely monitoring these stocks, and be prepared to leverage potential breakouts or reversals. As always, stay alert and ready to adjust your tactics based on the market's pulse to optimize your trading gains. Now, let's dive into the stock analysis: SPDR S&P 500 ETF Trust SPY SPY is currently trading near the 599.24 level, which serves as a key area for bullish interest. If buyers manage to defend this level, the next objective will be a climb toward 600.51. A sustained push above this could lead to testing 602.48 as a critical support level. Further momentum may pave the way for a move toward 604.45, with a high bullish target set at 607.55 if the rally gains significant strength. On the downside, failure to maintain support at 599.24 may trigger selling pressure toward 598.04. Should sellers maintain control below this level, the next focus would be on 596.57. If bears continue to dominate, we could see a deeper pullback to the strong support level at 593.73. In an aggressive selloff, the low target for SPY would be 592.00. Invesco QQQ Trust Series 1 The QQQ QQQ is trading near the pivotal 508.22 level, and bulls will aim to hold this as a foundation for further gains. If successful, buyers could push prices toward 509.87, with further strength targeting 511.53. If the bullish momentum persists, 513.64 comes into play, with the high bull target for the day at 515.00. However, if 508.22 fails to hold as support, the bears could drag the price down to 506.68. Breaking below this may lead to a test of 504.44, and if sellers remain in control, the next support at 502.65 could be tested. Persistent selling pressure might drive the price down to the low bear target of 501.07. Apple Inc. Apple AAPL is hovering around 234.20, where bulls aim to establish a base for upward movement. If this level is defended, a push toward 234.97 could follow. Strong buying momentum may propel the price to 235.74, with the ultimate bullish target for the day at 236.69 if the rally holds steady. Conversely, a failure to hold 234.20 could invite bears to test support at 233.28. Sustained downside action may lead to a retest of 231.76, with continued selling likely driving the price to 230.25. If bearish pressure accelerates, the low target for AAPL could reach 229.03. Microsoft Corp. Microsoft MSFT is trading near 426.00, where bulls aim to secure a foothold for higher prices. Holding this level could see a rally toward 427.36, with further gains bringing 428.48 into focus. If buying interest persists, the high bull target at 429.25 may be achievable. If 426.00 fails to hold, bears may seek to challenge 425.16. A break below this level could lead to further selling pressure toward 423.81. Continued weakness might push the price down to 422.84, with the low bear target for MSFT at 421.62. NVIDIA Corporation NVIDIA NVDA is trading near the key level of 135.64, where bulls are trying to establish control. If this level is defended, a move toward 136.98 could be the next target. Strong buying momentum may see the price test 137.94, with a high bull target of 139.42 in sight if the rally holds. If 135.64 breaks, bears may push the price lower toward 134.56. Should selling intensify, the next focus will be on 133.31. Continued weakness could lead to a test of 132.19, with the low bear target for the day at 131.42. Alphabet Inc Class A Alphabet GOOGL is trading around 169.34, a key level for bulls to hold. A successful defense could lead to a rally toward 171.14, with further buying momentum targeting 172.28. Strong market participation could solidify gains at this high bull target. If 169.34 fails to act as support, bears may drive the price down to 167.04. A breakdown at this level could see the price test 165.41, with further downside momentum pushing the auction to the low bear target of 163.79. Meta Platforms Inc Meta META is near the critical level of 573.25, which bulls will aim to hold as a launching point for higher prices. If successful, we could see a rally to 580.17, followed by a test of 585.73. Sustained buying interest might bring the high bull target at 591.29 into play. On the other hand, a break below 573.25 could lead to selling pressure driving the price to 565.53. Persistent weakness may push the price lower to 559.29, with the low bear target for Meta at 553.05 if the selloff intensifies. Tesla Inc. Tesla TSLA is trading near 340.97, a critical level for the bulls. If buyers maintain control, a move toward 346.64 could follow, with 350.87 acting as the next major resistance. A strong rally may extend gains toward 356.80, with the high bull target set at 363.84. Failure to hold 340.97 as support could result in a pullback toward 333.93. If selling pressure persists, the next target would be 327.59. A continued selloff may bring Tesla down to the low bear target of 322.52. Final Word: Today’s market session is set to be a pivotal one with a heavy lineup of economic data releases starting at 8:30 AM ET. Key reports include the weekly Initial and Continuing Jobless Claims, the Core PCE Price Index for October, and October's Personal Income and Spending data. These indicators will provide critical insights into inflation and consumer health. At 10:00 AM ET, Pending Home Sales data for October will shed light on the housing market, followed by the 7-Year Treasury Note Auction at 11:30 AM ET. This packed schedule comes ahead of the Thanksgiving holiday, potentially amplifying market volatility due to thinner liquidity. Traders should stay alert, manage their positions with caution, and adjust to the dynamic market environment. Wishing you a successful trading session and a Happy Thanksgiving! The Morning Memo is curated by RIPS, a pro trader with years of experience in equities, options, and futures trading. RIPS is at the heart of the exclusive Market Clubhouse community, offering his insights, expertise, and real-time mentorship. Start your day with a live daily market analysis, a carefully selected watch list, early access to the Morning Memo, and exclusive Market Clubhouse price levels, providing precise support and resistance indicators. When you become a member of Market Clubhouse, you will gain early access to the Morning Memo, just like this one, every single day—hours before it's published. You will also have access to a live stream with zero latency and screen sharing, enabling you to witness Rips executing his trades in real-time and sharing his exclusive trading plans, strategies, and live decision-making. For a limited time during our special promotion, you can join RIPS and get a full access pass to Market Clubhouse for 7 full days for just $7. Check it out at https://marketclubhouse.club/7Days/ where you can trade live with him and tap into his wealth of knowledge and experience. You can also catch Rips on his live day trading streams every Monday-Friday at 8 am EST on the Market Clubhouse YouTube channel: https://www.youtube.com/@MarketClubhouse . This article is from an unpaid external contributor. It does not represent Benzinga's reporting and has not been edited for content or accuracy. © 2024 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.JioStar, the newly formed media behemoth spawned by the merger of Walt Disney ’s Star and Viacom18 , has the potential to reshape India’s media and entertainment landscape, Vice Chairman Uday Shankar says. “The merger gives us a strong foundation to innovate and experiment, paving the way for transformative change,” he tells Javed Farooqui and Vinod Mahanta in an in-depth conversation that touched upon subjects as diverse as industry structure, vision for the combined entity, and execution challenges in synergy capturing. Announced last week, the merger has created a company with Rs 26,000 crore ($3.1 billion) in combined revenue for FY24, reaching 750 million viewers through 115 TV channels under the Star and Colors brands. It also includes two of India’s leading streaming platforms, JioCinema and Disney+ Hotstar. In this exclusive interaction, Shankar discusses the vision for building India’s largest media and entertainment company, the challenges of competing with global tech giants, strategies to address sports business losses, and the future for television that many believe is in an attritional decline. Edited excerpts: Will the scale of JioStar be able to create a powerful differentiating factor? This merger presents a tremendous opportunity to redefine the relationship between content and consumers, as well as with key stakeholders like advertisers and distributors. While the merger itself doesn’t directly alter the consumer’s experience, it lays the foundation for us to innovate and experiment in ways that could transform the industry. With our combined reach of 750 million people and significant presence across critical content pools, we have the scale to lead impactful change. In my experience, when the industry leader takes bold steps that resonate with consumers, others tend to follow. This is especially important in a media landscape that’s undergoing rapid transformation globally and here in India, driven by technology and evolving consumer behaviours. Television, in particular, remains a dominant force in India, and I believe reports of its decline are premature. Yes, every medium has its lifecycle, but television in this market still has a long way to go. The merger gives us the ability to explore new ideas and create offerings that strengthen the connection between content and audiences while adapting to the broader changes shaping the media and entertainment landscape. Artificial Intelligence(AI) Mastering C++ Fundamentals with Generative AI: A Hands-On By - Metla Sudha Sekhar, IT Specialist and Developer View Program Strategy Succession Planning Masterclass By - Nigel Penny, Global Strategy Advisor: NSP Strategy Facilitation Ltd. 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There’s a significant opportunity to reinvent, revitalise, and make TV stronger and healthier. On the other side, the streaming business offers immense growth potential. With 700-750 million people using mobile phones and consuming data in some form, we have a huge opportunity to connect with each one of them, given the compelling nature of our content. But achieving this isn’t just about providing content—it’s about transforming the entire consumer experience. India is evolving rapidly, and with that comes the need for innovation across the content ecosystem. From how we create and offer content to how we monetise and produce it—everything needs to adapt. This merger gives us the scale to experiment, innovate, and execute these changes on a much larger level. It’s about reimagining what the future of entertainment can be, both in traditional and digital spaces. And how do you intend to go about doing this? By fundamentally changing the way content creation works, though it’s not something that can happen overnight. We already have a lot of content that’s performing well, and we’re running a successful business. It’s essential not to disrupt that core too much or too quickly. This process has to be calibrated. We’ll start by experimenting selectively, seeing what works, and scaling up successful initiatives. As new ideas and content take shape, some of the older approaches will naturally phase out. It’s a dynamic process, and while I can’t say we have a fully defined plan at this stage, we are firmly committed to this strategic direction and evolving with the changing needs of the audience. The merged entity includes a profitable entertainment segment but also loss-making digital and sports businesses. Will these losses impact the overall financial health of the new entity? Historically, when Star made significant bets, such as investing heavily in IP, there were similar concerns. Many believed Star was taking an enormous risk, but those investments worked out brilliantly. Star built a high-quality, integrated sports franchise and monetised the IPL, which turned out to be a game-changer. On the back of the IPL, Star was able to create Hotstar, which would have been impossible otherwise. Additionally, Star leveraged its integrated sports and entertainment content to secure a disproportionately large share of distribution revenues. In our case, while some expensive rights exist, they are typically short-term—3 to 5 years at most. This has both drawbacks and advantages. The short tenure allows us to assess and recalibrate quickly. The entertainment segment is robust and financially strong. Our streaming business, while at scale, continues to operate at a loss as part of the ongoing investment phase. However, these investments are essential to building a future-proof ecosystem. With the right strategies and synergies, we’re confident in managing these dynamics to strengthen the overall financial health of the new entity. But even the streaming business is operating at a loss? Right now, yes, it’s still in the investment phase, but that’s intentional. Take sports rights, for example—JioCinema wasn’t profitable initially, but that was a conscious choice. We were building a platform that didn’t exist before, and no business starts making money from day one. First, you build the product, create the market, bring it to customers, and then you start monetising. With JioCinema, we knew that putting IPL on the platform wouldn’t make money immediately—it was about investing in growth and building the foundation. Now, the platform has matured, and we’ve established a solid customer base on both the ad and consumer sides. This allows us to start recasting our strategy and become more disciplined. For instance, with the recent Asia Cup rights, we chose not to bid because it didn’t align with our strategic priorities. While we are willing to invest heavily in assets that are strategically important, we’re disciplined about evaluating their long-term value. Back in 2017, when we invested in IPL at Star, many thought it was expensive. But without that investment, we wouldn’t have been able to build a world-class TV sports franchise and Hotstar. Looking ahead, we’ll continue to evaluate expensive rights. We’ve carried the burden for some time, and as the renewal periods approach, we’ll decide whether it makes sense to continue or to pivot. It’s all about being strategic and disciplined. When you say some of the rights are expensive, are you referring to those that came with the merger? That’s all history now. Everything is part of us, and we were fully aware of the rights we were inheriting when we made the deal. So there’s no point in revisiting that. That said, the cumulative value of the rights is significant—no question about it being onerous. However, we’re optimistic that we’ll be able to create incremental value from these assets to justify the investment. What is the board’s mandate to you in terms of profitability, users, and scale? To clarify, I’m not directly running the company. We have a team of executives, including three CEOs (Kevin Vaz, Kiran Mani, and Sanjog Gupta), who are responsible for the day-to-day operations. My role is more about shaping the strategy and guiding the leadership team. I’m part of the team that establishes the mandate, but execution lies with the operational leaders. I’ve made an investment from my fund in this business, and there are other shareholders, with Reliance being the controlling shareholder. Naturally, there’s a clear expectation that this business will deliver very attractive financial returns—that’s the foundation on which I’ve raised money from my investors. Reliance, as a highly business-focused company, has similar expectations. It’s a given that we need to generate strong returns on investment and capital. However, beyond financial returns, I have a very clear mandate from Reliance and other stakeholders: to redefine the media and entertainment ecosystem and prepare it for the future. While the media already has massive reach, I believe there’s a far greater opportunity to deliver content people love, whenever they want it, to the entire population of the country. Previously, distribution was the biggest barrier, but that challenge has largely been addressed with the proliferation of mobile and broadband, a revolution that Reliance itself has been instrumental in driving. This transformation creates an incredible opportunity to reimagine how content reaches and engages audiences at scale. I believe there’s a significant opportunity to drive deeper penetration and better consumption of content. To achieve that, we need to completely rethink how we approach content creation and delivery. This is what I referred to earlier—we must redefine many aspects of the process. One key issue is the current concentration of content production and supply, particularly Hindi-language content, which remains heavily centralised in Mumbai. This model has its limitations. Gone are the days when a single production ecosystem could cater to the entire population north of the Vindhyas. India is changing rapidly, with people’s tastes, aspirations, and expectations undergoing a dramatic transformation. To keep up with these shifts, we need to diversify and decentralise how and where content is created. That’s just one example of the kind of changes we’ll need to make to meet these evolving demands effectively. You’ve said that the obituary of television has been written prematurely. Do you believe that the TV business still has a lot of potential in India? Let me explain why I say that. In the US, television became very expensive, with consumers paying $60, $70, or even $80 as the minimum monthly cost. Streaming emerged as a cheaper and more convenient alternative—you paid $10 for a streaming service and got access to a wide library of content. While it wasn’t fresh content, it didn’t matter because most consumers hadn’t seen it yet, and they enjoyed the convenience of watching on their own schedule. Streaming addressed both affordability and convenience in that market. In India, however, the dynamics are entirely different. Television is already extremely affordable, while streaming services aren’t as inexpensive. The Western narrative that TV is dying because consumers are shifting to streaming to save money simply doesn’t apply here. In fact, the global streaming landscape is evolving too. With so many streaming services now available, consumers in markets like the U.S. are spending more collectively on subscriptions than they did on cable or TV. This just reinforces the point that television’s role, especially in India, remains strong and far from obsolete. But isn’t it the case that once people cut the cord, they’re unlikely to return to traditional TV? Once people get used to streaming, no, they’re not coming back. However, the number of streaming services in existence today is overwhelming, and many are struggling—except for one or two that are doing well. Affordability and quality of product remain a major factor. My point is that for any platform to succeed, the product must be both attractive and affordable. In India, television’s biggest strength is its affordability. It delivers content that, while it might not appeal as much to certain segments of the urban elite, connects deeply with a vast population across the country. That connection gives television enduring power, and I believe it will remain relevant if reinforced with more innovation. There’s a strong case for greater creative innovation on both sides—television and digital. Right now, both seem to be following predictable templates, and that’s where the opportunity lies: breaking out of the mould and offering something fresh and engaging. Additionally, pay TV subscriptions have seen a significant decline over the past few years. What’s your perspective on this trend? There are two or three key points here. First, the decline in pay TV numbers isn’t the full story. What really matters is the overall television universe, including free TV (DD Free Dish), and that hasn’t come down. In a value-conscious market like India, if consumers don’t see enough value in pay TV but find reasonable value in free TV, they’ll naturally migrate to free TV. What exacerbated this trend is that many pay TV providers began offering their content on free TV platforms (DD Free Dish). Once that happened, why would a consumer pay for something they could watch for free? However, live sports remains a stronghold for pay TV. It continues to perform exceptionally well because live sports are a unique draw—they’re best experienced in real time, and the TV viewing experience for live sports is unparalleled. While some mandatory sharing of live sports happens on platforms like Doordarshan, the core TV experience for live sports remains a major pull for audiences. And I believe Star Sports has set the benchmark for creating a robust ecosystem that delivers an exceptional viewing experience. People aren’t walking away from that—it’s all about maintaining a compelling value proposition. Let me give you some background to illustrate this point. Back in 2007, when I took over Star, there was a similar narrative—television was said to be in decline, people weren’t paying, ratings were dropping, and so on. Around the same time, Colors entered the market, shaking things up and sparking intense competition. The battle between Star Plus and Colors played out over several years, but it also led to a significant surge in the reach of Hindi entertainment. Suddenly, audiences were seeing fresh, engaging content, and they were excited again. Another example is when we experimented with Satyamev Jayate. It brought in entirely new audiences and reinvigorated interest. Media thrives on innovation and creative disruption. It’s not just about maintaining the status quo—it’s about constantly finding ways to excite and engage audiences with something fresh and meaningful. That’s the essence of this industry. The key difference between then and now is that, back then, we only had television screens, whereas today, the widespread adoption of smartphones has introduced multiple screens into our lives. It doesn't make any difference to me as a media company since we are providing content across screens. If your universe of monetisation expands, unit values don't matter. We have created an artificial divide between TV and digital. Viewers don't see that way. They go to the screens that are easily available to them and the experience that they want. For a laid-back, relaxed experience, they will go to broadcast TV or connected TV. They will watch it on mobile if they want to watch content on the go during the weekday. We just want to be ubiquitous on all screens and create great experiences for consumers. Many traditional media companies, including Viacom18 and Star, have been heavily investing in digital platforms, often at the expense of television. As a result, investments in TV have significantly decreased, with funds shifting towards digital. Given your optimistic outlook on television, will you be increasing your investments in this area? I can’t speak for what others are doing—those decisions are made by their leadership teams. But we’re very clear that we’re not cutting down investments in one area to favour the other. We see significant growth potential in both digital and TV. Of course, digital is growing at an incredible rate, so naturally, we’ll need to allocate more resources to fully capitalise on that massive universe, which is set to become a billion screens. However, that doesn’t mean we’ll reduce investments in TV. In fact, given the strength of the franchises and brands (Star and Colors) we have on the TV side, we intend to invest even more in television. It’s a different scenario now compared to when we were at Viacom18, which had a smaller television business. Back then, we had to prioritise, and it wasn’t feasible to grow a small TV business while simultaneously building a large digital platform. Now, with a strong presence at scale in both TV and digital, there’s no reason not to continue building on both fronts. Even today, nearly $10 billion (Rs 83,000 crore) of revenue comes from traditional TV business. Why would we step back from such a significant space? Instead, we’ll double down on investments to ensure both platforms thrive. Do you consider big tech companies to be a significant threat to traditional media companies? I wouldn’t call them a threat, but they are certainly formidable players with immense resources. They’ve built scale at a global level and have access to vast amounts of data, which gives them a significant advantage in terms of targeting. However, I don’t see them as direct competition. The market is large enough, and the growth opportunities are substantial enough for multiple operators to thrive and grow. Big tech will continue doing what it does, but that doesn’t mean traditional media companies can’t succeed and scale alongside them. The key lies in ensuring we build the right safeguards to protect consumer interests while leveraging our strengths to grow. While big tech excels in technology, traditional media has its own unique value propositions, and there’s plenty of room for both to coexist and flourish. Media companies don’t necessarily need to replicate the data-driven ad stack that big tech companies excel at. Trying to compete on their turf, where you’re already at a disadvantage, doesn’t make sense. In my view, media companies should focus on what they’re inherently good at—creating compelling content and building strong consumer connections. It’s about running your own race, staying confident in your strengths, and recognising that every runner has a different style. The key is to leverage what makes you unique rather than chasing a game designed for someone else’s strengths. What time frame are you considering for integrating the two organisations? There’s no fixed rule for how long integration should take, although these processes can often drag on. From the very beginning, it was clear that I didn’t want the organisation to be paralysed by volatility, uncertainty, or a lack of clarity. We announced the merger last week and have already moved quickly. In fact, one of the unique aspects of this merger is that we announced the entire senior-level leadership team on the very day of the merger. I’m fully committed to finalising all aspects of the integration in the next few weeks and then focusing on creating value in the business. Whatever it takes, we’ll make it happen. From my experience handling other mergers, I know the uncertainty these processes can create, and that uncertainty can be damaging to the organisation, especially to smaller teams. We’re determined to avoid that and move forward decisively. We have brought in EY to help with the integration. Given the potential duplication of roles, will there be layoffs during the integration process? Wherever there’s more than one person for the same role, we’ll first look to find them another meaningful position within the organization. However, in some cases, there may be redundancies. We’re committed to managing this process thoughtfully and transparently. You know both sides are very familiar with each other. It's a small ecosystem. Given the likely overlaps of channels during the integration process, how do you plan to address this issue? Yes, there may be some overlaps, but our primary focus is ensuring that corporate actions don’t disrupt the consumer experience. A viewer of Star Plus is a committed viewer of Star Plus, and the same goes for Colors. Just as we aim to minimise internal confusion, we are equally committed to avoiding any confusion for external stakeholders, whether they are advertisers, consumers, or producers. Each company has its own relationships, and we don’t want to disrupt those in the name of efficiency. The goal isn’t to force changes unless they genuinely enhance the experience or add value. Simply put, we won’t make changes just for the sake of it. For now, all these brands will continue as they are. Of course, there are certain obligations imposed on us by the Competition Commission of India that we’ll need to adhere to, but beyond that, there are no immediate plans to make significant changes. Have you decided whether to keep both streaming apps separately, or will you combine them to create a super app? That’s exactly the kind of discussion we’re having—exploring the merits of various approaches. There are strong arguments on both sides, whether to differentiate the platforms by content type or take another route. Personally, I’ve spent more time debating this specific aspect of the integration than almost any other topic. It’s a critical decision that requires careful consideration. Do you expect a shake-up in the broadcast industry due to the size and scale of JioStar? On the TV side, I don’t see much of a shake-up. Essentially, what’s happened is that four companies have consolidated into three. While there’s a change in ownership and some consolidation, it’s not the kind of shakeup it’s being portrayed as. For advertisers, consumers, and producers, the impact will likely feel minimal. What I do believe, however, is that this consolidation presents an opportunity to create incremental value. We’ll experiment, and in my experience, when the leader experiments successfully, it often sets a new norm for the market. This has the potential to benefit the entire industry. In fact, I’ve seen this happen before—moments like these often invigorate the industry, infusing it with fresh energy and creativity. I hope this merger will lead to something similar, bringing renewed momentum to the broadcast space. Considering the merger of two major players and Sony's cautious bidding approach, do you anticipate a correction in sports rights costs during the next cycle? We chose not to bid for the Asia Cup this time because the base price was set at a level we didn’t find viable. As you mentioned, we already have a substantial sports portfolio with serious financial commitments, so we decided to sit this one out. I believe the cricketing world needs to address a critical issue: the current model, where buyers rarely make money while rights holders continue to profit, is simply unsustainable. Disproportionate value in cricket comes from one market—India—and within that market, it’s heavily reliant on the media sector. For the long-term health of the ecosystem, rights owners need to consider the interests of broadcasters. If they don’t, it’s a shortsighted approach that risks undermining the very market they depend on. Sustainable partnerships are key to ensuring the growth and success of the sport and its stakeholders. Do you view losses as one of the primary challenges for JioStar over the next two to three years, particularly in relation to sports rights? This is especially relevant considering that, unlike Star, entertainment profits might not be sufficient to balance out the losses from sports. First of all, I wouldn’t say that entertainment profits are capped or unable to grow. I believe there’s still substantial headroom for growth in TV entertainment, and even more so on the digital entertainment side. In sports, I see significant opportunities for incremental value creation within the business itself. The key is to unlock that potential effectively. As for entertainment, if our content is compelling enough to consistently deliver 25–27% viewership on TV, there’s no reason it shouldn’t generate similar engagement on the digital side. The challenge is curating the digital experience better—leveraging advanced technology and deeper customer insights to enhance the way audiences interact with our content. It’s not about compensating for losses but about realising untapped value across both entertainment and sports. With the right focus and strategy, I’m confident we can achieve sustainable growth in both areas. Will JioStar go public some time in the future? That decision rests entirely with the controlling shareholder. At this point, an IPO isn’t something we’re actively considering. Our focus is on building a strong, scalable business that could support a highly successful IPO, if and when the time comes. Whether there will be an IPO, I can’t say. As for myself, I will need an exit eventually, but there are several ways to achieve that beyond just an IPO. How did the talks between Star and Viacom18 begin? The conversation started between the principal stakeholders at Reliance and the senior leadership on the Disney side. I believe there was an understanding that if the two companies came together, it would address many of the emerging challenges in the media landscape. You have to understand that, whether it’s television or digital, the biggest challenges aren’t coming from within the media industry itself—even in India. The real challenges, in terms of value and consumption, are coming from global tech media companies. There was a shared appreciation of this reality, and I think that’s what led to the belief that joining forces could help reset the landscape and create a stronger foundation for the future. That’s how the talks began. How did you find yourself at this stage after leaving Star in 2020? To be completely honest, these things don’t happen overnight—it’s a process, a series of conversations, and decisions along the way. When I was leaving Star and Disney after serving as Head of Asia Pacific for Disney, I thought my time in media was done. For someone who never set out to be a CEO, even for a day, it wasn’t part of my ambition. I started as a journalist, and my only goal was to become a good editor, which I achieved. I was fortunate enough to create brands I was proud of and found fulfilment in that phase of my career. What happened next was almost serendipitous. One thing led to another, and I was brought into Star, where I spent close to 15 years. It was an incredible journey, but when the time came, I had to ask myself: Do I continue doing this for a few more years, or do I take a leap and try something new? It was clear that this wasn’t going to be the final chapter for me. It wasn’t an easy decision, but I felt ready to move on and explore what else was out there. And here I am, in a role and space I never could have fully envisioned back then. And then there were areas of personal interest that I felt strongly about, given my background and experiences. I’ve always had a point of view on social issues, and earlier in my career, news was one way for me to engage with those. I also deeply believe in the power of media, both entertainment and news, as a socially transformative tool. However, having already explored those avenues, I began to think about what else could make a meaningful impact. One area that always excited me was the power of technology to solve big social and consumer problems in India—especially in sectors where access and affordability have been longstanding challenges. Two areas stood out in particular: education and healthcare. These are deeply personal to me because I’ve seen parts of India where access to both is severely limited and the impact that lack of access has on people’s lives. At the same time, I’ve witnessed the incredible transformative power of ensuring availability and affordability in these critical areas. That realisation has fuelled my interest in exploring how technology can be leveraged to bridge these gaps and create lasting change. We are all fortunate to be sitting around this table because we had access to good education. That realisation led me to consider two possible paths to make a difference—one through a not-for-profit model and the other through a corporate structure. Early in my career, I spent several years in the not-for-profit sector, so I’ve seen that world up close. I worked with organisations like Anand and was closely associated with the Centre for Science and Environment (CSE), where I served as Associate Director for many years. Those experiences shaped my understanding of how impactful not-for-profits can be, but they also highlighted the challenges of scaling their efforts. That’s what made me curious about exploring a corporate approach to tackling some of these pressing issues, combining purpose with scale and sustainability. I realised that while the intent behind not-for-profit work is always admirable, its impact is often constrained by scale. You’re limited by the resources you can secure and constantly dependent on external funding. For me, the challenge was how to tackle social issues in a way that allowed for meaningful, scalable impact. That’s when I decided to pursue these ambitions within a corporate structure—a social business model that could combine purpose with scale and sustainability. Around that time, I connected with James Murdoch, and one thing led to another. He’s always been very passionate about India, deeply connected to the country, and excited about its potential. Although he had already set up his own family office, we decided we could do something meaningful together. We identified sectors we both felt strongly about and agreed to move forward. That’s how Bodhi Tree Systems was born. Together, we raised funds and established a structure to drive impactful initiatives while operating on a corporate framework. It was a way to align our shared vision for transformative change with the ability to execute at scale. That’s when Reliance reached out to us. They knew about our background in media and said, “You’re media guys, and we have a media business with exciting plans—why don’t we collaborate to shape something together?” And that’s how this partnership came to be. Nominations for ET MSME Awards are now open. The last day to apply is November 30, 2024. Click here to submit your entry for any one or more of the 22 categories and stand a chance to win a prestigious award. (You can now subscribe to our Economic Times WhatsApp channel )

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