Category: Australia

  • MIL-OSI Canada: New B.C. council launched to support forestry in B.C.

    Source: Government of Canada regional news

    The members of the Provincial Forest Advisory Council are reputable, subject-matter experts. They all have the skills and insight needed to advance stewardship of B.C.’s forests.

    All committee members were jointly appointed by the Minister of Forests and the BC Green Caucus. You can read about each committee member below.

    Co-chair:
    Garry Merkel – Centre of Indigenous Land Stewardship director, faculty of forestry, University of British Columbia (UBC)

    Garry Merkel (nadi’ denezā) is Tahltan from northwestern British Columbia – what is now known as the Stikine River area. He is a great-grandfather and is a professional forester with more than 50 years of experience working in most areas of the forest/lands sector. He is the director of the Centre of Indigenous Land Stewardship currently housed in the faculty of forestry at UBC and has a long public policy history in B.C. and beyond. The most recent was co-chairing with Al Gorley the cabinet-appointed Old Growth Review Panel that produced A New Future for Old Forests, A Strategic Review of How British Columbia Manages its Old Forests Within its Ancient Ecosystems (2021).  Government adopted the 14 recommendations in this review. Merkel continues as an independent mentor, coach, facilitator and adviser to support the government in its leadership role, the forest sector and ultimately the overall provincial land sector through this transition.

    Co-chair:
    Shannon Janzen, former vice-president and chief forester, Western Forest Products

    Shannon Janzen became the first woman in Canada to be appointed chief forester of a major forest products company in 2013 and later served as a vice-president of Western Forest Products from 2015 until 2022. Now the owner of Hypha Consulting Inc., she works with Indigenous communities to support their vision for economic and environmental reconciliation. Starting in operations, she spent over a decade in silviculture and planning, later becoming a lead negotiator for the Coast Forest Conservation Initiative. Her work in the Great Bear Rainforest earned her recognition as the Professional Forester of the Year in 2009. 

    Janzen has negotiated agreements benefiting First Nations and implemented cost-saving initiatives including LEAN supply chain programs and LiDAR Forest Inventory programs. She has also led carbon accounting for forest products and managed environmental social governance initiatives for publicly traded companies. Once a volunteer firefighter, Janzen is committed to making business sense of doing the right thing for people and the planet, tackling complex challenges with optimism and focus.

    Norah White, deputy chief forester, B.C. government

    Norah White is deputy chief forester and executive director in British Columbia’s Office of the Chief Forester within the provincial Ministry of Forests, the division of the provincial government responsible for leadership in forest stewardship and sustainable fibre supply.

    White has an extensive background in provincial forest stewardship policy and has led recent sector-wide change in the areas of forest planning, forest carbon, and the management of old forests and ecosystems.

    She holds a bachelor of science in forestry from the University of British Columbia (2004), an executive master of business administration from Simon Fraser University (2022), and a micro-certificate in forest carbon management from UBC’s faculty of forestry (2022).

    White received her registered professional forester designation in 2007 and is an active member of Forest Professionals BC. She lives within the territory of the Lekwungen peoples, also known as Victoria, B.C., with her spouse and their two daughters, ages 12 and 14.

    Jason Fisher, executive director, Forest Enhancement Society of BC

    Jason Fisher, a registered professional forester, is the executive director of the Forest Enhancement Society of BC (FESBC). FESBC invests the funding it receives from the Ministry of Forests to support forest enhancement projects throughout B.C. that reduce wildfire risk, enhance wildlife habitat, assist in the recovery of forests affected by fire, insects and disease, and/or reduce greenhouse emissions through enhancing the utilization of wood waste for bioenergy.

    Fisher earned degrees in forestry and law, and has worked in the private and public sector, serving as a vice-president with Dunkley Lumber and Pinnacle Renewable Energy and as an associate deputy minister in B.C.’s forest ministry. He is also an instructor at the University of Northern British Columbia, where he teaches a senior-level forest policy and management course. Fisher and his family live in Prince George, located within the traditional territory of the Lheidli T’enneh.

    Jeff Bromley, chairperson, United Steelworkers Wood Council

    Elected Steelworkers Wood Council Chair in 2019, Jeff Bromley was a rank and file IWA member beginning in 1994 when he was hired as an operator at the Elko Sawmill at age 25.

    Bromley was born in Richmond and grew up in the mining town of Kimberley with his mother and stepfather, who was also an IWA member at the Canal Flats sawmill. He earned his associated degree at East Kootenay Community College (now College of the Rockies) with a major in history and a minor in political science.

    Rising through the ranks of Local 1-405, Bromley was elected shop steward and plant committee secretary in 1999, and served as trustee from 2001 until 2008. His advocacy and political action activities have included the USW’s Stop the Killing, Enforce the Law campaign, the softwood lumber lobby effort in Ottawa and the Forest Renewal campaign in Victoria. Bromley has been a local union instructor through District 3’s Back to the Locals instructor program.

    Bromley was elected third vice-president of Local 1-405 in 2008 and, in 2010, graduated from the USW’s leadership development program. Elected financial secretary in 2012, he has served the local union in a full-time staff role since 2012.

    Harry Nelson, associate professor, faculty of forestry, UBC

    Harry Nelson is an associate professor in the faculty of forestry at UBC, specializing in economics and policy. His research interests are in analyzing natural and environmental resource policy around how lands and resources are managed in Canada and the forces driving change in forestry, with the goal of developing solutions that can help enhance the long run sustainability of Canadian forests and the communities and businesses that rely upon them. Long-standing areas of his research include investigating the changing role of Indigenous peoples in land and resource management in Canada and assessing how forest-sector firms, governments and others are adapting to climate change impacts in forestry.

    Hugh Scorah, postdoctoral fellow, UBC

    Hugh Scorah is a researcher at UBC forestry and a business and finance consultant for the agricultural and forest sectors. He has worked on projects related to softwood lumber trade, small and medium-sized enterprises in forestry, community forestry, wildfire risk mitigation, economics of silviculture, hydrological risk and liability in forestry, timber auction design, the economics of sustained yield forestry and pricing of forest tenures.

    Al Gorley, retired professional forester and former president, Professional Foresters Association

    Al Gorley has over 50 years experience in forestry and natural resource management. Born in Burns Lake, he lived in a variety of communities in the northwest while growing up, including Queen Charlotte City (Daajing Giids), Kitwanga, Terrace, and Prince Rupert. His early career with the BC Forest Service saw him stationed in Houston, Lower Post, Ootsa Lake and Smithers.

    During a second stint in Houston as forest district manager, he also served as president of the Association of British Columbia Forest Professionals and board chair for Northwest Community College. In 1994, he was appointed regional manager for the Prince George Forest Region and, for a while, worked concurrently as executive director of Forest Practices Code implementation. In 1998, he moved to Victoria to take on the role of vice-president for land and resources at Forest Renewal BC and was later promoted to chief operating officer.

    In 2002, Gorley started his own consulting firm and worked with a wide variety of industries, communities and governments throughout the province, nationally and internationally, on natural resource and management matters. From 2004 until 2007, he served as president of the McGregor Model Forest and was a founding director of the Canadian Model Forest Network. He is a past member of the BC Forest Appeals Commission and Environmental Board and was chair of the Forest Practices Board from 2010 until 2013.

    In 2019, Gorley was appointed to co-chair a strategic review of how old growth forests are managed in B.C., resulting in the 2020 report A New Future for Old Forests. Now retired, he continues to encourage management approaches that will support community and economic well-being within the envelope of ecosystem sustainability.

    Laurie Kremsater, professional forester, biologist, researcher and educator

    Laurie Kremsater is a professional forester and a professional biologist with more than 35 years experience in forest ecology and wildlife resource management. She completed her bachelor of science in forestry with honours and her master of science in forest wildlife ecology at UBC (1989).

    She was a member of the Clayoquot Sound Scientific Panel, was part of the 1990s Old Growth Strategy and part of the team that directed Weyerhaeuser’s Forest Strategy – the most extensive research, adaptive management and monitoring work in B.C. concerning sustaining biodiversity during forest management. Her initial research concerned black-tailed deer ecology and forest birds, then her work expanded to include small mammals, amphibians, species at risk and biodiversity more broadly. Her work now focuses on managing ecosystems as a whole, helping to develop sustainable forest management plans that maintain biological diversity. She designs landscape reserves for the Great Bear Rainforest Order area and trains others to undertake that task. She is helping incorporate Ecosystem-Based Management into planning for Sechelt Community Forest and Lakes Forest Landscape Plan.

    Educating and developing training materials are passions, all aimed at sustaining biodiversity, while maintaining sustainable economic timber opportunity. Kremsater works for academia, government, industry and non-government organizations. After many years as a research associate at UBC, she became an independent consultant, then joined Madrone Environmental for a period, and now once again is consulting on her own, trying, not so successfully yet, to slow down.

    MIL OSI Canada News

  • MIL-OSI Canada: Safety booms not installed at Latchford Dam

    Source: Government of Canada News

    For immediate release

    Latchford, Ontario, May 15, 2025 – Public Services and Procurement Canada (PSPC) wishes to advise the public that, due to unfavourable conditions, the in-water safety booms upstream of the dam have not been installed at the Latchford Dam, ahead of the Victoria Day May long weekend, in time for the start of the summer navigation season.

    Safety booms, or water barriers, are designed to ensure the safety of people in and around water by creating secure boundaries.

    The safety booms will be installed once weather conditions permit.

    Exercise caution when approaching the area of the dams. Boaters and swimmers are advised to respect safety signage and stay at a safe distance from the dams.

    PSPC encourages users to exercise caution and thanks them for their patience. 

    MIL OSI Canada News

  • MIL-OSI Canada: Let’s All Get #SafelyHomeFromTheWorkzone

    Source: Government of Canada regional news

    Released on May 15, 2025

    The Victoria Day long weekend marks the beginning of construction season. The Government of Saskatchewan and its various road partners remind all drivers to play their part in helping everyone get safely home from the work zone.

    “Road and utility workers, first responders, tow truck operators and many other are all working for you on and near our highways, streets and roads,” Highways Minister David Marit said. “We ask all motorists to slow down, follow the signs and respect flag persons no matter where their summer travels take them. We want everyone to get home safely.”

    The Ministry of Highways will invest more than $777 million toward improving Saskatchewan roads this year, with its crews and contractors in work zones doing repairs and capital projects to improve our quality of life and support our export-based economy.

    The ministry’s counterparts in urban, rural and other communities will also be doing road work, while provincial Crown utilities and various contractors will be at or near streets and highways to maintain and improve infrastructure. Tow truck operators, police and other first responders will be visible as usual this summer.

    Whether the work zone is in a city or on a highway, it’s important to slow down to keep everyone safe. Following the signage and respecting workers can help drivers avoid collisions and an expensive ticket. On average, 184 collisions happen each year in work zones, resulting in 36 injuries and one death (based on a five-year average from 2019 to 2023). 

    To help promote this message, drivers are encouraged to share this safety video https://youtu.be/R8p_D-QNmUI?si=gIEWd3cy03DMwcxF on social media with the hashtag: #SafelyHomeFromTheWorkZone

    The Highway Hotline can also be checked throughout the year at https://hotline.gov.sk.ca. It provides information on construction zones, weather, ferry crossings and parks. It also alerts drivers to closures and incidents related to vehicle collisions, forest and grass fires.

    -30-

    For more information, contact:

    MIL OSI Canada News

  • MIL-OSI USA: SPC Severe Thunderstorm Watch 254

    Source: US National Oceanic and Atmospheric Administration

    Note:  The expiration time in the watch graphic is amended if the watch is replaced, cancelled or extended.Note: Click for Watch Status Reports.
    SEL4

    URGENT – IMMEDIATE BROADCAST REQUESTED
    Severe Thunderstorm Watch Number 254
    NWS Storm Prediction Center Norman OK
    505 PM EDT Thu May 15 2025

    The NWS Storm Prediction Center has issued a

    * Severe Thunderstorm Watch for portions of
    North-Central/Northeast North Carolina
    Central and Eastern Virginia
    Far Eastern West Virginia
    Coastal Waters

    * Effective this Thursday afternoon from 505 PM until Midnight
    EDT.

    * Primary threats include…
    Scattered large hail and isolated very large hail events to 2
    inches in diameter possible
    Scattered damaging wind gusts to 70 mph possible

    SUMMARY…Thunderstorm coverage is expected to increase over the
    next few hours. Environmental conditions across the region favor a
    cellular mode, including the potential for supercells capable of
    large to very large hail. Some damaging gusts are possible as well.

    The severe thunderstorm watch area is approximately along and 90
    statute miles east and west of a line from 55 miles north of
    Lynchburg VA to 40 miles south southwest of Roanoke Rapids NC. For a
    complete depiction of the watch see the associated watch outline
    update (WOUS64 KWNS WOU4).

    PRECAUTIONARY/PREPAREDNESS ACTIONS…

    REMEMBER…A Severe Thunderstorm Watch means conditions are
    favorable for severe thunderstorms in and close to the watch area.
    Persons in these areas should be on the lookout for threatening
    weather conditions and listen for later statements and possible
    warnings. Severe thunderstorms can and occasionally do produce
    tornadoes.

    &&

    OTHER WATCH INFORMATION…CONTINUE…WW 251…WW 252…WW 253…

    AVIATION…A few severe thunderstorms with hail surface and aloft to
    2 inches. Extreme turbulence and surface wind gusts to 60 knots. A
    few cumulonimbi with maximum tops to 500. Mean storm motion vector
    29030.

    …Mosier

    SEL4

    URGENT – IMMEDIATE BROADCAST REQUESTED
    Severe Thunderstorm Watch Number 254
    NWS Storm Prediction Center Norman OK
    505 PM EDT Thu May 15 2025

    The NWS Storm Prediction Center has issued a

    * Severe Thunderstorm Watch for portions of
    North-Central/Northeast North Carolina
    Central and Eastern Virginia
    Far Eastern West Virginia
    Coastal Waters

    * Effective this Thursday afternoon from 505 PM until Midnight
    EDT.

    * Primary threats include…
    Scattered large hail and isolated very large hail events to 2
    inches in diameter possible
    Scattered damaging wind gusts to 70 mph possible

    SUMMARY…Thunderstorm coverage is expected to increase over the
    next few hours. Environmental conditions across the region favor a
    cellular mode, including the potential for supercells capable of
    large to very large hail. Some damaging gusts are possible as well.

    The severe thunderstorm watch area is approximately along and 90
    statute miles east and west of a line from 55 miles north of
    Lynchburg VA to 40 miles south southwest of Roanoke Rapids NC. For a
    complete depiction of the watch see the associated watch outline
    update (WOUS64 KWNS WOU4).

    PRECAUTIONARY/PREPAREDNESS ACTIONS…

    REMEMBER…A Severe Thunderstorm Watch means conditions are
    favorable for severe thunderstorms in and close to the watch area.
    Persons in these areas should be on the lookout for threatening
    weather conditions and listen for later statements and possible
    warnings. Severe thunderstorms can and occasionally do produce
    tornadoes.

    &&

    OTHER WATCH INFORMATION…CONTINUE…WW 251…WW 252…WW 253…

    AVIATION…A few severe thunderstorms with hail surface and aloft to
    2 inches. Extreme turbulence and surface wind gusts to 60 knots. A
    few cumulonimbi with maximum tops to 500. Mean storm motion vector
    29030.

    …Mosier

    Note: The Aviation Watch (SAW) product is an approximation to the watch area. The actual watch is depicted by the shaded areas.
    SAW4
    WW 254 SEVERE TSTM NC VA WV CW 152105Z – 160400Z
    AXIS..90 STATUTE MILES EAST AND WEST OF LINE..
    55N LYH/LYNCHBURG VA/ – 40SSW RZZ/ROANOKE RAPIDS NC/
    ..AVIATION COORDS.. 80NM E/W /53N LYH – 39E RDU/
    HAIL SURFACE AND ALOFT..2 INCHES. WIND GUSTS..60 KNOTS.
    MAX TOPS TO 500. MEAN STORM MOTION VECTOR 29030.

    LAT…LON 38117754 35897637 35897958 38118086

    THIS IS AN APPROXIMATION TO THE WATCH AREA. FOR A
    COMPLETE DEPICTION OF THE WATCH SEE WOUS64 KWNS
    FOR WOU4.

    Watch 254 Status Report Message has not been issued yet.

    Note:  Click for Complete Product Text.Tornadoes

    Probability of 2 or more tornadoes

    Low (10%)

    Probability of 1 or more strong (EF2-EF5) tornadoes

    Low ( 65 knots

    Low (20%)

    Hail

    Probability of 10 or more severe hail events

    Mod (40%)

    Probability of 1 or more hailstones > 2 inches

    Mod (40%)

    Combined Severe Hail/Wind

    Probability of 6 or more combined severe hail/wind events

    High (70%)

    For each watch, probabilities for particular events inside the watch (listed above in each table) are determined by the issuing forecaster. The “Low” category contains probability values ranging from less than 2% to 20% (EF2-EF5 tornadoes), less than 5% to 20% (all other probabilities), “Moderate” from 30% to 60%, and “High” from 70% to greater than 95%. High values are bolded and lighter in color to provide awareness of an increased threat for a particular event.

    MIL OSI USA News

  • MIL-OSI USA: Future Waters Gallery Opens May 23 at NC Aquarium at Pine Knoll Shores

    Source: US State of North Carolina

    Headline: Future Waters Gallery Opens May 23 at NC Aquarium at Pine Knoll Shores

    Future Waters Gallery Opens May 23 at NC Aquarium at Pine Knoll Shores
    jejohnson6

    PINE KNOLL SHORES

    The North Carolina Aquarium at Pine Knoll Shores announces the grand opening of its newly reimagined Future Waters gallery, opening to the public on May 23. After three years of meticulous planning, design, and construction, the gallery promises an immersive, hands-on experience that connects guests directly with the Aquarium’s conservation and sustainability efforts. The Aquarium is part of the N.C. Department of Natural and Cultural Resources.

    The highly anticipated, brightly colored, comic-themed gallery is a transformative addition to the Aquarium’s visitor experience. The gallery features interactive exhibits, a 1,500-gallon saltwater coral reef habitat called Conservation Cove, and working labs that highlight the Aquarium’s sustainable aquaculture efforts and the Florida Reef Tract Rescue Project (FRTRP).

    “Before this gallery, much of our conservation work took place behind the scenes. This updated gallery now highlights these efforts and provides guests with interactive opportunities to experience these amazing ongoing conservation projects,” said Clint Taylor, NCAPKS director.

    The Future Waters gallery was made possible by a $240,808 grant from the Institute of Museum and Library Services (IMLS), the largest ever awarded to the North Carolina Aquariums by the IMLS.

    Interactive Learning
    At the heart of the gallery is a focus on education and future-focused conservation themes.

    The design features large-scale, sculptural coral reefs, a projection mapping interactive where visitors can touch icons that trigger comic-style animations explaining each step in the aquaculture process, videos that interpret coral restoration and aquaculture, interactive microscope, a 360-degree interactive video kiosk that puts guests underwater during coral restoration, and many other tactile components.

    The ACT Lab:
    A major highlight of the gallery is the Aquarium Conservation and Technology (ACT) Lab. The ACT Lab invites visitors to observe aquarists as they raise marine species from eggs laid within the Aquarium’s habitats.

    “Since initiating the aquaculture program across the NC Aquariums Division, the team has propagated over 23 different species collectively. Many of them have been shared with numerous facilities throughout the Association of Zoos and Aquariums (AZA) community through larval rearing programs and species survival plans,” Trent Boyette, NCAPKS husbandry curator.

    The Coral Lab:
    In the adjacent lab, guests can view live corals growing as part of the Florida Reef Tract Rescue Project (FRTRP). The FRTRP Lab in Future Waters will serve as a grow-out facility for endangered corals.

    Currently, there are approximately eight approved spawning facilities and over 20 grow-out facilities with increasing numbers of participants every year. The ultimate goal of the FRTRP is to spawn these corals, grow them up, and then return them to the Florida Keys in hopes of restoring the area’s coral reef.

    The new Future Waters gallery will open to the public on May 23. General admission and membership reservations can be made online in advance by visiting www.ncaquariums.com/pine-knoll-shores.

    About the North Carolina Aquarium at Pine Knoll Shores
    The North Carolina Aquarium at Pine Knoll Shores is five miles west of Atlantic Beach at 1 Roosevelt Blvd., Pine Knoll Shores, N.C. 28512. The Aquarium is open 9 a.m. – 5 p.m. daily. Its mission is to inspire the appreciation and conservation of North Carolina’s aquatic environments and animals. The Aquarium is under the North Carolina Department of Natural and Cultural Resources and is accredited by the Association of Zoos and Aquariums. For more information, please visit www.ncaquariums.com/pine-knoll-shores or call 252-247-4003.

    About the North Carolina Department of Natural and Cultural Resources
    The N.C. Department of Natural and Cultural Resources (DNCR) manages, promotes, and enhances the things that people love about North Carolina – its diverse arts and culture, rich history, and spectacular natural areas. Through its programs, the department enhances education, stimulates economic development, improves public health, expands accessibility, and strengthens community resiliency.

    The department manages over 100 locations across the state, including 27 historic sites, seven history museums, two art museums, five science museums, four aquariums, 35 state parks, four recreation areas, dozens of state trails and natural areas, the North Carolina Zoo, the State Library, the State Archives, the N.C. Arts Council, the African American Heritage Commission, the American Indian Heritage Commission, the State Historic Preservation Office, the Office of State Archaeology, the Highway Historical Markers program, the N.C. Land and Water Fund, and the Natural Heritage Program. For more information, please visit www.dncr.nc.gov.
    May 15, 2025

    MIL OSI USA News

  • MIL-OSI Australia: Serious crash Two Wells

    Source: New South Wales – News

    Emergency services are at the scene of a serious crash at Two Wells.

    Just before 5am, Friday 16 May, police and emergency services were called to Port Wakefield Highway, Two Wells (near the intersection with Port Gawler Road) after reports of a crash between a car and truck. On arrival, the driver of the car was trapped and fire crews quickly worked to remove them from their vehicle. The driver was subsequently airlifted to hospital with life threatening injuries.

    The driver of the truck, a 30-year-old-man from Mallala, was uninjured and was taken to hospital for mandatory blood tests.

    Major Crash investigators are making their way to the scene.

    Port Wakefield Road is closed to all northbound traffic from Port Gawler Road and diversions are in place via Old Port Wakefield Road. Road users are asked to avoid the area.

    Anyone who witnessed this crash or has dashcam is asked to contact police. You can anonymously provide information to Crime Stoppers online at https://crimestopperssa.com.au or free call 1800 333 000.

    MIL OSI News

  • MIL-OSI: Decentralized Search Engine Presearch Rolls Out New Dashboard for Highly Targeted Search Ad Campaigns

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, CANADA, May 15, 2025 (GLOBE NEWSWIRE) — Presearch (https://presearch.com/), the ethical, non-profiling meta-search engine that prioritizes user privacy and does not track users or sell data to advertisers, today announced the launch of its Presearch Advertiser Dashboard, a new way for advertisers to acquire metrics and insights for user search behavior through Presearch Takeover Advertising (PTA) without compromising that user’s privacy.

    “This is a major step in our ongoing mission to create the most advertiser-friendly and user-centric privacy-focused search platform available,” said Presearch.com CEO Tim Enneking. “It enhances transparency, simplifies campaign management, and delivers precise insights, all within a secure, privacy-preserving environment. This commitment to privacy makes providing detailed advertiser insights uniquely challenging, but advertisers will still be able to benefit from a powerful, positive brand association by supporting a genuinely privacy-focused platform.

    Through the Presearch Advertiser Dashboard, advertisers can gain secure individualized dashboards tailored specifically to their PTA campaigns, displaying only relevant metrics to streamline management and oversight, with staked keyword analytics also coming soon. In addition, advertisers can gain deep insights into campaign performance with detailed PTA campaign-specific metrics, including impressions, clicks, and CTRs, across individual PTAs or aggregated across all campaigns. The Presearch Advertiser Dashboard can also easily export detailed reports, empowering deeper analysis and strategic decision-making.

    As part of its reporting, the Presearch Advertiser Dashboard also has advanced capabilities that allow advertisers to effortlessly isolate and analyze PTA data by dates, durations, Share of Voice (SOV), PTA Mode (standard or NSFW advertising), user type (registered or non-registered), placement (homepage or search results), device (desktop or mobile) and geography.

    The launch of the Presearch Advertiser Dashboard comes as Presearch continues to expand its operations, including a new self-serve advertiser portal that is currently in use with select clients. Presearch has also brought in a number of executives focused on user and advertiser needs, including a dedicated Vice President of User Acquisition and two Vice Presidents of Global Sales. 

    Presearch.com offers a privacy-focused search experience that delivers search results better to those of prominent search engines. Unlike traditional platforms that profit from user data, Presearch never associates users with their search queries or geolocations. Searches belong to the users alone and all activity remains anonymous. Presearch processes and serves its search engine results via a decentralized node network, distributing operations across a global community. Boasting a strong community with over 150,000 active monthly users, 13 million monthly impressions, and over 400,000 searches per day, Presearch is bridging the gap between everyday internet users and the emerging crypto realm.  

    To access Presearch on the web, please visit www.presearch.com

    ABOUT PRESEARCH
    Presearch.com, established in 2017, is the world’s most widely used meta-search engine. Unlike conventional search engines, Presearch does not track users’ online activity or sell their personal data to advertisers, so users can search in peace. Presearch’s robust ecosystem, powered in part by the community, includes its search API, AI search results, keyword staking, node running, search staking and an affordable advertising product listing.

    MEDIA CONTACT: 
    presearch@transformgroup.com

    The MIL Network

  • MIL-Evening Report: This election, young people held the most political power. Here’s how they voted

    Source: The Conversation (Au and NZ) – By Intifar Chowdhury, Lecturer in Government, Flinders University

    This election, a lot of focus was directed at young voters. With Millennials and Gen Z now making up a larger share of the electorate than Baby Boomers, this was deserved.

    But for all the attempts to reach these cohorts, whether through TikTok, influencers or podcasts, how did they actually vote?

    Preliminary analysis of electorates with high shares of young people suggests the youth vote was complex and nuanced. The voting bloc continued its unpredictability, with support fragmented across parties, candidates and age groups.

    Analysing voting patterns

    On May 9, I analysed the Australian Electoral Commission’s (AEC) electoral division results alongside youth enrolment statistics, to explore how the youngest electorates voted.

    Rather than treating voters aged 18–44 as a single, homogeneous bloc, I separated them into Gen Z (aged 18–29) and Millennial (aged 30–44) categories. Evidence suggests that generation is more useful for analysis than age alone.

    Electorates with higher shares of young people tended to favour the left, particularly Labor. Even in Liberal-held seats that didn’t change hands, there were clear swings against the Coalition.

    Of course, electoral outcomes are shaped by more than age or generational factors. Seat-level voting reflects a complex mix of influences.

    But while we await individual-level public opinion data, the best available insights come from examining electoral division characteristics using Australian Bureau of Statistics 2021 Census data.

    What happened?

    Surprisingly, the Greens lost three of the country’s most youth-concentrated electorates: Melbourne, Brisbane and Griffith.

    In Melbourne – still the electorate with the highest share of Gen Z voters – the Greens retained the largest primary vote, but lost the seat on preferences.

    However, in Griffith, Labor had a higher primary vote, while in Brisbane, both major parties outpolled the Greens.

    These electorates also have high percentages of renters, public servants, and residents earning above $90,000 a year – demographics that did not necessarily advantage the Greens. In fact, higher-income areas showed a slight lean towards the Liberals.

    Other electorates with large youth shares also showed interesting dynamics. In La Trobe and Lindsay, both held by the Liberals but with growing shares of Millennials and renters, there were swings against the party.

    Labor experienced swings against them in seats such as Solomon, Wills and Pearce.

    Wills maintained a strong Greens primary vote, while Solomon recorded a significant independent vote. This is consistent with high shares of renters, public servants against the Coalition and tertiary-educated women, who are more likely to support minor parties and independents.

    These patterns suggest a quiet divergence between Millennial and Gen Z voters. Millennials, while more likely than older generations to support progressive parties like Labor and, to a lesser extent, the Greens, do not show the same enthusiasm for independents. This indicates Millennials remain more aligned with traditional party politics.

    In contrast, Gen Z voters appear more willing to abandon major parties altogether. This is a generational difference in values and political socialisation, but also a broader shift toward issue-based, campaign-sensitive, less predictable polling.

    A fragmented young electorate

    Even when we take into account the demographic makeup of seats, for a deeper analysis, disentangling the effects of overlapping factors is important. For example, as researcher Nicholas Biddle points out, age and renting are often correlated, so which variable is doing the explanatory work? Is it youth itself, housing tenure, or something else entirely? I dug deeper.

    This further exploration revealed housing and employment factors played a role, even when we account for generational differences.

    Electorates with high shares of renters were significantly more likely to support Labor and less likely to vote Liberal. Public-sector workers leaned clearly towards Labor and away from the Coalition.

    Meanwhile, higher-income electorates (earning more than $90,000 a year) showed a slight, but not statistically significant, movement toward the Liberals and independents, and away from Labor and the Greens.

    Electorates with a larger share of overseas-born residents also leaned modestly toward Labor, likely reflecting swings in areas with significant Chinese populations.

    It’s difficult to know much about gender yet as we don’t have access to the right data. But we can find the intersecting effect of gender with other variables, such as higher education.

    This revealed one of the most striking findings: the strongest positive predictor of a Greens or independent vote, removing all other variables, was the share of university-educated women. These voters consistently turned away from both major parties.

    By contrast, electorates with more tertiary-educated people overall, but not specifically women, were more likely to stick with the major parties.

    With younger generations containing more university-educated women than ever before, this is sobering news for both Labor and the Liberals.

    Big takeaways

    One mistake we keep making is treating the youth vote as a single bloc. This election reminds us there are two generations within the youth base.

    Gen Z are still in their political formative years and they’re showing signs of drifting further from the major parties.

    But Millennials, while still firmly left-leaning, seem to remain anchored to the two-party system.

    Perhaps it’s a sign of political “adulting” – a recognition that minor parties and independents can struggle to wield power in the lower house.

    Labor can still bank on Millennials, for now. But Gen Z, especially those who are highly educated, are the cohort to watch. They’re less loyal, and far less convinced that the traditional party structure speaks to them.

    There’s no way to sugarcoat it for the Liberals: there’s no good news here in their current form.

    But no party can get complacent.

    The modern Australian electorate may lean left overall, but it’s also increasingly disillusioned with the majors. Preferential voting may mask this shift, but it doesn’t halt it.

    The Greens, meanwhile, also have some soul-searching to do. Their campaign didn’t collapse, but their primary vote stalled.

    To become a serious third party in the House of Representatives, the Greens must grow their primary vote and find a way to hold onto their volatile, youthful base as it ages.

    Intifar Chowdhury does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. This election, young people held the most political power. Here’s how they voted – https://theconversation.com/this-election-young-people-held-the-most-political-power-heres-how-they-voted-255769

    MIL OSI AnalysisEveningReport.nz

  • MIL-Evening Report: Banning young people from social media sounds like a silver bullet. Global evidence suggests otherwise

    Source: The Conversation (Au and NZ) – By Jasleen Chhabra, Research Fellow, Centre for Youth Mental Health, The University of Melbourne

    Monkey Business / Shutterstock

    Around 98% of Australian 15-year-olds use social media. Platforms such as TikTok, Snapchat and Instagram are where young people connect with friends and online communities, explore and express their identities, seek information, and find support for mental health struggles.

    However, the federal government, seeking to address concerns about young people’s mental health, has committed to ban under-16s from these platforms from later this year.

    There is no doubt social media presents risks to young people. These include cyberbullying, posts related to disordered eating or self-harm, hate speech, and the basic risk of spending long hours scrolling or “doomscrolling”.

    But is banning young people really the answer? We reviewed 70 reports from experts in Australia, the United Kingdom, the United States and Canada to understand what they recommend – and found broad agreement that a ban may not address the real problems.

    Humans preventing harm

    The overall verdict is that we need a much more thoughtful response than just a ban: only a coordinated approach between governments, regulators, tech companies and young people themselves will address youth mental health and online safety.

    We should be asking what we can do to make online spaces safer for young people, not jumping straight to removing them entirely.

    Content moderation is one area in need of urgent attention. Young people regularly report being exposed to harmful and age-inappropriate content on social media, while platforms replace moderation staff with cheaper AI systems.

    Automated processes have their place, but many recommendations in our review emphasised the importance of human moderators to keep up.

    Data and endless advertising

    A second issue exists around the collection and use of user data. Tech platforms have built their business model around user engagement and ad revenue.

    To keep users scrolling (and watching ads), companies collect large amounts of user data to deliver highly personalised feeds.

    Many experts advocate against the widespread collection and use of young people’s data, particularly for delivering advertising materials that promote dieting, unregulated supplements and cosmetic procedures. Posts like these often appear in an endless stream, interspersed between non-harmful and entertaining content.

    Starting with safety

    Alongside greater regulation of advertising material, many experts emphasised the need to consider “safety by design”.

    In other words, social media should be designed from the outset to prevent harming users. It may mean the end of “addictive” features such as infinite scrolling, frequent push notifications, and auto-play videos.

    Regulators also need the tools and power to hold platforms to account.

    That includes financial penalties, more transparent reporting from big tech companies, and taking proactive steps to keep harmful material off these platforms – not just taking down content after the fact.

    Age-checking tech troubles

    Our review did find a small number of reports that recommend barring young people from social media. However, experts questioned the feasibility of age verification technology and raised privacy concerns.

    The federal government has passed the buck to social media companies for actually implementing age verification of users.

    Platforms must take “reasonable steps” to restrict access by under-16s. It is unclear what these steps will be, but the prospect of facial recognition or digital ID checks raises serious privacy concerns.

    Others argue that banning under-16s from social media will drive them to less regulated online spaces, including online forums such as the notorious 4Chan, where some pages have an explicit “no rules” policy.

    It is also important to acknowledge that many young people find important support and communities on social media. Taking away social media may present risks to mental health in these circumstances.

    Listening to young people

    An age ban sounds decisive but comes with its own set of questions.

    In the absence of social media, where do young people questioning their sexual or gender identity go to find information and support? What would a ban mean for young people who engage with news on social media?

    There is little evidence about what impact a ban will have on young people, particularly those from diverse backgrounds.

    What’s more, young people have had minimal input into the policy. They have the insight to offer practical, real-world insights into what works and what does not.

    A blanket ban does nothing to make social media platforms safer for users. It might just delay problems and expose young people to an avalanche of harm when they log on at the age of 16.

    A ban brings its own risks

    The push to ban social media for under-16s is driven by genuine concerns. But unless it is a part of a broader, more thoughtful approach to online safety, it risks doing more harm than good.

    If we want a healthier digital environment, we can’t just lock out young people and hope for the best.

    Vita Pilkington receives funding from the Melbourne Research Scholarship and the Margaret Cohan Research Scholarship, both awarded by the University of Melbourne.

    Zac Seidler has been awarded an NHMRC Investigator Grant. He is also the Global Director of Research with the Movember Institute of Men’s Health. He advises government on men’s health, masculinities, violence prevention and social media policy.

    Jasleen Chhabra does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. Banning young people from social media sounds like a silver bullet. Global evidence suggests otherwise – https://theconversation.com/banning-young-people-from-social-media-sounds-like-a-silver-bullet-global-evidence-suggests-otherwise-256587

    MIL OSI AnalysisEveningReport.nz

  • MIL-Evening Report: A trial is testing ways to enforce Australia’s under-16s social media ban. But the tech is flawed

    Source: The Conversation (Au and NZ) – By Alexia Maddox, Senior Lecturer in Pedagogy and Education Futures, La Trobe University

    De Visu/Shutterstock

    Australia’s move to ban under-16s from social media is receiving widespread praise. Other countries, including the United Kingdom, Ireland, Singapore and Japan, are also now reportedly considering similar moves.

    The ban was legislated in November 2024 and is due to take effect in December 2025. The law says social media platforms can’t use official IDs such as passports to check Australian users’ ages, and shouldn’t track Australians. But it doesn’t specify the alternative.

    To test alternative methods, the federal government commissioned a trial of currently available technologies designed to “assure” people’s age online. Run by the Age Check Certification Scheme, a UK-based company specialising in testing and certifying identity verification systems, the trial is in its final stages. Results are expected at the end of June.

    So what are the technologies being trialled? Are they likely to work? And how might they – and the social media ban itself – alter the relationship all of us have with our dominant forms of digital communication?

    Dead ends for age verification

    Age verification confirms a person’s exact age using verified sources such as government-issued IDs. Age assurance is a broader term. It can include estimation techniques such as analysing faces or metadata to determine if users meet age requirements.

    In 2023 the federal government rejected mandating verification technologies for age-gating pornography sites. It found them “immature” with significant limitations. For example, database checks were costly and credit card verification could be easily worked around by minors.

    Nonprofit organisation Digital Rights Watch also pointed out that such systems were easily bypassed using virtual private networks – or VPNs. These are simple tools that hide a user’s location to make it seem like they are from a different country.

    Age assurance technologies bring different problems.

    For example, the latest US National Academies of Sciences report shows that facial recognition systems frequently misidentify children because their facial features are still developing.

    Improving these systems would require massive collections of children’s facial images. But international human rights law protects children’s privacy, making such data collection both legally and ethically problematic.

    Flawed testing of innovative tech?

    The age assurance technology trial currently includes 53 vendors hoping to win a contract for new innovative solutions.

    A range of technology is being trialled. It includes facial recognition offering “selfie-based age checks” and hand movement recognition technologies that claim to calculate age ranges. It also includes bespoke block chains to store sensitive data on.

    There are internal tensions about the trial’s design choices. These tensions centre on a lack of focus on ways to circumvent the technology, privacy implications, and verification of vendors’ efficacy claims.

    While testing innovation is good, the majority of companies and startups such as IDVerse, AgeCheck, and Yoti in the trial, will likely not hold clout over the major tech platforms in focus (Meta, Google and Snap).

    This divide reveals a fundamental problem: the companies building the checking tools aren’t the ones who must use them in the platforms targeted by the law. When tech giants don’t actively participate in developing solutions, they’re more likely to resist implementing them later.

    Google recently proposed storing ID documents in Google Wallet for age verification.
    nitpicker/Shutterstock

    Unresponsive tech companies

    Some major tech companies have shown little interest in engaging with the trial. For example, minutes from the trial’s March advisory board meeting reveal Apple “has been unresponsive, despite multiple outreach attempts”.

    Apple has recently outlined a tool to transmit a declared age range to developers on request. Apple suggests iOS will default the age assurance on Apple devices to under 13 for kids’ accounts. This makes it the responsibility of parents to modify age, the responsibility of developers to recognise age, and the responsibility of governments to legislate when and what to do with an assured age per market.

    Google’s recent Google Wallet proposal for age assurance also misses the mark on privacy concerns and usefulness.

    The proposal would require people over 16 to upload government-issued IDs and link them to a Google account. It would also require people trust Google not track where they go across the internet, via a privacy-preserving technology that remains a promise.

    Crucially, Meta’s social media platforms such as Facebook and Instagram also do not let you login with Google credentials. After all, they are competitors. This raises questions about the usefulness of Google’s proposal to assure age across social media platforms as part of the government’s under-16s ban.

    Meanwhile, Google is also suggesting AI chatbots should be directly targeted and available to children under 13, creating something akin to a “social network of one”, which are out of scope of the ban.

    Rather than engage with Australian age verification systems, companies such as Apple and Google are promoting their own solutions which seem to prioritise keeping or adding users to their services, or passing responsibility elsewhere.

    For the targeted platforms that enable online social interactions, delay in engagement fits a broader pattern. For example, in January 2025, Mark Zuckerberg indicated Meta would push back more aggressively against international regulations that threaten its business model.

    A shift in internet regulation

    Australia’s approach to banning under-16s from using social media marks a significant shift in internet regulation. Rather than age-gating specific content such as porn or gambling, Australia is now targeting basic communication infrastructure – which is what social media have become.

    It centres the problem on children being children, rather than on social media business models.

    The result is limiting childrens’ digital rights with experimental technologies while doing little to address the source of perceived harm for all of us. It prioritises protection without considering children’s rights to access information and express themselves. This risks leaving the most vulnerable children being cut off from digital spaces essential to their success.

    Australia’s approach puts paternal politics ahead of technical and social reality. As we get closer to the ban taking effect, we’ll see how this approach to regulate social communication platforms offers young people respite from the platforms their parents fear – yet continue to use everyday for their own basic communication needs.

    The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    ref. A trial is testing ways to enforce Australia’s under-16s social media ban. But the tech is flawed – https://theconversation.com/a-trial-is-testing-ways-to-enforce-australias-under-16s-social-media-ban-but-the-tech-is-flawed-256332

    MIL OSI AnalysisEveningReport.nz

  • MIL-Evening Report: How accurate are my medical records? You might be surprised how often errors creep in

    Source: The Conversation (Au and NZ) – By Sheree Lloyd, Senior Lecturer in Health Services Management, University of Tasmania

    DC Studio/Shutterstock

    Medical records of hundreds of patients at a Sydney hospital’s cancer genetics service have been reviewed following irregularities related to care by a single specialist.

    According to St Vincent’s Hospital, in about 520 records, there were matters such as poor documentation, incomplete correspondence and a lack of genetic counselling.

    In about 20 records, there were errors that carried potential risk – even if, ultimately, there had been no harm to patients – such as providing incorrect information and advice.

    Every now and again, cases like these make the headlines. Some examples of flawed medical records relate to individual human error. Some relate to issues in how electronic patient record systems are designed.

    These and other reasons mean errors can arise when records are created, accessed and shared.

    A huge potential for errors

    Health-care records describe the symptoms, conditions or problems being treated. They contain details about a patient’s medication, diet, mobility, social history, family concerns, observations, test results and language spoken. Health-care workers also document the plan to restore health, and progress. So entries must be correct, complete and timely.

    However, the scale of health-related communication and documentation is vast.

    Each day on average in Australia there are more than 33,000 hospitalisations, more than 112,000 out-patient services provided and more than 24,000 visits to emergency departments.

    Each month there are millions of specialist letters and discharge summaries shared to My Health Record

    Every interaction with a health-care professional requires notes to be made in a medical record.

    For example, a patient in a metropolitan public hospital is likely to be seen by at least three teams of nurses in a day, two or more junior doctors or registrars, as well as a specialist. Physiotherapists, speech therapists and other allied health workers may also be involved in someone’s care. Health-care teams record notes on paper, in electronic health records or a combination.

    There are also the millions of medical records updated in general practice, or by allied health workers outside hospitals.

    In hospital, multiple staff work in a team, each needing to consult and update a patient’s medical record.
    Rido/Shutterstock

    What type of errors are common?

    Accurate and timely medical records are supposed to allow staff to make safe clinical decisions, and to provide high-quality and continuous care. However, errors have been discovered in several audits and studies, including those related to medications.

    One review looked at how adverse drug reactions were recorded in electronic health records at one large Australian hospital. It found half of the reactions recorded lacked the minimum information required to inform clinicians about future treatment. One-third of records misclassified the type of reaction.

    A study of medication charts in Australia and New Zealand found at least one simple error on the medication charts of about 94% of the records reviewed. These included illegible drug names, missing information and inadequate documentation of allergies.

    One study from the United States found written errors, such as unclear documentation or not using plain language, were among the most common communication errors in the records analysed.

    What happens when there are errors?

    Errors in health-care records can spread, affecting how health-care professionals communicate with each other about the patient, potentially affecting care.

    Missing or inaccurate records can affect evidence collected as part of criminal, coronial or medical negligence investigations.

    As some hospital funding relies on the number and types of patients and interventions recorded, inaccurate records can affect health budgets.

    With inaccurate records, national and international collection of correct health-care information can be compromised.

    What causes errors?

    Errors in health-care records are caused by missing or incomplete information, including when health-care workers do not document changes.

    Difficulty in quickly finding important information, or delays in reporting new information, can contribute to errors, misdiagnosis and inappropriate treatment. This could be due to the ease of use of the electronic health record, the bulky or disorganised paper record or that health workers are busy.

    Health-care teams report using a mixed record systems (using both paper and electronic records) can cause problems.

    Then there’s “note bloat”, when staff copy and paste information from one place to another. This allows wrong information to perpetuate. This is a well-known hazard leading to errors, stress and wasted time.

    Abbreviations used in health-care records, particularly in medication charts, can be misunderstood or misinterpreted.

    An Australian study found one in three medication errors were technology-related and due to poor design or functionality.

    A Swedish study involved patients reviewing notes in their own medical records. It found almost 36% of patients found an error and more than 26% found an omission. About 18% of patients were offended by the content of the notes.

    Errors can arise when there are both paper and electronic records.
    val lawless/Shutterstock

    What can we do?

    Improving the accuracy of medical records is not just health workers’ responsibility, although clearly they have a major role to play. Their workplaces, the IT companies that design the electronic systems, even patients, can also play a role.

    Health workers can make sure medical records are complete, accessible, accurate, readable and long-lasting.

    Workplaces, such as hospitals, can highlight in training and education the importance of documentation and how poor practices can lead to errors, and contribute to safety and quality problems.

    IT companies can design electronic health records that support how health workers need to communicate with each other, and the way they work.

    Patients can ask their health provider to correct errors found in their records, including in My Health Record.

    Sheree Lloyd does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. How accurate are my medical records? You might be surprised how often errors creep in – https://theconversation.com/how-accurate-are-my-medical-records-you-might-be-surprised-how-often-errors-creep-in-256233

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI USA: SPC Tornado Watch 253

    Source: US National Oceanic and Atmospheric Administration

    WW 253 TORNADO IL WI 152005Z – 160300Z

    URGENT – IMMEDIATE BROADCAST REQUESTED
    Tornado Watch Number 253
    NWS Storm Prediction Center Norman OK
    305 PM CDT Thu May 15 2025

    The NWS Storm Prediction Center has issued a

    * Tornado Watch for portions of
    Far Northern Illinois
    Central/Eastern/Southern Wisconsin

    * Effective this Thursday afternoon and evening from 305 PM until
    1000 PM CDT.

    * Primary threats include…
    A few tornadoes and a couple intense tornadoes possible
    Scattered large hail and isolated very large hail events to 3
    inches in diameter likely
    Scattered damaging wind gusts to 70 mph likely

    SUMMARY…Thunderstorms are expected to develop along a warm front
    and move into the region over the next several hours. Environmental
    conditions support supercells capable of all severe hazards,
    including large to very large hail and tornadoes.

    The tornado watch area is approximately along and 60 statute miles
    east and west of a line from 40 miles northeast of Wausau WI to 20
    miles south southwest of Janesville WI. For a complete depiction of
    the watch see the associated watch outline update (WOUS64 KWNS
    WOU3).

    PRECAUTIONARY/PREPAREDNESS ACTIONS…

    REMEMBER…A Tornado Watch means conditions are favorable for
    tornadoes and severe thunderstorms in and close to the watch
    area. Persons in these areas should be on the lookout for
    threatening weather conditions and listen for later statements
    and possible warnings.

    &&

    OTHER WATCH INFORMATION…CONTINUE…WW 251…WW 252…

    AVIATION…Tornadoes and a few severe thunderstorms with hail
    surface and aloft to 3 inches. Extreme turbulence and surface wind
    gusts to 60 knots. A few cumulonimbi with maximum tops to 500. Mean
    storm motion vector 21030.

    …Mosier

    Read more

    MIL OSI USA News

  • MIL-OSI USA: King: “Siloing Innovation” Harms American Security, Entrepreneurialism

    US Senate News:

    Source: United States Senator for Maine Angus King
    WASHINGTON, D.C. — U.S. Senator Angus King (I-ME), in a hearing of the Senate Armed Services Committee (SASC), spoke with Dr. William Greenwalt, the former Deputy Under Secretary of Defense for Industrial Policy, on the wide-ranging benefits of the United States’ collaboration with allies to bolster American defense modernization. During the exchange, Senator King noted that by retreating from our European, Japanese and Australian allies, we are “squandering that asset and siloing innovation.” Dr. Greenwalt agreed with Senator King, saying that cooperation with our allies is critical to the future of innovation and shared national security.
    “Dr. Greenwalt, I was struck by what you said in your opening statement. One of our asymmetric or I think our principal asymmetric advantage in terms of national security is our allies, and yet we put them through this long, arduous process. And there should be, I think you suggested a, I don’t know whether you call it an exemption or a bobtail process or something, so that we’re not, so that we can have greater cooperation with our allies. Is that? Is that a fair interpretation of what you said,” questioned Senator King.
    “Yes, I won’t even call it an easy pass lane,” said Dr. Greenwalt.
    “Well, I think that’s and the other piece of this, and as I travel and meet with security people in other countries, we’re missing an innovation multiplier by not working with our allies. Countries like Japan and Australia, Europe, Germany, UK, all have brilliant scientists who are working on a lot of innovative areas. And instead of having innovation be siloed by country, it’s always occurred to me that it would be much more, as I say, a multiplier, if we could work more closely and have better cooperation with the countries that are aligned with us? Is that a fair observation,” asked Senator King.
    “I think that’s a fair observation. We’re a country of 340 million, our allies together, the EU, NATO, Japan, Korea, kick us up over to over a trillion. We were close to the Chinese population,” responded Dr. Greenwalt.
    “And we’re squandering that asset by siloing innovation,” replied Senator King.
    “The number of scientists, engineers working together would be critical in the future, and unfortunately, right now, we’re all stove pipe working on these things separately,” said Dr. Greenwalt.
    “Well, I do want to, I have a visual aid in terms of the process. I’m not going to burden the committee, Mr. Chairman, by submitting it for the record, but this is the foreign military sales manual, 642 pages. I mean this to me this summarizes, in many ways, the problem of the of the process itself, which has impeded our ability to work with, again, with our allies,” finished Senator King.
    A member of the Senate Armed Services Committee (SASC) and the Senate Select Committee on Intelligence (SSCI), Senator King is recognized as an authoritative voice on national security and foreign policy issues who has also been named a “fiscal hero” by government watchdogs for responsible spending. Last year, Senator King urged the DoD to take advantage of private sector technologies or risk losing access to innovative defense technologies. In previous SASC hearings, he has encouraged the DoD to adopt smart spending practices when it comes to developing defense technologies, and has emphasized that “new technologies win wars.”

    MIL OSI USA News

  • MIL-OSI: AMSC to Report Fourth Quarter and Fiscal Year 2024 Financial Results on May 21, 2025

    Source: GlobeNewswire (MIL-OSI)

    AYER, Mass., May 15, 2025 (GLOBE NEWSWIRE) — AMSC® (NASDAQ: AMSC), a leading system provider of megawatt-scale power resiliency solutions that orchestrate the rhythm and harmony of power on the grid™ and protect and expand the capability of our Navy’s fleet, announced today that it plans to release its fourth quarter and fiscal year 2024 financial results after the market close on Wednesday, May 21, 2025. In conjunction with this announcement, AMSC management will participate in a conference call with investors and covering analysts beginning at 10:00 a.m. Eastern Time on Thursday, May 22, 2025. On this call, management will discuss the Company’s recent accomplishments, financial results, and business outlook.

    Those who wish to listen to the live or archived conference call webcast should visit the “Investors” section of the Company’s website at https://www.amsc.com. The live call can be accessed 15 minutes prior to the scheduled start time by dialing 1-844-481-2802 or 1-412-317-0675 and asking to join the AMSC call.

    A replay of the call may be accessed 2 hours following the call by dialing 1-877-344-7529 and using conference passcode 4917468.

    About AMSC (Nasdaq: AMSC)
    AMSC generates the ideas, technologies and solutions that meet the world’s demand for smarter, cleaner … better energy™. Through its Gridtec™ Solutions, AMSC provides the engineering planning services and advanced grid systems that optimize network reliability, efficiency and performance. Through its Marinetec™ Solutions, AMSC provides ship protection systems and is developing propulsion and power management solutions designed to help fleets increase system efficiencies, enhance power quality and boost operational safety. Through its Windtec® Solutions, AMSC provides wind turbine electronic controls and systems, designs and engineering services that reduce the cost of wind energy. The Company’s solutions are enhancing the performance and reliability of power networks, increasing the operational safety of navy fleets, and powering gigawatts of renewable energy globally. Founded in 1987, AMSC is headquartered near Boston, Massachusetts with operations in Asia, Australia, Europe and North America. For more information, please visit www.amsc.com.

    ©2025 AMSC. AMSC, American Superconductor, NEPSI, Neeltran, NWL, D-VAR, D-VAR VVO, Amperium, Gridtec, Marinetec, Windtec, Orchestrate the Rhythm and Harmony of Power on the Grid and Smarter, Cleaner … Better Energy are trademarks or registered trademarks of American Superconductor Corporation. All other brand names, product names, trademarks, or service marks belong to their respective holders.

    The MIL Network

  • MIL-OSI: Fluent Announces First Quarter 2025 Financial Results; Strategic Pivot Accelerates with Growth of Commerce Media Solutions

    Source: GlobeNewswire (MIL-OSI)

    • Revenue of $55.2 million for Q1 2025
    • Q1 2025 Commerce Media Solutions revenue grew 99% to $12.7 million representing 23% of consolidated revenue from $6.4 million or 10% of consolidated revenue in Q1 2024 with gross profit margin (exclusive of depreciation and amortization) of 22% in Q1 2025 compared to 21% for the consolidated business
    • Commerce Media Solutions annual revenue run rate now exceeds $65 million, reflecting an 8% quarter-over-quarter increase and strong momentum in executing the Company’s strategic pivot to this higher growth market
    • Subsequent to the first quarter, the Company announced a strategic partnership with Rebuy Engine to launch Rebuy Ads powered by Fluent, providing post-purchase advertising for Shopify merchants

    NEW YORK, May 15, 2025 (GLOBE NEWSWIRE) — Fluent, Inc. (NASDAQ: FLNT), a commerce media solutions provider, today reported unaudited financial results for the first quarter ended March 31, 2025.

    Don Patrick, Fluent’s Chief Executive Officer, commented, “Our first quarter results showed the fifth consecutive quarter of strong year-over-year growth in our Commerce Media Solutions business. As we continue to execute on our strategic pivot to focus on what we see as a core, long-term growth opportunity in the commerce media marketplace, this segment has been the foundational driver of our evolving model, achieving nearly triple-digit year-over-year growth since its launch in early 2023. Underscoring our growth are the impressive partnerships with top-tier media partners and advertisers across a diverse range of market verticals. After the close of the first quarter we announced a breakthrough partnership with Rebuy Engine, a leading ecommerce personalization platform for Shopify brands. With the combined expertise of both companies, Rebuy Ads powered by Fluent is set to redefine how Shopify merchants engage with performance-driven advertising.”

    Mr. Patrick continued, “While Commerce Media Solutions is performing exceptionally well, we experienced some additional attrition in our Owned and Operated business primarily due to a reduction in media supply, particularly from social media. This trend has continued into the second quarter. To address this, we’re actively expanding our supply channels to mitigate long-term impacts. Importantly, as we continue efforts to stabilize this cash-flow positive Owned and Operated business, it remains a productive driver of our Commerce Media Solutions growth strategy. With the growth of our Commerce Media Solutions business and shifting revenue mix, we anticipate consolidated second quarter revenue to remain in line with the first quarter of 2025.”

    “Overall, we’re encouraged by our progress in the quarter, and with our visibility today, we expect to continue driving meaningful growth in our Commerce Media Solutions business through 2025 as we build a more predictable and valuable business for our shareholders,” Mr. Patrick concluded.

    First Quarter Financial Highlights

    • Revenue of $55.2 million, a decrease of 16%, compared to $66.0 million in Q1 2024 
      • Owned and Operated revenue decreased 30% to $31.1 million compared to $44.7 million in Q1 2024 as the Company continued its shift in focus and revenue mix to higher margin Commerce Media Solutions 
      • Commerce Media Solutions revenue increased 99% to $12.7 million compared to $6.4 million in Q1 2024
    • Net loss of $8.3 million, or $0.39 per share, compared to a net loss of $6.3 million, or $0.45 per share, for Q1 2024.
    • Gross profit (exclusive of depreciation and amortization) of $11.4 million, a decrease of 39% over Q1 2024 and representing 21% of revenue. The Company’s growing Commerce Media Solutions business reported gross profit (exclusive of depreciation and amortization) of $2.8 million, an increase of 54% over Q1 2024 and representing 22% of revenue for Q1 2025.
    • Media margin of $13.7 million, a decrease of 38% over Q1 2024 and representing 24.9% of revenue. The Company’s growing Commerce Media Solutions business reported media margin of $3.1 million, an increase of 56% over Q1 2024 and representing 24.6% for if revenue for Q1 2025.
    • Adjusted EBITDA of negative $3.1 million, a decrease of $3.7 million compared to Q1 2024 and representing 5.6% of revenue
    • Adjusted net loss of $6.7 million, or $0.31 per share, compared to $4.2 million, or $0.30 per share, for Q1 2024

    Business Outlook & Goals

    • Further establish Fluent’s Commerce Media Solutions business as a leader in the performance marketing sector among both media partners and advertisers to capitalize on the growing demand for this advertising channel across numerous high-volume market verticals.
    • Drive revenue growth, improvement in net loss as compared to 2024, and positive adjusted EBITDA for full-year 2025 supported by the growth of Fluent’s Commerce Media Solutions. These improvements are expected to occur in the second half of 2025 as Commerce Media Solutions continues to scale as a percentage of consolidated revenue.
    • Leverage 14-year leadership position at the forefront of customer acquisition and robust database of first-party user data to differentiate Fluent from competitors in the commerce media space.

    Conference Call

    Fluent, Inc. will host a conference call on Thursday, May 15, 2025, at 4:30 PM ET to discuss its 2025 first quarter financial results. The conference call can be accessed by phone after registering online at https://register-conf.media-server.com/register/BI2c18ceec43da4e809374edc6b958fefe. The call will also be webcast simultaneously on the Fluent website at https://investors.fluentco.com/. Following the completion of the earnings call, a recorded replay of the webcast will be available for those unable to participate. To listen to the telephone replay, please connect via https://edge.media-server.com/mmc/p/qsf7a838. The replay will be available for one year, via the Fluent website https://investors.fluentco.com.

    About Fluent, Inc.

    Fluent, Inc. (NASDAQ: FLNT) is a commerce media solutions provider connecting top-tier brands with highly engaged consumers. Leveraging exclusive ad inventory, robust first-party data, and proprietary machine learning, Fluent unlocks additional revenue streams for partners and empowers advertisers to acquire their most valuable customers at scale. Founded in 2010, Fluent uses its deep expertise in performance marketing to drive monetization and increase engagement at key touchpoints across the customer journey. For more insights visit http://www.fluentco.com/.

    Safe Harbor Statement Under the Private Securities Litigation Reform Act of 1995

    The matters contained in this press release may be considered to be “forward-looking statements” within the meaning of the Securities Act of 1933, as amended, and the Securities Exchange Act of 1934, as amended. Such statements include statements regarding the intent, belief or current expectations or anticipations of Fluent and members of our management team. Factors currently known to management that could cause actual results to differ materially from those in forward-looking statements include the following:

      Compliance with the covenants of our credit agreement in light of current business conditions, the current uncertainty of which raises substantial doubt about our ability to continue as a going concern;
      Ability to operate in a competitive, rapidly changing and highly regulated industry, which makes it difficult to evaluate our business and prospects
      Dependence on the gaming industry;
      Unfavorable publicity and negative public perception about the digital marketing industry or us;
      A sudden reduction in online marketing spend by our clients, a loss of clients or lower advertising yields; 
      Credit risk from certain clients
      Our relative inexperience in the post-transaction commerce media business, which is currently dominated by a major player; 
      Our need to continue investing in technology for our Commerce Media Solutions business;
      Our competitive disadvantage because we are more selective in our traffic sources;
      A decline in the supply of media available to us through third parties or an increase in the price of such media; 
      Ability to remain competitive with the shift to mobile applications and our use of CRM; 
      Our increasing reliance upon inbound calls, particularly in the health plan vertical, which we may be unable to obtain cost effectively obtain in the future;
      Difficulty managing any future growth or scaling our infrastructure and products quickly enough to meet the needs of our business while maintaining profitability; 
      Global economic or political instability, including the potential impact of tariffs on our business;
      Challenges managing the growth of our operations, including international expansion and the integration of acquired business units or personnel;
      Strategic alternatives that could complicate operations or divert management’s attention; 
      Dependence on our key personnel and ability to attract or retain employees;
      Dependence upon third-party service providers and potential liability related to their actions or platform malfunctions;
      Compliance with a significant number of governmental laws and regulations, including those regarding telemarketing, email marketing, text messaging, privacy, and data protection; 
      The outcome of litigation, inquiries, investigations, examinations, or other legal proceedings in which we are or may become involved, or in which our clients or competitors are involved;
      Potential sales and use taxes and other taxes on our business;
      Our actual or perceived failure to safeguard any personal information or user privacy; 
      Failure to adequately protect intellectual property rights or allegations of infringement of intellectual property rights;
      Potential liability or expenses for legal claims based on the nature and content of the materials we create or distribute, including those provided by third parties, as a creator and a distributor of digital media content;
      Our need to raise capital to fund our operations; 
      Our ability to maintain listing of our securities on The Nasdaq Capital Market;
      The volatility of our stock price and concentration of stock ownership;
      Potential dilutive effect of any future issuances of shares of our common stock;
      Lack of cash dividends for the foreseeable future;
      Status of a smaller reporting company and non-accelerated filer, which involves certain reduced governance and disclosure requirements; and
      Uncertainty in the acceptance by Shopify merchants of Rebuy Ads powered by Fluent. 
         

    These and additional factors to be considered are set forth under “Risk Factors” in our Annual Report on Form 10-K for the fiscal year ended December 31, 2024 and in our other filings with the Securities and Exchange Commission. Fluent undertakes no obligation to update or revise forward-looking statements to reflect changed assumptions, the occurrence of unanticipated events or changes to future operating results or expectations, except as required by law.

    FLUENT, INC.
    CONSOLIDATED BALANCE SHEETS
    (Amounts in thousands, except share and per share data)
    (unaudited)
                 
        March 31, 2025     December 31, 2024  
    ASSETS:                
    Cash and cash equivalents   $ 4,828     $ 9,439  
    Accounts receivable, net of allowance for credit losses of $483 and $487, respectively     37,019       46,532  
    Prepaid expenses and other current assets     8,126       8,729  
    Restricted cash     1,255       1,255  
    Total current assets     51,228       65,955  
    Property and equipment, net     233       304  
    Operating lease right-of-use assets     1,118       1,570  
    Intangible assets, net     20,986       21,797  
    Other non-current assets     3,929       3,991  
    Total assets   $ 77,494     $ 93,617  
    LIABILITIES AND SHAREHOLDERS’ EQUITY:                
    Accounts payable   $ 8,513     $ 8,776  
    Accrued expenses and other current liabilities     19,694       21,905  
    Deferred revenue     341       556  
    Current portion of long-term debt     21,801       31,609  
    Current portion of operating lease liability     1,310       1,836  
    Total current liabilities     51,659       64,682  
    Long-term debt, net           250  
    Convertible Notes, at fair value with related parties     3,800       3,720  
    Operating lease liability, net           9  
    Other non-current liabilities           1  
    Total liabilities     55,459       68,662  
    Contingencies                
    Shareholders’ equity:                
    Preferred stock — $0.0001 par value, 10,000,000 Shares authorized; Shares outstanding — 0 shares for both periods            
    Common stock — $0.0005 par value, 200,000,000 Shares authorized; Shares issued — 21,412,255 and 20,791,431, respectively; and Shares outstanding — 20,643,660 and 20,022,836, respectively     47       47  
    Treasury stock, at cost — 768,595 and 768,595 Shares, respectively     (11,407 )     (11,407 )
    Additional paid-in capital     452,459       447,110  
    Accumulated deficit     (419,064 )     (410,795 )
    Total shareholders’ equity     22,035       24,955  
    Total liabilities and shareholders’ equity   $ 77,494     $ 93,617  
                     
    FLUENT, INC.
    CONSOLIDATED STATEMENTS OF OPERATIONS
    (Amounts in thousands, except share and per share data)
    (unaudited)
           
        Three Months Ended March 31,  
        2025     2024  
    Revenue   $ 55,210     $ 65,983  
    Costs and expenses:                
    Cost of revenue (exclusive of depreciation and amortization)     43,775       47,348  
    Sales and marketing     4,070       4,812  
    Product development     3,398       4,840  
    General and administrative     8,582       10,365  
    Depreciation and amortization     2,461       2,571  
    Total costs and expenses     62,286       69,936  
    Loss from operations     (7,076 )     (3,953 )
    Interest expense, net     (880 )     (1,415 )
    Fair value adjustment of Convertible Notes with related parties     (80 )      
    Loss before income taxes     (8,036 )     (5,368 )
    Income tax expense     (233 )     (908 )
    Net loss   $ (8,269 )   $ (6,276 )
                     
    Basic and diluted loss per share:                
    Basic   $ (0.39 )   $ (0.45 )
    Diluted   $ (0.39 )   $ (0.45 )
                     
    Weighted average number of shares outstanding:                
    Basic     21,211,439       13,902,165  
    Diluted     21,211,439       13,902,165  
                     
    FLUENT, INC.
    CONSOLIDATED STATEMENTS OF CASH FLOWS
    (Amounts in thousands)
    (unaudited)
           
        Three Months Ended March 31,  
        2025     2024  
    CASH FLOWS FROM OPERATING ACTIVITIES:                
    Net loss   $ (8,269 )   $ (6,276 )
    Adjustments to reconcile net loss to net cash provided by operating activities:                
    Depreciation and amortization     2,461       2,571  
    Non-cash loan amortization expense     176       711  
    Share-based compensation expense     335       600  
    Fair value adjustment of Convertible Notes with related parties     80        
    Allowance for credit losses     (4 )     82  
    Changes in assets and liabilities, net of business acquisitions:                
    Accounts receivable     9,517       3,028  
    Prepaid expenses and other current assets     603       (266 )
    Other non-current assets     106       100  
    Operating lease assets and liabilities, net     (83 )     (85 )
    Accounts payable     (263 )     (2,125 )
    Accrued expenses and other current liabilities     (2,331 )     2,344  
    Deferred revenue     (215 )     131  
    Other     (1 )     (947 )
    Net cash provided by (used in) operating activities     2,112       (132 )
    CASH FLOWS FROM INVESTING ACTIVITIES:                
    Capitalized costs included in intangible assets     (1,570 )     (1,796 )
    Net cash used in investing activities     (1,570 )     (1,796 )
    CASH FLOWS FROM FINANCING ACTIVITIES:                
    Proceeds from issuance of long-term debt, net of debt financing costs     21,841        
    Repayments of long-term debt     (31,869 )     (1,250 )
    Debt financing costs     (125 )     (968 )
    Proceeds from issuance of pre-funded warrants     5,000        
    Net cash used in financing activities     (5,153 )     (2,218 )
    Net decrease in cash, cash equivalents, and restricted cash     (4,611 )     (4,146 )
    Cash, cash equivalents, and restricted cash at beginning of period     10,694       15,804  
    Cash, cash equivalents, and restricted cash at end of period   $ 6,083     $ 11,658  
                     

    Definitions, Reconciliations and Uses of Non-GAAP Financial Measures

    The following non-GAAP measures are used in this release:

    Media margin is defined as that portion of gross profit (exclusive of depreciation and amortization) reflecting variable costs paid for media and related expenses and excluding non-media cost of revenue. Gross profit (exclusive of depreciation and amortization) represents revenue minus cost of revenue (exclusive of depreciation and amortization). Media margin is also presented as a percentage of revenue.

    Adjusted EBITDA is defined as net income (loss), excluding (1) income taxes, (2) interest expense, net, (3) depreciation and amortization, (4) share-based compensation expense, (5) loss on early extinguishment of debt, (6) accrued compensation expense for put/call consideration, (7) goodwill impairment, (8) impairment of intangible assets, (9) loss (gain) on disposal of property and equipment, (10) fair value adjustment of Convertible Notes with related parties, (11) acquisition-related costs, (12) restructuring and other severance costs, and (13) certain litigation and other related costs.

    Adjusted net income is defined as net income (loss) excluding (1) share-based compensation expense, (2) loss on early extinguishment of debt, (3) accrued compensation expense for put/call consideration, (4) goodwill impairment, (5) impairment of intangible assets, (6) loss (gain) on disposal of property and equipment, (7) fair value adjustment of Convertible Notes with related parties (8) acquisition-related costs, (9) restructuring and other severance costs, and (10) certain litigation and other related costs. Adjusted net income is also presented on a per share (basic and diluted) basis.

    Below is a reconciliation of media margin from gross profit (exclusive of depreciation and amortization), which we believe is the most directly comparable U.S. GAAP measure.

        Three Months Ended March 31,  
    (In thousands, except percentages)   2025     2024  
    Revenue   $ 55,210     $ 65,983  
    Less: Cost of revenue (exclusive of depreciation and amortization)     43,775       47,348  
    Gross profit (exclusive of depreciation and amortization)   $ 11,435     $ 18,635  
    Gross profit (exclusive of depreciation and amortization) % of revenue     21 %     28 %
    Non-media cost of revenue (1)     2,296       3,504  
    Media margin   $ 13,731     $ 22,139  
    Media margin % of revenue     24.9 %     33.6 %
                     

    (1) Represents the portion of cost of revenue (exclusive of depreciation and amortization) not attributable to variable costs paid for media and related expenses.

    Below is a reconciliation of media margin from gross profit (exclusive of depreciation and amortization), which we believe is the most directly comparable U.S. GAAP measure, for Commerce Media Solutions.

        Three Months Ended March 31,  
    (In thousands, except percentages)   2025     2024  
    Revenue   $ 12,660     $ 6,376  
    Less: Cost of revenue (exclusive of depreciation and amortization)     9,847       4,553  
    Gross profit (exclusive of depreciation and amortization)   $ 2,813     $ 1,823  
    Gross profit (exclusive of depreciation and amortization) % of revenue     22 %     29 %
    Non-media cost of revenue (1)     298       175  
    Media margin   $ 3,111     $ 1,998  
    Media margin % of revenue     24.6 %     31.3 %
                     

    (1) Represents the portion of cost of revenue (exclusive of depreciation and amortization) not attributable to variable costs paid for media and related expenses.

    Below is a reconciliation of adjusted EBITDA from net loss, which we believe is the most directly comparable U.S. GAAP measure.

        Three Months Ended March 31,  
    (In thousands)   2025     2024  
    Net loss   $ (8,269 )   $ (6,276 )
    Income tax expense     233       908  
    Interest expense, net     880       1,415  
    Depreciation and amortization     2,461       2,571  
    Share-based compensation expense     335       600  
    Fair value adjustment of Convertible Notes with related parties     80        
    Acquisition-related costs(1)     (119 )     782  
    Restructuring and other severance costs     1,315       665  
    Adjusted EBITDA   $ (3,084 )   $ 665  
    (1 ) Balance includes compensation expense related to non-compete agreements and earn-out expense incurred as a result of business combinations. The earn-out expense was ($119) and $151 for the three months ended March 31, 2025 and 2024, respectively.
         

    Below is a reconciliation of adjusted net income and the related measure of adjusted net income per share from net income (loss), which we believe is the most directly comparable U.S. GAAP measure.

        Three Months Ended March 31,  
    (In thousands, except share and per share data)   2025     2024  
    Net loss   $ (8,269 )   $ (6,276 )
    Share-based compensation expense     335       600  
    Fair value adjustment of Convertible Notes with related parties     80        
    Acquisition-related costs(1)     (119 )     782  
    Restructuring and other severance costs     1,315       665  
    Adjusted net loss   $ (6,658 )   $ (4,229 )
    Adjusted net loss per share:                
    Basic   $ (0.31 )   $ (0.30 )
    Diluted   $ (0.31 )   $ (0.30 )
    Weighted average number of shares outstanding:                
    Basic     21,211,439       13,902,165  
    Diluted     21,211,439       13,902,165  
    (1 ) Balance includes compensation expense related to non-compete agreements and earn-out expense incurred as a result of business combinations. The earn-out expense was ($119) and $151 for the three months ended March 31, 2025 and 2024, respectively.
         

    We present media margin, adjusted EBITDA, and adjusted net income as supplemental measures of our financial and operating performance because we believe they provide useful information to investors. More specifically:

    Media margin, as defined above, is a measure of the efficiency of the Company’s operating model. We use media margin and the related measure of media margin as a percentage of revenue as primary metrics to measure the financial return on our media and related costs, specifically to measure the degree by which the revenue generated from our digital marketing services exceeds the cost to attract the consumers to whom offers are made through our services. Media margin is used extensively by our management to manage our operating performance, including evaluating operational performance against budgeted media margin and understanding the efficiency of our media and related expenditures. We also use media margin for performance evaluations and compensation decisions regarding certain personnel.

    Adjusted EBITDA, as defined above, is another primary metric by which we evaluate the operating performance of our business, on which certain operating expenditures and internal budgets are based and by which, in addition to media margin and other factors, our senior management is compensated. The first three adjustments represent the conventional definition of EBITDA, and the remaining adjustments are items recognized and recorded under U.S. GAAP in particular periods but might be viewed as not necessarily coinciding with the underlying business operations for the periods in which they are so recognized and recorded. These adjustments include certain litigation and other related costs associated with legal matters outside the ordinary course of business. We consider items one-time in nature if they are non-recurring, infrequent or unusual and have not occurred in the past two years or are not expected to recur in the next two years, in accordance with SEC rules. There were no adjustments for one-time items in the periods presented.

    Adjusted net income, as defined above, excludes certain items that are recognized and recorded under U.S. GAAP in particular periods but might be viewed as not necessarily coinciding with the underlying business operations for the periods in which they are so recognized and recorded. We believe adjusted net income affords investors a different view of the overall financial performance of the Company than adjusted EBITDA and the U.S. GAAP measure of net (loss) income.

    Media margin, adjusted EBITDA, adjusted net income, and adjusted net income per share are non-GAAP financial measures with certain limitations regarding their usefulness. They do not reflect our financial results in accordance with U.S. GAAP, as they do not include the impact of certain expenses that are reflected in our condensed consolidated statements of operations. Accordingly, these metrics are not indicative of our overall results or indicators of past or future financial performance. Further, they are not financial measures of profitability and are neither intended to be used as a proxy for the profitability of our business nor to imply profitability. The way we measure media margin, adjusted EBITDA, and adjusted net income may not be comparable to similarly titled measures presented by other companies and may not be identical to corresponding measures used in our various agreements.

    Annual Revenue Run Rate

    Annual Revenue Run Rate is an operational metric that represents the annualized revenue of the Company’s media partnerships at current monetization levels, as of the end of the reporting period. The Company calculates Annual Revenue Run Rate as follows:

    • Media partners within Commerce Media Solutions with an active contract are assessed and assigned an annual media volume estimate based on the active term of the contract and the monetization rate at the end of the reporting period. The Company considers a media partner contract to be active when the contractual term commences (the “start date”) until its right to serve the partner’s commerce traffic ends. Even if the contract with the customer is executed before the start date, the contract will not count toward Annual Revenue Run Rate until the media partner’s right to receive the benefit of the services has commenced.
    • As Annual Revenue Run Rate includes only contracts that are active at the end of the reporting period, it does not reflect assumptions or estimates regarding new business. For contracts expiring within 12 months of the period-end calculation date, Annual Revenue Run Rate does reflect expectations of renewal.
    • The Company’s Commerce Media Solutions platform provides the technology to effectively monetize the partner’s media by placing relevant ads at a contracted moment of consumer engagement. Although from inception to date, improvements in the platform’s AI-powered technology have consistently driven increased rates of monetization, for the purpose of Annual Revenue Run Rate, the Company assumes a consistent monetization level to that as measured on each media partner at the end of the reporting period.

    The way the Company measures Annual Revenue Run Rate may not be comparable to similarly titled measures presented by other companies and should not be viewed as a projection of future revenue.

    Contact Information: 
    Investor Relations
    Fluent, Inc.
    InvestorRelations@fluentco.com  

    The MIL Network

  • MIL-OSI: BIO-key Reports Q1’25 Revenue of $1.6M and Improved Cash Position of $3.1M; Hosts Investor Call Tomorrow, Friday May 16th at 10am ET

    Source: GlobeNewswire (MIL-OSI)

    HOLMDEL, N.J., May 15, 2025 (GLOBE NEWSWIRE) — BIO-key® International, Inc. (Nasdaq: BKYI), an innovative provider of workforce and customer Identity and Access Management (IAM) solutions featuring passwordless, phoneless and tokenless Identity-Bound Biometric (IBB) authentication, announced results for its first quarter (Q1’25). BIO-key will host an investor call tomorrow, Friday, May 16th at 10:00am ET (details below).

    BIO-key CEO, Mike DePasquale commented, “Our revenue rose approximately 10% sequentially vs. Q4’24, as we continue our transition to selling high-margin BIO-key branded products in Europe, the Middle East and Africa (EMEA). Year-over-year revenue decreased 25% due to a $1.2M two-year contract with a long-term financial services customer we closed in Q1’24, as compared to $690k recorded in Q1’25 from the customer’s addition of incremental biometric capabilities. We expect revenue from this customer to increase significantly in the next two-year period commencing in 2026, due to their expanding deployment and the addition of our one-to-many fingerprint-only biometric ID system that requires no card or account number for client Identification.

    “Our gross margin remained healthy in Q1 at 83%, and we reduced our selling, general and administrative expense by 23% year-over-year. Our cash position increased substantially to $3.1M reflecting proceeds from warrant exercises early in Q1’25. Since December 31, we have also reduced the principal balance on our outstanding note payable. These balance sheet improvements provide solid footing for BIO-key as we pursue new growth opportunities.”

    Q1 Highlights

    Mr. DePasquale continued, “Moving forward, we are seeing growing traction for our identity bound biometric solutions in defense/security and financial services applications that require the highest levels of security. In these use cases, our customers are drawn to our unique ability to authenticate the individual seeking data or network access rather than alternate factors that are far more prone to being compromised. We now support secure biometric authentication for a number of national and international defense and police organizations and are working to leverage these powerful endorsements in our business development efforts.

    “We continue to build our base of government and government related customers who appreciate the flexibility, ease of use and ability to support multiple authentication factors that create a compelling return on investment profile. We see growing interest in our unique passwordless, phoneless and tokenless authentication solutions, which meet the most pressing security and usability challenges.

    “We have built a solid presence in state, local and educational (SLED) markets domestically, as we now serve over 100 institutions with over 4M end users. In Q1’25 the Wyoming Department of Education deployed PortalGuard IDaaS, adding up to 20,000 SaaS end users. Additionally, many existing higher ed customers are migrating from our on-premises solution to PortalGuard IDaaS, further expanding our base of recurring revenue.

    “Building on this, we executed a strategic partnership and Joint Purchase Agreement in Q1’25 with California’s Education Technology Joint Powers Authority (Ed Tech JPA), resulting in PortalGuard becoming an approved solution for the alliance’s 195 K-12 schools and districts, servicing over 2.6M students. Importantly, BIO-key solutions are uniquely positioned to comply with California’s Phone-Free Schools Act (AB-1326) policies limiting or prohibiting smartphone use in schools by July 2026. Most competing solutions rely on phone authenticators or hardware security keys, neither of which are practical solutions for schools.

    “From a strategic standpoint, we are excited about the revenue and margin potential in EMEA now that we have refocused our efforts on BIO-key solutions in those markets. Our transition away from Swivel Secure licensed solutions beginning in the second half of 2024 resulted in some challenging year-over-year revenue comparisons but we fully expect to return our EMEA performance to growth and enhanced margins over the remainder of 2025.

    “Based on the security, flexibility, ease of deployment and compelling ROI provided by our solutions, we feel well positioned to deliver improved top- and bottom-line results in 2025. However, given the timing of large customer orders or renewals, our financial performance is likely to fluctuate on a quarter-to-quarter basis. Given increasing interest in our biometric solutions, growing adoption of passwordless, phoneless and tokenless IAM solutions, our improved balance sheet, strong margin profile, and revenue traction in EMEA markets, we are very optimistic about our growth outlook. We also continue to seek opportunities to reduce costs and lower our breakeven level to support our path to positive cash flow and profitability.”

    Financial Results

    Total revenues decreased to $1,607,159 in Q1’25 from $2,181,203, mainly due to the impact of $1.2M in Q1’24 revenue from a 2-year renewal contract with a long-term financial services customer vs. $690k from this customer in Q1’25. License fee revenue decreased to $1,098,758 in Q1’25 from $1,950,434 a year ago, reflecting the variance in revenue from the long-term financial services customer, as well as the impact on revenue of transitioning from selling third-party Swivel Secure products and services to BIO-key products, in the EMEA region.

    Service revenues increased to $272,598 in Q1’25 from $213,122 in Q1’24, including approximately $265,000 and $193,000, respectively, of recurring maintenance and support revenue, and $8,000 and $20,000, respectively, of non-recurring custom services revenue. The recurring revenue increase of $72,000 or 37% was due to incremental support services for a large customer service agreement. Non-recurring custom services decreased due to the removal of a large Swivel Secure customer.

    Hardware sales increased to $235,803 in Q1’25 from $17,647 in Q1’24, due largely to increased purchases of fingerprint biometric scanners in support of certain customers’ expanded deployments in Q1’25.

    Gross profit decreased to $1,327,661 in Q1’25 from $1,881,560 in Q1’24, reflecting gross margins of 82.6% and 86.3%, respectively. The gross profit decline is due primarily to lower revenue in Q1’25 as well as the impact of higher levels of lower margin hardware revenue.

    BIO-key reduced its Q1’25 operating expenses by $422,195 to $1,968,299 from $2,390,494 in Q1’24, due to reductions of $410,449 in SG&A and $11,746 in research, development and engineering. Q1’25 SG&A expenses decreased 23% to $1,372,524 from $1,782,973 in Q1’24, reflecting reductions in administration, sales personnel costs, and professional service fees. The RD&E decrease was due primarily to lower rent costs.

    Reflecting lower revenues which was partially offset by lower operating costs, BIO-key’s Q1’25 net loss increased to $736,545, or ($0.16) per share, as compared to $510,285, or ($0.32) per share, in Q1’24.

    Balance Sheet

    As of March 31, 2025, BIO-key’s total current assets improved to $4.6M, including $3.1M of cash and cash equivalents, $0.8M of net accounts receivable and due from factor, and approximately $358,000 of inventory. This compares to total current assets of $1.9M at December 31, 2024, including approximately $438,000 of cash and cash equivalents, $0.8M of net accounts receivable and due from factor, and $378,000 of inventory.

    Conference Call Details

    Date / Time: Friday, May 16th at 10 a.m. ET
    Call Dial In #: 1-877-418-5460 U.S. or 1-412-717-9594 Int’l
    Live Webcast / Replay: Webcast & Replay Link – Available for 3 months.
    Audio Replay: 1-877-344-7529 U.S. or 1-412-317-0088 Int’l; code 6501265
       


    About BIO-key International, Inc.
    (www.BIO-key.com)

    BIO-key is revolutionizing authentication and cybersecurity with biometric-centric, multi-factor identity and access management (IAM) software securing access for over forty million users. BIO-key allows customers to choose the right authentication factors for diverse use cases, including phoneless, tokenless, and passwordless biometric options. Its hosted or on-premise PortalGuard IAM solution provides cost-effective, easy-to-deploy, convenient, and secure access to computers, information, applications, and high-value transactions.

    BIO-key Safe Harbor Statement

    All statements contained in this press release other than statements of historical facts are “forward-looking statements” as defined in the Private Securities Litigation Reform Act of 1995 (the “Act”). The words “estimate,” “project,” “intends,” “expects,” “anticipates,” “believes” and similar expressions are intended to identify forward-looking statements. Such forward-looking statements are made based on management’s beliefs, as well as assumptions made by, and information currently available to, management pursuant to the “safe-harbor” provisions of the Act. These statements are not guarantees of future performance or events and are subject to risks and uncertainties that may cause actual results to differ materially from those included within or implied by such forward-looking statements. These risks and uncertainties include, without limitation, our history of losses and limited revenue; our ability to raise additional capital to satisfy working capital needs; our ability to continue as a going concern; our ability to protect our intellectual property; changes in business conditions; changes in our sales strategy and product development plans; changes in the marketplace; continued services of our executive management team; security breaches; competition in the biometric technology and identity access management industries; market acceptance of biometric products generally and our products under development; our ability to convert sales opportunities to customer contracts; our ability to expand into Asia, Africa and other foreign markets; our ability to migrate Swivel Secure customers to BIO-key and Portal Guard offerings; our ability to execute definitive agreements with Fiber Food Systems and/or its customers to utilize our access management solutions; our ability to integrate our solutions into any of Fiber Food System’s offerings; fluctuations in foreign currency exchange rates; the duration and extent of continued hostilities in Ukraine and its impact on our European customers; the impact of tariffs and other trade barriers which may make it more costly for us to import inventory from China and Hong Kong and certain product components from South Korea; delays in the development of products, the commercial, reputational and regulatory risks to our business that may arise as a consequence of the restatement of our financial statements, including any consequences of non-compliance with Securities and Exchange Commission and Nasdaq periodic reporting requirements; our temporary loss of the use of a Registration Statement on Form S-3 to register securities in the future; any disruption to our business that may occur on a longer-term basis should we be unable to continue to maintain effective internal controls over financial reporting, and statements of assumption underlying any of the foregoing as well as other factors set forth under the caption “Risk Factors” in our Annual Report on Form 10-K for the year ended December 31, 2024 and other filings with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date made. Except as required by law, we undertake no obligation to disclose any revision to these forward-looking statements whether as a result of new information, future events, or otherwise.

    Engage with BIO-key


    Investor Contacts

    William Jones, David Collins
    Catalyst IR
    BKYI@catalyst-ir.com or 212-924-9800

    BIO-KEY INTERNATIONAL, INC. AND SUBSIDIARIES
    CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS AND COMPREHENSIVE LOSS
    (Unaudited)
     
        Three Months Ended  
        March 31,  
        2025     2024  
    Revenues                
    Services   $ 272,598     $ 213,122  
    License fees     1,098,758       1,950,434  
    Hardware     235,803       17,647  
    Total revenues     1,607,159       2,181,203  
    Costs and other expenses                
    Cost of services     98,144       138,849  
    Cost of license fees     72,885       148,221  
    Cost of hardware     108,469       12,573  
    Total costs and other expenses     279,498       299,643  
    Gross profit     1,327,661       1,881,560  
                     
    Operating Expenses                
    Selling, general and administrative     1,372,524       1,782,973  
    Research, development and engineering     595,775       607,521  
    Total Operating Expenses     1,968,299       2,390,494  
    Operating loss     (640,638 )     (508,934 )
    Other income (expense)                
    Interest income     3       5  
    Loan fee amortization     (60,000 )      
    Interest expense     (35,910 )     (1,356 )
    Total other income (expense), net     (95,907 )     (1,351 )
                     
    Loss before provision for income tax     (736,545 )     (510,285 )
                     
    Provision for (income tax) tax benefit            
                     
    Net loss   $ (736,545 )   $ (510,285 )
                     
    Comprehensive loss:                
    Net loss   $ (736,545 )   $ (510,285 )
    Other comprehensive income (loss) – Foreign currency translation adjustment     6,803       (62,275 )
    Comprehensive loss   $ (729,742 )   $ (572,560 )
                     
    Basic and Diluted Loss per Common Share   $ (0.16 )   $ (0.32 )
                     
    Weighted Average Common Shares Outstanding:                
    Basic and diluted     4,702,421       1,615,323  
     
    BIO-KEY INTERNATIONAL, INC. AND SUBSIDIARIES
    CONDENSED CONSOLIDATED BALANCE SHEETS
     
        March 31,     December 31,  
        2025     2024  
        (Unaudited)          
    ASSETS                
    Cash and cash equivalents   $ 3,133,752     $ 437,604  
    Accounts receivable, net     803,277       718,229  
    Due from factor     40,450       74,170  
    Inventory     357,842       378,307  
    Prepaid expenses and other     254,285       278,648  
    Total current assets     4,589,606       1,886,958  
    Equipment and leasehold improvements, net     122,986       140,198  
    Capitalized contract costs, net     375,705       409,426  
    Deposits and other assets     7,976       7,976  
    Operating lease right-of-use assets     67,142       73,372  
    Investments     5,000,000       5,000,000  
    Intangible assets, net     1,020,261       1,097,630  
    Total non-current assets     6,594,070       6,728,602  
    TOTAL ASSETS   $ 11,183,676     $ 8,615,560  
                     
    LIABILITIES                
    Accounts payable   $ 568,836     $ 818,187  
    Accrued liabilities     1,042,411       1,278,732  
    Note payable     762,151       1,525,977  
    Government loan – BBVA Bank, current portion     138,667       132,731  
    Deferred revenue, current     928,291       773,267  
    Operating lease liabilities, current portion     25,260       24,642  
    Total current liabilities     3,465,616       4,553,536  
    Deferred revenue, long term     136,931       196,237  
    Government loan – BBVA Bank – net of current portion     11,666       44,762  
    Operating lease liabilities, net of current portion     42,410       48,994  
    Total non-current liabilities     191,007       289,993  
    TOTAL LIABILITIES     3,656,623       4,843,529  
                     
    Commitments and Contingencies                
                     
    STOCKHOLDERS’ EQUITY                
                     
    Common stock — authorized, 170,000,000 shares; issued and outstanding; 5,814,041 and 3,715,483 of $.0001 par value at March 31, 2025 and December 31, 2024, respectively     582       372  
    Additional paid-in capital     137,514,825       133,030,271  
    Accumulated other comprehensive loss     56,093       49,290  
    Accumulated deficit     (130,044,447 )     (129,307,902 )
    TOTAL STOCKHOLDERS’ EQUITY     7,527,053       3,772,031  
    TOTAL LIABILITIES AND STOCKHOLDERS’ EQUITY   $ 11,183,676     $ 8,615,560  
     
    BIO-KEY INTERNATIONAL, INC. AND SUBSIDIARIES
    CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS
    (Unaudited)
     
        Three Months Ended March 31,  
        2025     2024  
                     
    CASH FLOW FROM OPERATING ACTIVITIES:                
    Net loss   $ (736,545 )   $ (510,285 )
    Adjustments to reconcile net loss to net cash used for operating activities:                
    Depreciation     21,782       23,808  
    Amortization of intangible assets     76,245       78,005  
    Amortization of capitalized contract costs     46,545       38,665  
    Amortization of Note Payable     60,000        
    Interest payable on Note     35,173        
    Operating leases right-of-use assets     6,230       13,686  
    Share and warrant-based compensation for employees and consultants     52,488       47,790  
    Stock based directors’ fees     9,002       9,003  
    Bad debts     15,000       100,000  
    Change in assets and liabilities:                
    Accounts receivable     (85,048 )     399,749  
    Due from factor     33,720       91,070  
    Capitalized contract costs     (12,824 )     (158,005 )
    Inventory     20,465       5,545  
    Prepaid expenses and other     24,363       (63,513 )
    Accounts payable     (259,571 )     (116,012 )
    Accrued liabilities     (236,321 )     (104,257 )
    Deferred revenue     95,718       455,868  
    Operating lease liabilities     (1,734 )     (14,033 )
    Net cash used in operating activities     (835,312 )     297,084  
    CASH FLOWS FROM INVESTING ACTIVITIES:                
    Capital expenditures     (4,570 )     (1,869 )
    Net cash used in investing activities     (4,570 )     (1,869 )
    CASH FLOW FROM FINANCING ACTIVITIES:                
    Offering costs     (248,783 )     (13,470 )
    Proceeds for exercise of warrants     3,813,057       1,400  
    Receipt of cash from Employee stock purchase plan            
    Repayment of government loan     (35,047 )     (41,821 )
    Net cash used in financing activities     3,529,227       (53,891 )
                     
    Effect of exchange rate changes     6,803       (62,275 )
                     
    NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS     2,696,148       179,049  
    CASH AND CASH EQUIVALENTS, BEGINNING OF PERIOD     437,604       511,400  
    CASH AND CASH EQUIVALENTS, END OF PERIOD   $ 3,133,752     $ 690,449  

    The MIL Network

  • MIL-OSI: Caliber Reports First Quarter 2025 Results

    Source: GlobeNewswire (MIL-OSI)

    SCOTTSDALE, Ariz., May 15, 2025 (GLOBE NEWSWIRE) — Caliber (NASDAQ: CWD; “CaliberCos Inc.”), a real estate investor, developer, and asset manager, today reported results for the first quarter ended on March 31, 2025.

    First Quarter 2025 Platform Financial Highlights (compared to First Quarter 2024)

    • Platform revenue of $3.5 million, compared to $4.7 million
      • Asset management revenue of $3.5 million drove the stated results
      • No significant performance allocations were earned, compared to prior period
    • Platform net loss of $4.1 million, or $3.59 per diluted share, compared to Platform net loss of $3.6 million, or $3.30 per diluted share
    • Platform Adjusted EBITDA loss of $1.4 million, compared to Platform Adjusted EBITDA loss of $1.7 million

    Management Commentary

    “Building on the narrowed strategy we outlined earlier this year, Caliber is now actively executing with a focus in hospitality, multifamily, and multi-tenant industrial real estate,” said Chris Loeffler, CEO of Caliber. “While our Q1 results reflect some of the transitional costs associated with this shift, our recent business developments set the stage for success.

    “Our recently announced partnership with Hyatt is a tremendous win for Caliber. The announcement is also a vote of confidence from an industry leader that provides a strategic advantage in building our Caliber Hospitality portfolio.

    “Our strategy is to continue focusing on fee-generating, income-producing assets while reducing our exposure to long-duration development projects. We have also strengthened our liquidity through new equity offerings, strengthened our balance sheet through financing, and improved our operating efficiency.”

    Business Update

    The following are key milestones completed both during and subsequent to the first quarter ended March 31, 2025.

    • On March 17, 2025, Caliber announced an offering of Series AA Cumulative Redeemable Preferred Stock had been qualified by the U.S. Securities and Exchange Commission (“SEC”) and that the Company is seeking to raise up to $20 million through the offering.
    • On March 27, 2025, Caliber announced the launch of its 1031 Exchange Program, a tax-deferral strategy that allows real estate investors to sell a property and reinvest all of the proceeds into a like-kind property while deferring capital gains taxes.
    • On April 22, 2025, Caliber announced the recent Phoenix City Council’s unanimous approval of the Company’s Canyon Village redevelopment project, a retrofit of a distressed +300,000 square foot office building to a 376-unit rental multifamily residential building. The project also benefits from opportunity zone tax incentives.
    • On May 8, 2025, Caliber announced that Caliber Hospitality Development (“CHD”) has entered into a Development Rights Agreement with an affiliate of Hyatt Hotels Corporation (NYSE: H) to exclusively develop 15 new Hyatt Studios hotels in target market areas within Arizona, Colorado, Nevada, Texas and Louisiana.
    • On May 9, 2025, Caliber announced it closed a $22.5 million refinance on the Doubletree by Hilton Hotel in Tuscon, AZ, which is a holding of a Caliber-managed opportunity zone fund. The new $22.5 million loan was refinanced with a unit of Citibank at a fixed rate of 7.43% maturing in June 2030. Proceeds will be utilized for reinvestment across the Fund’s portfolio.

    First Quarter 2025 Consolidated Financial Results (compared to First Quarter 2024)

    • Total consolidated revenue of $7.3 million, compared to $23.0 million reflecting the deconsolidation of Caliber Hospitality Trust, Caliber Hospitality, LP, Elliot, DT Mesa, and Caliber Fixed Income Fund III, LLC (“CFIF III”) in 2024.
    • Consolidated net loss attributable to Caliber of $4.4 million, or $3.85 per diluted share, compared to net loss attributable to Caliber of $3.8 million or $3.53 per diluted share
    • Consolidated Adjusted EBITDA loss of $0.1 million, compared to Consolidated Adjusted EBITDA of $2.2 million

    Conference Call Information

    Caliber will host a conference call today, Thursday, May 15, 2025, at 5:00 p.m. Eastern Time (ET) to discuss its first quarter 2025 financial results and business outlook. To access this call, dial 1-800-717-1738 (domestic) or 1-646-307-1865 (international). A live webcast of the conference call will be available via the investor relations section of Caliber’s website under “Financial Results.” The webcast replay of the conference call will be available on Caliber’s website shortly after the call concludes.

    Platform Financial Highlights

    Within this earnings release, we refer to performance results of the ‘Platform’. Platform refers to the performance of CWD itself, excluding the performance of any assets and funds that are included in our consolidated results, as required by the Generally Accepted Accounting Principles (“GAAP”). Management believes that Platform performance offers the most meaningful information needed to understand the value of CWD. The assets and funds that are consolidated into our GAAP presentation are included because Caliber is a guarantor of debt held by these assets and funds.

    While GAAP consolidation rules require CWD to include the performance and cash flows of these assets and funds in our consolidated financial information, CWD does not benefit from the performance of those assets and funds, except to the extent that CWD earns fees from managing the assets and funds (which are included in the Platform results). Management believes presenting Platform results, which exclude consolidated assets, directly shows the business performance that CWD stockholders benefit from.

    Consolidated Financial Results

    Caliber’s GAAP consolidated financial statements have been impacted by the deconsolidation of certain variable interest entities’ assets, liabilities, revenues, and expenses. These entities were deconsolidated because Caliber was no longer a guarantor on the respective entities’ third-party debt. Caliber’s GAAP financial metrics are impacted by the timing of deconsolidation. As such, prior periods presented may not be comparable due to the deconsolidation of certain entities in the current period.

    About Caliber (CaliberCos Inc.) (NASDAQ: CWD)

    With more than $2.9 billion of managed assets, including estimated costs to complete assets under development, Caliber’s 15-year track record of managing and developing real estate is built on a singular goal: make money in all market conditions. Our growth is fueled by our performance and our competitive advantage: we invest in projects, strategies, and geographies that global real estate institutions do not. Integral to our competitive advantage is our in-house shared services group, which offers Caliber greater control over our real estate and visibility to future investment opportunities. There are multiple ways to participate in Caliber’s success: invest in Nasdaq-listed CaliberCos Inc. and/or invest directly in our Private Funds.

    Forward Looking Statements

    This press release contains “forward-looking statements” that are subject to substantial risks and uncertainties. All statements, other than statements of historical fact, contained in this press release are forward-looking statements. Forward-looking statements contained in this press release may be identified by the use of words such as “anticipate,” “believe,” “contemplate,” “could,” “estimate,” “expect,” “intend,” “seek,” “may,” “might,” “plan,” “potential,” “predict,” “project,” “target,” “aim,” “should,” “will” “would,” or the negative of these words or other similar expressions, although not all forward-looking statements contain these words. Forward-looking statements are based on the Company’s current expectations and are subject to inherent uncertainties, risks and assumptions that are difficult to predict. Further, certain forward-looking statements are based on assumptions as to future events that may not prove to be accurate including, but not limited to, the Company’s ability to adequately grow cumulative fundraising, AUM and annualized platform revenue to meet 2026 targeted goals, and the viability of and ability of the Company to adequately access the real estate and capital markets. These and other risks and uncertainties are described more fully in the section titled “Risk Factors” in the final prospectus related to the Company’s public offering filed with the SEC and other reports filed with the SEC thereafter. Forward-looking statements contained in this announcement are made as of this date, and the Company undertakes no duty to update such information except as required under applicable law.

    CONTACTS:

    Caliber Investor Relations:
    Ilya Grozovsky
    +1 480-214-1915
    Ilya@caliberco.com

    NON-GAAP RECONCILIATIONS

    The following information reconciles the performance of the Platform to the consolidated GAAP presentation. Management believes that the Platform view of Caliber’s performance is more meaningful to a CWD shareholder as it includes all revenues and expenses generated by Caliber and its wholly-owned subsidiaries.

    ASSET MANAGEMENT PLATFORM(1)
    (AMOUNTS IN THOUSANDS, EXCEPT PER SHARE DATA) (UNAUDITED)
     
      Three Months Ended March 31, 2025
      Platform   Impact of Consolidated Fund and Eliminations   Consolidated
    Revenues          
    Asset management $ 3,542     $ (346 )   $ 3,196  
    Performance allocations   7       (6 )     1  
    Consolidated funds – hospitality revenue         3,919       3,919  
    Consolidated funds – other revenue         145       145  
    Total revenues   3,549       3,712       7,261  
    Expenses          
    Operating costs   4,168       (124 )     4,044  
    General and administrative   1,592       (11 )     1,581  
    Marketing and advertising   165             165  
    Depreciation and amortization   162       (5 )     157  
    Consolidated funds – hospitality expenses         3,465       3,465  
    Consolidated funds – other expenses         458       458  
    Total expenses   6,087       3,783       9,870  
               
    Other income (loss), net   6       (372 )     (366 )
    Interest income   33       (1 )     32  
    Interest expense   (1,611 )           (1,611 )
    Net loss before income taxes $ (4,110 )   $ (444 )   $ (4,554 )
    Provision for income taxes                
    Net loss   (4,110 )     (444 )     (4,554 )
    Net loss attributable to noncontrolling interests         (147 )     (147 )
    Net (loss) income attributable to CaliberCos Inc. $ (4,110 )   $ (297 )   $ (4,407 )
    Basic and Diluted Platform loss per share $ (3.59 )       $ (3.85 )
    Weighted average common shares outstanding:          
    Basic and Diluted   1,146           1,146  
                       
      Three Months Ended March 31, 2024
      Platform   Impact of Consolidated Fund and Eliminations   Consolidated
    Revenues          
    Asset management $ 4,555     $ (1,385 )   $ 3,170  
    Performance allocations   171       (5 )     166  
    Consolidated funds – hospitality revenue         18,145       18,145  
    Consolidated funds – other revenue         1,470       1,470  
    Total revenues   4,726       18,225       22,951  
    Expenses          
    Operating costs   5,484       (222 )     5,262  
    General and administrative   1,949       (9 )     1,940  
    Marketing and advertising   106             106  
    Depreciation and amortization   183       (37 )     146  
    Consolidated funds – hospitality expenses         16,782       16,782  
    Consolidated funds – other expenses         3,072       3,072  
    Total expenses   7,722       19,586       27,308  
               
    Other income (loss), net   452       (180 )     272  
    Interest income   285       (168 )     117  
    Interest expense   (1,295 )     1       (1,294 )
    Net loss before income taxes $ (3,554 )   $ (1,708 )   $ (5,262 )
    Provision for income taxes                
    Net loss   (3,554 )     (1,708 )     (5,262 )
    Net loss attributable to noncontrolling interests         (1,457 )     (1,457 )
    Net loss attributable to CaliberCos Inc. $ (3,554 )   $ (251 )   $ (3,805 )
    Basic and Diluted Platform loss per share $ (3.30 )       $ (3.53 )
    Weighted average common shares outstanding:          
    Basic and diluted   1,077           1,077  

    ____________________

    (1) Represents the results of our asset management platform, which are presented on a basis that deconsolidates our consolidated funds (intercompany eliminations) and eliminate noncontrolling interest.
       
     
    PLATFORM REVENUE(1)
    (AMOUNTS IN THOUSANDS) (UNAUDITED)
     
      Three Months Ended March 31,
        2025     2024
    Fund management fees   2,744     2,569
    Financing fees   74     73
    Development and construction fees   528     1,654
    Brokerage fees   196     259
    Total asset management   3,542     4,555
    Performance allocations   7     171
    Total revenue $ 3,549   $ 4,726

    ____________________

    (1) Represents the results of our asset management platform, which are presented on a basis that deconsolidates our consolidated funds (intercompany eliminations) and eliminates noncontrolling interest.
       

    FV AUM and Managed Capital (UNAUDITED)

    The following information summarizes management’s estimates of fair value related to the entire portfolio of investments that Caliber manages and the total amount of capital that is being managed across the portfolio. The fair value of our AUM conveys an indication of the overall health of our investments and potentially how much performance allocation Caliber would earn if those assets were sold. Managed Capital is used to evaluate, among other things, the amount of asset management fees we generate from the portfolio.

    FV AUM
    (AMOUNTS IN THOUSANDS) (UNAUDITED)
           
    Balances as of December 31, 2024 $ 794,923  
    Assets acquired(1)   10,300  
    Construction and net market appreciation   25,800  
    Credit(2)   379  
    Other(3)   (644 )
    Balances as of March 31, 2025 $ 830,758  
           
    FV AUM, by asset class
    (AMOUNTS IN THOUSANDS) (UNAUDITED)
           
      March 31,
    2025
      December 31,
    2024
    Real Estate      
    Hospitality $ 68,400   $ 68,500
    Caliber Hospitality Trust   244,900     236,800
    Residential   173,100     161,700
    Commercial   266,300     249,600
    Total Real Estate   752,700     716,600
    Credit(1)   72,730     72,351
    Other(2)   5,328     5,972
    Total $ 830,758   $ 794,923

    ____________________

    (1) Credit FV AUM represents loans made to Caliber’s investment funds by our diversified credit fund.
    (2) Other FV AUM represents undeployed capital held in our diversified funds.
       
    MANAGED CAPITAL
    (AMOUNTS IN THOUSANDS) (UNAUDITED)
               
    Balance as of December 31, 2024     $ 492,542  
    Originations       2,990  
    Return of capital       (315 )
    Balance as of March 31, 2025     $ 495,217  
           
           
      March 31,
    2025
      December 31,
    2024
    Real Estate      
    Hospitality $ 49,260   $ 49,260  
    Caliber Hospitality Trust(1)   97,157     97,414  
    Residential   98,617     96,687  
    Commercial   172,125     170,858  
    Total Real Estate(2)   417,159     414,219  
    Credit(3)   72,730     72,351  
    Other(4)   5,328     5,972  
    Total $ 495,217   $ 492,542  

    ____________________

    (1) The Company earns a fund management fee of 0.70% of the Caliber Hospitality Trust’s enterprise value and is reimbursed for certain costs incurred on behalf of the Caliber Hospitality Trust.
    (2) Beginning during the year ended December 31, 2023, the Company includes capital raised from investors in CaliberCos Inc. through corporate note issuances that was further invested in our funds in Managed Capital. As of March 31, 2025 and December 31, 2024, the Company had invested $15.9 million and $20.4 million, respectively, in our funds.
    (3) Credit managed capital represents loans made to Caliber’s investment funds by the Company and our diversified funds. As of March 31, 2025 and December 31, 2024, the Company had loaned $0.4 million to our funds.
    (4) Other managed capital represents unemployed capital held in our diversified funds.
       

    Consolidated GAAP Results

    The following information presents our consolidated GAAP results which includes the performance of certain entities we manage where Caliber is the guarantor of debt owed by those entities, despite not having significant equity at risk. As a result of these guarantor commitments, Caliber is required under GAAP to include the assets, liabilities, revenues and expenses of those entities even though a shareholder of CWD stock is neither entitled to nor exposed by those entities’ benefits or obligations. This accounting outcome also removes revenues that we earn from those entities, which a shareholder of CWD stock would be entitled to. See discussion elsewhere related to CWD’s Platform performance.

    CALIBERCOS INC. AND SUBSIDIARIES
    CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS
    (AMOUNTS IN THOUSANDS, EXCEPT PER SHARE DATA)
       
      Three Months Ended March 31,
        2025       2024  
      (unaudited)
    Revenues      
    Asset management revenues $ 3,196     $ 3,170  
    Performance allocations   1       166  
    Consolidated funds – hospitality revenues   3,919       18,145  
    Consolidated funds – other revenues   145       1,470  
    Total revenues   7,261       22,951  
           
    Expenses      
    Operating costs   4,044       5,262  
    General and administrative   1,581       1,940  
    Marketing and advertising   165       106  
    Depreciation and amortization   157       146  
    Consolidated funds – hospitality expenses   3,465       16,782  
    Consolidated funds – other expenses   458       3,072  
    Total expenses   9,870       27,308  
           
    Other (loss) income, net   (366 )     272  
    Interest income   32       117  
    Interest expense   (1,611 )     (1,294 )
    Net loss before income taxes   (4,554 )     (5,262 )
    Benefit from income taxes          
    Net loss   (4,554 )     (5,262 )
    Net loss attributable to noncontrolling interests   (147 )     (1,457 )
    Net loss attributable to CaliberCos Inc. $ (4,407 )   $ (3,805 )
    Basic and diluted net loss per share attributable to common stockholders $ (3.85 )   $ (3.53 )
    Weighted average common shares outstanding:      
    Basic and diluted   1,146       1,077  
                   
    CALIBERCOS INC. AND SUBSIDIARIES
    CONDENSED CONSOLIDATED BALANCE SHEETS
    (AMOUNTS IN THOUSANDS, EXCEPT FOR SHARE AND PER SHARE DATA)
           
      March 31,
    2025
      December 31,
    2024
      (unaudited)    
    Assets      
    Cash $ 845   $ 1,766
    Restricted cash   2,518     2,582
    Real estate investments, net   21,514     21,572
    Notes receivable – related parties, allowance of $236 and zero, respectively   385     105
    Due from related parties, allowance of $3,985   7,366     6,965
    Investments in unconsolidated entities   15,523     15,643
    Operating lease – right of use assets   135     147
    Prepaid and other assets   2,664     3,501
    Assets of consolidated funds      
    Cash   723     549
    Restricted cash   274    
    Real estate investments, net   44,102     45,090
    Accounts receivable, net   181     163
    Notes receivable – related parties   6,475     6,848
    Due from related parties, allowance of $28   514     320
    Prepaid and other assets   424     284
    Total assets $ 103,643   $ 105,535
           
    Liabilities and Stockholders’ Equity      
    Notes payable $ 51,555   $ 50,450
    Accounts payable and accrued expenses   9,421     9,532
    Due to related parties   443     313
    Operating lease liabilities   86     93
    Other liabilities   1,317     750
    Liabilities of consolidated funds      
    Notes payable, net   29,444     29,172
    Notes payable – related parties   2,114     2,047
    Accounts payable and accrued expenses   1,123     1,207
    Due to related parties   16     79
    Other liabilities   766     639
    Total liabilities   96,285     94,282
           
    Commitments and Contingencies (Note 11)      
           
    CALIBERCOS INC. AND SUBSIDIARIES
    CONDENSED CONSOLIDATED BALANCE SHEETS
    (AMOUNTS IN THOUSANDS, EXCEPT FOR SHARE AND PER SHARE DATA)
           
      March 31,
    2025
      December 31,
    2024
    Series A non-cumulative convertible preferred stock, $0.001 par value; 22,500,000 shares authorized, and 5,875 and 5,000 shares issued and outstanding as of March 31, 2025 and December 31, 2024, respectively          
    Common stock Class A, $0.001 par value; 100,000,000 shares authorized, 795,285 and 759,370 shares issued and outstanding as of March 31, 2025 and December 31, 2024, respectively   1       1  
    Common stock Class B, $0.001 par value; 15,000,000 shares authorized, 370,822 shares issued and outstanding as March 31, 2025 and December 31, 2024          
    Paid-in capital   45,205       44,017  
    Accumulated deficit   (61,014 )     (56,607 )
    Stockholders’ deficit attributable to CaliberCos Inc.   (15,808 )     (12,589 )
    Stockholders’ equity attributable to noncontrolling interests   23,166       23,842  
    Total stockholders’ equity   7,358       11,253  
    Total liabilities and stockholders’ equity $ 103,643     $ 105,535  
                   

    Definitions

    Assets Under Management

    AUM refers to the assets we manage or sponsor. We monitor two types of information with regard to our AUM:

    1. Managed Capital – we define this as the total capital we fundraise from our customers as investments in our funds. It also includes fundraising into our corporate note program, the proceeds of which were used, in part, to invest in or loan to our funds. We use this information to monitor, among other things, the amount of ‘preferred return’ that would be paid at the time of a distribution and the potential to earn a performance fee over and above the preferred return at the time of the distribution. Our fund management fees are based on a percentage of managed capital or a percentage of assets under management, and monitoring the change and composition of managed capital provides relevant data points for Caliber management to further calculate and predict future earnings.
    2. Fair Value (“FV”) AUM – we define this is as the aggregate fair value of the real estate assets we manage and from which we derive management fees, performance revenues and other fees and expense reimbursements. We estimate the value of these assets quarterly to help make sale and hold decisions and to evaluate whether an existing asset would benefit from refinancing or recapitalization. This also gives us insight into the value of our carried interest at any point in time. We also utilize FV AUM to predict the percentage of our portfolio which may need development services in a given year, fund management services (such as refinance), and brokerage services. As we control the decision to hire for these services, our service income is generally predictable based upon our current portfolio AUM and our expectations for AUM growth in the year forecasted.

    Non-GAAP Measures

    We use non-GAAP financial measures to evaluate operating performance, identify trends, formulate financial projections, make strategic decisions, and for other discretionary purposes. We believe that these measures enhance the understanding of ongoing operations and comparability of current results to prior periods and may be useful for investors to analyze our financial performance because they provide investors a view of the performance attributable to CaliberCos Inc. When analyzing our operating performance, investors should use these measures in addition to, and not as an alternative for, their most directly comparable financial measure calculated and presented in accordance with U.S. GAAP. Our presentation of non-GAAP measures may not be comparable to similarly identified measures of other companies because not all companies use the same calculations. These measures may also differ from the amounts calculated under similarly titled definitions in our debt instruments, which amounts are further adjusted to reflect certain other cash and non-cash charges and are used by us to determine compliance with financial covenants therein and our ability to engage in certain activities, such as incurring additional debt and making certain restricted payments.

    Asset Management Platform or Platform

    Platform refers to the performance of the Caliber asset management platform, which generates revenues and expenses from managing our investment portfolio, which does not include any consolidated assets or funds. These activities include asset management, transaction services, and performance allocations. Management believes that this is an important view of the Company because it communicates performance of the Company that would be most useful for understanding the value of CWD.

    Fee-Related Earnings and Related Components

    Fee-Related Earnings is a supplemental non-GAAP performance measure used to assess our ability to generate profits from fee-based revenues, focusing on whether our core revenue streams, are sufficient to cover our core operating expenses. Fee- Related Earnings represents the Company’s net income (loss) before income taxes adjusted to exclude depreciation and amortization, stock-based compensation, interest expense and extraordinary or non-recurring revenue and expenses, including performance allocation revenue and gain (loss) on extinguishment of debt, public registration direct costs related to aborted or delayed offerings and our Reg A+ offering, the share repurchase costs related to the Company’s Buyback Program, litigation settlements, and expenses recorded to earnings relating to investment deals which were abandoned or closed. Fee-Related Earnings is presented on a basis that deconsolidates our consolidated funds (intercompany eliminations) and eliminates noncontrolling interest. Eliminating the impact of consolidated funds and noncontrolling interest provides investors a view of the performance attributable to CaliberCos Inc. and is consistent with performance models and analysis used by management.

    Distributable Earnings

    Distributable Earnings is a supplemental non-GAAP performance measure equal to Fee-Related Earnings plus performance allocation revenue and less interest expenses and provision for income taxes. We believe that Distributable Earnings can be useful as a supplemental performance measure to our GAAP results assessing the amount of earnings available for distribution.

    Platform Earnings

    Platform Earnings represents the performance of the Caliber asset management platform, which generates revenues and expenses from managing our investment portfolio, excluding any consolidated assets or funds.

    Platform Earnings per Share

    Platform Earnings per Share is calculated as Platform Earnings divided by weighted average CWD common shares outstanding.

    Platform Adjusted EBITDA

    Platform Adjusted EBITDA represents the Company’s Distributable Earnings adjusted for interest expense, the share repurchase costs related to the Company’s Buyback Program, other income (expense), and provision for income taxes on a basis that deconsolidates our consolidated funds (intercompany eliminations), Loss on CRAF Investment Redemption, Gain on extinguishment of Payroll Protection Program loans, and eliminates noncontrolling interest. Eliminating the impact of consolidated funds and noncontrolling interest provides investors a view of the performance attributable to the CaliberCos Inc. Platform and is consistent with performance models and analysis used by management.

    Consolidated Adjusted EBITDA

    Consolidated Adjusted EBITDA represents the Company’s and the consolidated funds’ earnings before net interest expense, income taxes, depreciation and amortization, further adjusted to exclude stock-based compensation, transaction fees, expenses and other public registration direct costs related to aborted or delayed offerings and our Reg A+ offering, the share repurchase costs related to the Company’s Buyback Program, litigation settlements, expenses recorded to earnings relating to investment deals which were abandoned or closed, any other non-cash expenses or losses, as further adjusted for extraordinary or non-recurring items.

    NON-GAAP ADJUSTED EBITDA
    (AMOUNTS IN THOUSANDS) (UNAUDITED)
       
      Three Months Ended March 31,
      2025       2024  
    Net loss attributable to CaliberCos Inc. $ (4,407 )   $ (3,805 )
    Net loss attributable to noncontrolling interests   (147 )     (1,457 )
    Net loss   (4,554 )     (5,262 )
    Provision for income taxes          
    Net loss before income taxes   (4,554 )     (5,262 )
    Depreciation and amortization   162       183  
    Consolidated funds’ impact on fee-related earnings   71       1,361  
    Stock-based compensation   661       400  
    Severance   51       7  
    Performance allocations   (1 )     (166 )
    Other income, net   366       (272 )
    Investments impairment   279        
    Bad debt expense   3        
    Interest expense, net   1,578       1,010  
    Fee-related earnings   (1,384 )     (2,739 )
    Performance allocations   1       166  
    Interest expense, net   (1,578 )     (1,010 )
    Provision for income taxes          
    Distributable earnings   (2,961 )     (3,583 )
    Interest expense   1,611       1,294  
    Other income, net   (366 )     272  
    Provision for income taxes          
    Consolidated funds’ impact on Platform adjusted EBITDA   364       348  
    Platform adjusted EBITDA   (1,352 )     (1,669 )
    Consolidated funds’ EBITDA adjustments   1,210       3,856  
    Consolidated adjusted EBITDA $ (142 )   $ 2,187  
                   

    The MIL Network

  • MIL-OSI: Signing Day Sports Announces Selected Financial Results for Quarter Ended March 31, 2025 and Provides Business Update

    Source: GlobeNewswire (MIL-OSI)

    Reduces Net Loss for Quarter by 66% Year-Over-Year, Reflecting Improved Operating Efficiency

     Strong Combine Participation and Scalable Digital Platform Expected to Drive Higher Margin Growth

    SCOTTSDALE, AZ, May 15, 2025 (GLOBE NEWSWIRE) — Signing Day Sports, Inc. (“Signing Day Sports” or the “Company”) (NYSE American: SGN), the developer of the Signing Day Sports app and platform to aid high school athletes in the recruitment process, today announced selected financial results for the quarter ended March 31, 2025, and provided a business update.

    Daniel Nelson, Chief Executive Officer and Chairman of Signing Day Sports, stated, “One of our primary objectives this quarter was to streamline costs and strike the right balance between growth and efficiency—resulting in a 66% year-over-year reduction in net loss. At the same time, we have seen strong athlete engagement through our national combine series and weekly recruiting webinars, which continues to expand our brand visibility. With enhancements to the digital platform and the signing of a new Sponsorship Agreement with the U.S. Army Bowl during the quarter, we believe we are well-positioned to drive growth in higher-margin, subscription-based revenues. We are also advancing strategic initiatives that we believe could significantly enhance long-term shareholder value. Overall, we have laid a strong foundation for scalable growth and meaningful returns, while continuing to enable new college recruiting opportunities for student-athletes and coaches nationwide.”

    During the first quarter of 2025, Signing Day Sports advanced its growth strategy by hosting five U.S. Army Bowl Regional Combines in key cities—Atlanta, Georgia; Orlando, Florida; Chicago, Illinois; Phoenix, Arizona; and Jackson, Mississippi—which attracted nearly 1,000 high school athletes. These events reinforce the strong demand for verified performance data and enhanced recruiting visibility.

    To extend this momentum, the Company expanded its digital footprint with weekly recruiting webinars that spotlight top student-athletes and promote direct engagement with college coaches. Signing Day Sports also renewed its role as the National Recruiting Partner to the U.S. Army Bowl through 2026, maintaining exclusive rights to national and regional combines and generating revenue from athlete registrations. Verified data collected from these events is automatically integrated into athlete profiles on the Company’s app, enhancing usability and value for both users and coaches.

    Financial highlights for the quarter ended March 31, 2025

    • Revenue totaled approximately $0.15 million for the three months ended March 31, 2025, compared to approximately $0.23 million for the comparable 2024 period.
    • General and administrative expenses were approximately $0.97 million for the three months ended March 31, 2025, compared to approximately $2.04 million for the 2024 period.
    • Net loss was approximately $0.84 million for the three months ended March 31, 2025, compared to a net loss of approximately $2.50 million in the same period in 2024.

    The selected results included in this press release should be reviewed together with the Company’s complete financial results for the quarter ended March 31, 2025. The complete financial results are available in the Company’s Quarterly Report on Form 10-Q filed with the Securities and Exchange Commission on May 15, 2025 and available at www.sec.gov.

    Signing Day Sports

    Signing Day Sports’ mission is to help student-athletes achieve their goal of playing college sports. Signing Day Sports’ app allows student-athletes to build their Signing Day Sports’ recruitment profile, which includes information college coaches need to evaluate and verify them through video technology. The Signing Day Sports app includes a platform to upload a comprehensive data set including video-verified measurables (such as height, weight, 40-yard dash, wingspan, and hand size), academic information (such as official transcripts and SAT/ACT scores), and technical skill videos (such as drills and mechanics that exemplify player mechanics, coordination, and development). For more information on Signing Day Sports, go to https://bit.ly/SigningDaySports.

    Forward-Looking Statements

    This press release contains “forward-looking statements” that are subject to substantial risks and uncertainties. All statements, other than statements of historical fact, contained in this press release are forward-looking statements. Forward-looking statements contained in this press release may be identified by the use of words such as “may,” “could,” “will,” “should,” “would,” “expect,” “plan,” “intend,” “anticipate,” “believe,” “estimate,” “predict,” “potential,” “project” or “continue” or the negative of these terms or other comparable terminology. These statements are only predictions. You should not place undue reliance on forward-looking statements because they involve known and unknown risks, uncertainties, and other factors. These risks, uncertainties and other factors are described more fully in the section titled “Risk Factors” in the Company’s periodic reports which are filed with the Securities and Exchange Commission. These risks, uncertainties and other factors are, in some cases, beyond our control and could materially affect results. If one or more of these risks, uncertainties or other factors become applicable, or if our underlying assumptions prove to be incorrect, actual events or results may vary significantly from those implied or projected by the forward-looking statements. No forward-looking statement is a guarantee of future performance. Forward-looking statements contained in this announcement are made as of this date, and the Company undertakes no duty to update such information except as required under applicable law.

    Investor Contacts:
    Crescendo Communications, LLC
    212-671-1020
    SGN@crescendo-ir.com

    The MIL Network

  • MIL-OSI: Airship AI Reports First Quarter 2025 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    First Quarter 2025 Net Revenues of $5.5 Million, Gross Profit of $2.2 Million and Gross Margin of 40%

    Increased Investments In Our People And Digital Transformation Will Enable Us To Stay Resilient and Ready In A Rapidly Changing Marketplace

    New Pro-U.S. Border Security Administration Provides Additional Macro Tailwinds for 2025 & Beyond

    REDMOND, Wash., May 15, 2025 (GLOBE NEWSWIRE) — Airship AI Holdings, Inc. (NASDAQ: AISP) (“Airship AI” or the “Company”), a leader in AI-driven video, sensor, and data management surveillance solutions, today reported its financial and operational results for the first quarter ended March 31, 2025.

    Q1 2025 Financial Highlights

    • Net revenues for the quarter ended March 31, 2025 were $5.5 million.
    • Gross profits for the quarter ended March 31, 2025 were $2.2 million.
    • Gross margin percentage was 40% for the quarter ended March 31, 2025. The margins reflected increased solution sales with more third-party hardware than Airship AI software.
    • Operating loss was $1.7 million for the quarter ended March 31, 2025 reflected in increased stock based compensation and increased investments in sales and marketing related expenditures which should increase future sales.
    • Other income for the quarter ended March 31, 2025 was $25.4 million, primarily due to a gain from a change in the fair value of earnout liability of $9.8 million, and a change in fair value of warrant liability of $15.5 million.
    • Net income for the quarter ended March 31, 2025 was $23.7 million, or $0.75 per basic share, primarily related to noncash income of $25.4 million.
    • Net cash used in operating activities was $2.1 million in the quarter ended March 31, 2025.
    • Cash and cash equivalents were $8.8 million as of March 31, 2025.

    Q1 2025 & Subsequent Operational Highlights

    • Backlog as of March 31, 2025 was $2.0 million, representing firm fixed price contracts awarded in the fourth quarter of 2024 or first quarter of 2025 that will be shipped and invoiced through the remainder of calendar year 2025. Backlog is not indicative of future quarterly revenue as approximately 75% of quarterly revenue is transactional and recognized in the same quarter.
    • Our total validated pipeline at the end of the quarter was approximately $135 million, consisting of single and multi-year opportunities for AI-driven edge, video, and sensor and data management platform across all our customer verticals. Our pipeline includes opportunities at varying stages of progression with expected award timeframes throughout the next 18-24 months.
    • Due to the sensitive nature of many of our customers and deployment use cases, we are often restricted from publicly disclosing awards and or limited as to the specifics of the customer and use case. Consequently, most of our awards are executed on closed or restricted contract vehicles which further limits the sharing of information that might be otherwise available.
    • We grew our internal sales and sales engineering force, adding seasoned sales professionals with deep industry expertise, partner relationships, and customer knowledge that will allow us to ramp up quickly.
    • We participated in multiple customer facing tradeshows during the quarter including brand new industry wide and vertically focused shows where we had a significantly increased level of participation and or visibility as compared to historical participation.
    • As part of our transition to a partner driven sales model, we participated in several partner shows and events, including those sponsored by integrators and dealers, and those by manufacturers of hardware sensors and or solutions that we integrate with and manage for our customers.
    • We hosted our invite only government focused customer event outside Austin, TX, demonstrating and training on the latest in Airship AI developed and or supported solutions. This year’s focus was on solutions supporting challenges along the southern border and was well attended by agencies across the federal government.
    • On April 23, 2025, we entered into an At the Market Offering Agreement with Roth Capital Partners, LLC, as sales agent, pursuant to which we may, from time to time, offer and sell shares of our common stock up to a maximum of $25 million, which shares are registered on a registration statement that we filed with the U.S. Securities and Exchange Commission (the “SEC”), using a “shelf” registration process. Under this shelf registration process, we may offer to sell any of the securities, or any combination of the securities, described in this prospectus, in each case, in one or more offerings, up to $50 million.
    • On March 21, 2025, our shelf registration statement on Form S-3 for the sale of up to $50 million of our securities was declared effective by the SEC.

    2025 Outlook

    • 30% revenue growth and positive cash flow for calendar year 2025 supported by a strong and validated pipeline of ~$135 million, improving gross profit margins, and a strong recurring revenue model.
    • Make tactical and strategic investments across our sales and business development organizations through organic cash flow from business operations and the potential cash exercise of public warrants.
    • Release new Outpost AI product offerings as well as expand custom trained AI models supporting emerging edge analytic workflows.
    • Continue innovation across our core Acropolis software platform supporting new workflows for cloud-based deployments in highly secure operational environments.
    • Develop and execute expansionary opportunities in the commercial and retail markets, particularly around those companies involved in combating organized retail crime.
    • Improve sourcing, supply chain management and production-based process efficiencies to help drive continued margin expansion.
    • Focus on brand awareness and engagement in new verticals through targeted marketing outreach opportunities, social media platforms, Airship AI hosted technology events, and industry tradeshow events.

    Management Commentary

    “The first quarter of 2025 was largely overshadowed by the actions of the new administration as they worked to finalize the approval and release of budgets and special appropriations,” said Paul Allen, President of Airship AI. “In the face of these headwinds, our team was able to generate solid revenues for the quarter of $5.5 million at a gross margin percentage of 40%, while increasing our investments in our people and customers.

    “As we worked to successfully execute awarded contracts in our current backlog, we dedicated significant time and resources to advancing pipeline opportunities. These efforts are positioning us to move quickly once budgets are approved and released. Based on current forecasts, we anticipate meaningful activity beginning mid-second quarter, with continued growth expected through the end of Q2 and into Q3.

    “Simultaneously, many of our federal customers are projecting increased funding through supplemental appropriations. This has initiated a wave of market research discussions focused on potential solutions to address emerging mission needs. We anticipate that many of these conversations will evolve into tangible opportunities extending across the current and upcoming fiscal years.

    “In the commercial segment, our strategic push into new market verticals, driven by partnerships with integrators and business collaborators, has been met with strong interest. Several early wins confirm both the market’s appetite for differentiated solutions and the soundness of our strategic investment in people and partners. This validation further supports continued investment to build on our momentum and drive sustained growth.

    “These collected efforts have also affirmed that we are on the right track with our digital transformation strategy, focused squarely on how AI at the far and near edge can solve for our customers’ existing and emerging threats in the public safety and security space. Building on our existing investments in the AI Factory, we expect to launch several new products in 2025, including advanced computer vision analytics powered by machine learning and a Generative AI application that will transform how customers access and interact with their data.

    “Finally, amid broader macroeconomic conditions, we are closely monitoring tariff developments. As a U.S.-based software company, we do not expect these tariffs to significantly impact our core business. In areas where we provide hardware solutions, such as our Outpost AI edge appliance, we work proactively with global suppliers to maintain optimal inventory levels. This approach helps us manage costs effectively and ensure timely, competitively priced delivery of our products and services.

    “The combination of our strong existing pipeline focused on leveraging existing budgets, increased business development opportunities leveraging supplemental appropriations, and the investments in people and customers already made leaves us confident in our ability to execute against our stated objectives of 30% YoY revenue growth and achieving cash flow positive operations,” concluded Mr. Allen.

    About Airship AI Holdings, Inc.

    Founded in 2006, Airship AI (NASDAQ: AISP) is a U.S. owned and operated technology company headquartered in Redmond, Washington. Airship AI is an AI-driven video, sensor and data management surveillance platform that improves public safety and operational efficiency for public sector and commercial customers by providing predictive analysis of events before they occur and meaningful intelligence to decision makers. Airship AI’s product suite includes Outpost AI edge hardware and software offerings, Acropolis enterprise management software stack, and Command family of visualization tools.

    For more information, visit https://airship.ai.

    Forward-Looking Statements

    The disclosure herein includes certain statements that are not historical facts but are forward-looking statements for purposes of the safe harbor provisions under the United States Private Securities Litigation Reform Act of 1995. Forward-looking statements generally are accompanied by words such as “believe,” “may,” “will,” “estimate,” “continue,” “anticipate,” “intend,” “expect,” “should,” “would,” “plan,” “project,” “forecast,” “predict,” “potential,” “seem,” “seek,” “future,” “outlook,” and similar expressions that predict or indicate future events or trends or that are not statements of historical matters, but the absence of these words does not mean that a statement is not forward looking. These forward-looking statements include, but are not limited to, (1) statements regarding estimates and forecasts of financial, performance and operational metrics and projections of market opportunity; (2) changes in the market for Airship AI’s services and technology, expansion plans and opportunities; (3) the projected technological developments of Airship AI; and (4) current and future potential commercial and customer relationships. These statements are based on various assumptions, whether or not identified in this press release, and on the current expectations of Airship AI’s management and are not predictions of actual performance. These forward-looking statements are also subject to a number of risks and uncertainties, as set forth in the section entitled “Risk Factors” in its Annual Report on Form 10-K for the year ended December 31, 2024, filed with the SEC on February 28, 2025, and the other documents that the Company has filed, or will file, with the SEC. If any of these risks materialize or our assumptions prove incorrect, actual results could differ materially from the results implied by these forward-looking statements. In addition, forward looking statements reflect the Company’s expectations, plans or forecasts of future events and views as of the date of this press release. The Company anticipates that subsequent events and developments will cause its assessments to change. However, while it may elect to update these forward-looking statements at some point in the future, the Company specifically disclaims any obligation to do so. These forward-looking statements should not be relied upon as representing the Company’s assessments as of any date subsequent to the date of this press release. Accordingly, undue reliance should not be placed upon the forward-looking statements.

    Investor Contact:

    Chris Tyson/Larry Holub
    MZ North America
    949-491-8235
    AISP@mzgroup.us

     
    AIRSHIP AI HOLDINGS, INC.
    CONDENSED CONSOLIDATED BALANCE SHEETS
    As of March 31, 2025 and December 31, 2024
                 
        March 31,
    2025
        December 31,
    2024 (1)
     
    ASSETS   Unaudited        
                 
    CURRENT ASSETS:            
    Cash and cash equivalents   $ 8,812,178     $ 11,414,830  
    Accounts receivable, net of allowance for credit losses of $0     2,782,650       1,226,757  
    Prepaid expenses and other     67,311       17,883  
    Total current assets     11,662,139       12,659,470  
                     
    OTHER ASSETS                
    Other assets     165,960       165,960  
    Operating lease right of use asset     1,102,967       882,024  
                     
    TOTAL ASSETS   $ 12,931,066     $ 13,707,454  
                     
    LIABILITIES AND STOCKHOLDERS’ DEFICIT                
                     
    CURRENT LIABILITIES:                
    Accounts payable – trade   $ 2,179,847     $ 759,480  
    Advances from founders     700,000       1,300,000  
    Accrued expenses     60,551       51,649  
    Current portion of operating lease liability     405,916       305,178  
    Deferred revenue- current portion     2,948,695       3,238,483  
    Total current liabilities     6,295,009       5,654,790  
                     
    NON-CURRENT LIABILITIES:                
    Operating lease liability, net of current portion     758,376       638,525  
    Warrant liability     18,659,435       34,180,618  
    Earnout liability     8,199,079       23,304,808  
    Deferred revenue- non-current     2,528,716       2,951,850  
    Total liabilities     36,440,615       66,730,591  
                     
    COMMITMENTS AND CONTINGENCIES (Note 9)                
                     
    STOCKHOLDERS’ DEFICIT:                
    Preferred stock – no par value, 5,000,000 shares authorized, 0 shares issued and outstanding as of March 31, 2025 and December 31, 2024            
    Common stock – $0.0001 par value, 200,000,000 shares authorized, 31,844,471 and 30,588,413 shares issued and outstanding as of March 31, 2025 and December 31, 2024     3,182       3,056  
    Additional paid in capital     27,731,753       21,918,867  
    Accumulated deficit     (51,233,605 )     (74,941,590 )
    Accumulated other comprehensive loss     (10,879 )     (3,470 )
    Total stockholders’ deficit     (23,509,549 )     (53,023,137 )
                     
    TOTAL LIABILITIES AND STOCKHOLDERS’ DEFICIT   $ 12,931,066     $ 13,707,454  
                     
     
    AIRSHIP AI HOLDINGS, INC.
    CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS AND COMPREHENSIVE INCOME (LOSS)
    For the three months ended March 31, 2025 and 2024
    (Unaudited)
           
        Three Months Ended  
        March 31, 2025     March 31, 2024  
        Unaudited     Unaudited  
    NET REVENUES:            
    Product   $ 4,497,240     $ 9,398,776  
    Post contract support     998,051       1,176,239  
    Other services     7,737        
          5,503,028       10,575,015  
    COST OF NET REVENUES:                
    Cost of Sales     2,923,087       7,789,409  
    Post contract support     312,021       157,479  
    Other services     32,916        
          3,268,024       7,946,888  
    GROSS PROFIT     2,235,004       2,628,127  
    RESEARCH AND DEVELOPMENT EXPENSES     719,382       695,366  
    SELLING, GENERAL AND ADMINISTRATIVE EXPENSES     3,229,979       3,335,294  
    TOTAL OPERATING EXPENSES     3,949,361       4,030,660  
    OPERATING LOSS     (1,714,357 )     (1,402,533 )
    OTHER INCOME (EXPENSE) :                
    Gain (loss) from change in fair value of earnout liability     9,823,605       (21,484,850 )
    Gain (loss) from change in fair value of warrant liability     15,521,183       (6,847,091 )
    Loss from change in fair value of convertible debt           (2,039,377 )
    Loss on note conversion           (158,794 )
    Interest income (expense), net     77,554       (31,824 )
    Total other income (expense), net     25,422,342       (30,561,936 )
                     
    INCOME (LOSS) BEFORE PROVISION FOR INCOME TAXES     23,707,985       (31,964,469 )
                     
    Provision for income taxes            
                     
    NET INCOME (LOSS)     23,707,985       (31,964,469 )
                     
    OTHER COMPREHENSIVE (LOSS) INCOME                
    Foreign currency translation (loss) income, net     (7,409 )     3,239  
                     
    TOTAL COMPREHENSIVE INCOME (LOSS)   $ 23,700,576     $ (31,961,230 )
                     
    NET INCOME (LOSS) PER SHARE:                
    Basic   $ 0.75     $ (1.40 )
    Diluted   $ 0.61     $ (1.40 )
                     
    Weighted average shares of common stock outstanding                
    Basic     31,704,117       22,898,487  
    Diluted     38,820,839       22,898,487  
                     
     
    AIRSHIP AI HOLDINGS, INC.
    CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS
    For the three months ended March 31, 2025 and 2024
    (Unaudited)
           
        Three Months Ended  
        March 31, 2025     March 31, 2024  
        Unaudited     Unaudited  
    CASH FLOWS FROM OPERATING ACTIVITIES:            
    Net income (loss)   $ 23,707,985     $ (31,964,469 )
    Adjustments to reconcile net income (loss) to net cash used in operating activities                
    Depreciation and amortization           1,861  
    Stock-based compensation     428,286       268,989  
    Amortization of operating lease right of use asset     83,396       80,291  
    (Gain) loss from change in fair value of warrant liability     (15,521,183 )     6,847,091  
    (Gain) loss from change in fair value of earnout liability     (9,823,605 )     21,484,850  
    Loss from change in fair value of convertible note           2,039,377  
    Loss on note conversion           158,794  
    Changes in operating assets and liabilities:                
    Accounts receivable     (1,555,893 )     (55,525 )
    Prepaid expenses and other     (49,428 )     2,010  
    Other assets           1,901  
    Operating lease liability     (83,750 )     (67,211 )
    Payroll and income tax receivable           (2,410 )
    Accounts payable – trade and accrued expenses     1,429,270       433,415  
    Deferred revenue     (712,922 )     (924,048 )
    NET CASH USED IN OPERATING ACTIVITIES     (2,097,844 )     (1,695,084 )
                     
    CASH FLOWS FROM FINANCING ACTIVITIES:                
    Proceeds from warrant exercise, net     59,400       293,249  
    Repayment of advances from founders     (600,000 )      
    Proceeds from stock option exercises     43,201        
                     
    NET CASH (USED IN) PROVIDED BY FINANCING ACTIVITIES     (497,399 )     293,249  
                     
    NET DECREASE IN CASH AND CASH EQUIVALENTS     (2,595,243 )     (1,401,835 )
                     
    Effect from exchange rate on cash     (7,409 )     3,239  
                     
    CASH AND CASH EQUIVALENTS, beginning of period     11,414,830       3,124,413  
                     
    CASH AND CASH EQUIVALENTS, end of period   $ 8,812,178     $ 1,725,817  
                     
    Supplemental disclosures of cash flow information:                
    Interest paid   $     $  
    Taxes paid   $     $ 2,410  
                     
    Noncash investing and financing                
    Issuance of common stock for debt conversion   $     $ 835,610  
    Issuance of common stock for earnout shares   $ 5,282,125     $  
    Recognition of operating right-of-use asset   $ 304,339     $  
    Recognition of operating lease liability   $ 304,339     $  
                     

    The MIL Network

  • MIL-OSI Global: Cockney Yiddish: how two languages influenced each other in London’s East End

    Source: The Conversation – UK – By Nadia Valman, Professor of Urban Literature, Queen Mary University of London

    Yiddish is a familiar presence in contemporary English speech. Many people use or at least know the meaning of words like chutzpah (audacity), schlep (drag) or nosh (snack).

    These words have been absorbed into English from their original speakers, eastern European Jews who migrated to Britain in the late 19th century, through generations of living in close proximity in areas like London’s East End.

    Linguistics scholars have even theorised that elements of a Yiddish accent may have influenced the cockney accent as it evolved in the early 20th century. Phonetic analysis of cockney speakers recorded in the mid-20th century suggests that East Enders who grew up with Jewish neighbours spoke English with speech rhythms typical of Yiddish.

    A distinctive pronunciation of the “r” sound is thought to have originated among Jewish immigrants and spread into the wider population.


    Get your news from actual experts, straight to your inbox. Sign up to our daily newsletter to receive all The Conversation UK’s latest coverage of news and research, from politics and business to the arts and sciences.


    But, as we explore in our new podcast, cockney reshaped the Yiddish language too. This can be seen in surviving texts from the popular culture of the Jewish immigrant East End, including newspapers and songsheets, where songs, poems and stories dramatise the thrills and challenges of modern London.

    The Yiddish music of London’s East End brought together the Yiddish language and Jewish culture of eastern Europe with the raucous, irreverent style of the cockney music hall. Theatres and pubs overflowed with audiences eager to see the immigrant experience in Whitechapel represented in all its perplexity and pathos, with a good measure of slapstick comedy.

    A Yiddish music hall song from around 1900 jokes that East Enders live on “poteytes un gefrayte fish” – a Yiddish version of the cockney staple fish and chips. The song lists the many novelties that immigrants encountered on arriving in the metropolis: trains running underground, women wearing trousers and people speaking on telephones.

    Yiddish music hall song ‘London hot sikh ibergekert’ (London has turned itself upside down) performed by the author’s (Vivi Lachs) band Katsha’nes.

    Yiddish was also the language of street protest in the Jewish East End. During the “strike fever” of 1889, when workers throughout east London were demanding better pay and working conditions, the Whitechapel streets resonated with the voices of Jewish sweatshop workers singing:

    In di gasn, tsu di masn fun badrikte felk rasn, ruft der frayhaytsgayst (In the streets, to the masses / of oppressed peoples, races / the spirit of freedom calls).

    This song was penned by the socialist poet Morris Winchevsky, an immigrant from Lithuania who spoke Yiddish as a mother tongue but preferred to write in literary Hebrew. In London he switched to writing in the vernacular language of Yiddish in order to make his writing more accessible to immigrant Jewish workers. The song became a rousing anthem in labour protests across the Yiddish-speaking world, from Warsaw to Chicago.

    The decline of Yiddish

    Yet from the earliest days of Jewish immigration to London, the Yiddish-language culture of the East End was a focus of anxiety for the Jewish middle and upper class of the West End. They regarded Yiddish as a vulgar dialect, detrimental to the integration of Jewish immigrants in England.

    While they provided significant philanthropic support for immigrants, they banned the use of Yiddish in the educational and religious institutions that they funded.

    In 1883, budding novelist Israel Zangwill was disciplined by the Jews’ Free School, where he worked as a teacher, for publishing a short story liberally sprinkled with dialogues in cockney-Yiddish.

    By the 1930s Yiddish had begun to decline. As Jews moved away from the East End, local Yiddish newspapers folded and publications dwindled.

    The Yiddish writer I.A. Lisky, who wrote fiction for a keen but diminishing readership in the London Yiddish newspaper Di tsayt, movingly described a young woman and her grandmother who each harbour complex hopes and worries but cannot communicate: “Ken ober sibl nit redn keyn yidish un di bobe farshteyt nor a por verter english. Shvaygt sibl vayter.” (But Sybil spoke no Yiddish, and her grandmother knew only a few words of English. So she remained silent.)

    Yiddish-language newspapers like Der Fonograf flourished in the early 20th century East End.
    Courtesy of Jewish Miscellanies website.

    Jewish writers of the postwar period were haunted by the sense of a lost connection to the Yiddish language and culture of previous generations.

    The novelist Alexander Baron, who grew up in Hackney, remembered his grandparents reading Yiddish literature and newspapers, and his parents speaking Yiddish when they did not want their children to understand what they were saying.

    In his novel The Lowlife (1963) the narrator’s vocabulary is peppered with Yiddish words. But these fragments are all that remains of his link to the East End where he was born. When he returns to these streets, he feels that “my too, too solid flesh in the world of the past is like a ghost of the past in the solid world of the present; it can look on but it cannot touch”.

    Yiddish in London today

    If you walk through the north London neighbourhood of Stamford Hill today, you’ll hear Yiddish on the streets and see new Yiddish books on the shelves of the local bookshops. Although they have no connection to the Victorian Jewish East End, the ultra-orthodox Hasidic community who live there speak Yiddish as their first language.

    And for a younger generation of secular Jews, Yiddish is also acquiring a new appeal. They look to past traditions of Jewish diasporism to forge an identity rooted in language, culture and solidarity with other minorities rather than nationalism.

    London is one centre of this worldwide revival: the Friends of Yiddish group established in the East End in the late 1930s is now flourishing in its contemporary incarnation as the Yiddish Open Mic Cafe. And Yiddish is once again a language that anyone can learn.

    The Ot Azoy Yiddish summer school is in its 13th year, and new Yiddish language schools are thriving, including east London-based Babel’s Blessing, which teaches diaspora languages including Yiddish and offers free English classes to refugees and asylum seekers. The annual Yiddish sof-vokh hosts an immersive weekend for Yiddish learners.

    Yiddish culture too is being rejuvenated. Projects we have been involved with include the Yiddish Shpilers theatre troupe, the Great Yiddish Parade marching band, which has brought Winchevsky’s socialist anthems back onto London’s streets, and the London band Katsha’nes, which has reimagined cockney Yiddish music hall songs for the 21st century.

    If Yiddish was once reviled as a debased, slangy mishmash, full of borrowings and adaptations, it’s precisely for those qualities that it is celebrated today.

    Nadia Valman received funding from the Arts and Humanities Research Council for research included in this article.

    Vivi Lachs received funding from the Arts and Humanities Research Council for research included in this article.

    ref. Cockney Yiddish: how two languages influenced each other in London’s East End – https://theconversation.com/cockney-yiddish-how-two-languages-influenced-each-other-in-londons-east-end-252779

    MIL OSI – Global Reports

  • MIL-OSI USA: SPC Severe Thunderstorm Watch 252

    Source: US National Oceanic and Atmospheric Administration

    Note:  The expiration time in the watch graphic is amended if the watch is replaced, cancelled or extended.Note: Click for Watch Status Reports.
    SEL2

    URGENT – IMMEDIATE BROADCAST REQUESTED
    Severe Thunderstorm Watch Number 252
    NWS Storm Prediction Center Norman OK
    155 PM CDT Thu May 15 2025

    The NWS Storm Prediction Center has issued a

    * Severe Thunderstorm Watch for portions of
    North-Central into Northeast Arkansas
    Far Western Kentucky
    Far Southeast Missouri
    Far Northwest Tennessee

    * Effective this Thursday afternoon and evening from 155 PM until
    700 PM CDT.

    * Primary threats include…
    Scattered large hail likely with isolated very large hail events
    to 2.5 inches in diameter possible
    Scattered damaging wind gusts to 70 mph likely

    SUMMARY…Line of storms moving through north-central Arkansas
    continues to organize as it moves quickly eastward. The downstream
    airmass is warm and buoyant, suggesting the potential for this
    cluster to continue over the next few hours. Strong gusts and large
    to very large hail are possible with this cluster, as well any other
    storms that develop across the region.

    The severe thunderstorm watch area is approximately along and 75
    statute miles east and west of a line from 15 miles east northeast
    of Poplar Bluff MO to 55 miles east southeast of Russellville AR.
    For a complete depiction of the watch see the associated watch
    outline update (WOUS64 KWNS WOU2).

    PRECAUTIONARY/PREPAREDNESS ACTIONS…

    REMEMBER…A Severe Thunderstorm Watch means conditions are
    favorable for severe thunderstorms in and close to the watch area.
    Persons in these areas should be on the lookout for threatening
    weather conditions and listen for later statements and possible
    warnings. Severe thunderstorms can and occasionally do produce
    tornadoes.

    &&

    OTHER WATCH INFORMATION…CONTINUE…WW 251…

    AVIATION…A few severe thunderstorms with hail surface and aloft to
    2.5 inches. Extreme turbulence and surface wind gusts to 60 knots. A
    few cumulonimbi with maximum tops to 500. Mean storm motion vector
    26040.

    …Mosier

    SEL2

    URGENT – IMMEDIATE BROADCAST REQUESTED
    Severe Thunderstorm Watch Number 252
    NWS Storm Prediction Center Norman OK
    155 PM CDT Thu May 15 2025

    The NWS Storm Prediction Center has issued a

    * Severe Thunderstorm Watch for portions of
    North-Central into Northeast Arkansas
    Far Western Kentucky
    Far Southeast Missouri
    Far Northwest Tennessee

    * Effective this Thursday afternoon and evening from 155 PM until
    700 PM CDT.

    * Primary threats include…
    Scattered large hail likely with isolated very large hail events
    to 2.5 inches in diameter possible
    Scattered damaging wind gusts to 70 mph likely

    SUMMARY…Line of storms moving through north-central Arkansas
    continues to organize as it moves quickly eastward. The downstream
    airmass is warm and buoyant, suggesting the potential for this
    cluster to continue over the next few hours. Strong gusts and large
    to very large hail are possible with this cluster, as well any other
    storms that develop across the region.

    The severe thunderstorm watch area is approximately along and 75
    statute miles east and west of a line from 15 miles east northeast
    of Poplar Bluff MO to 55 miles east southeast of Russellville AR.
    For a complete depiction of the watch see the associated watch
    outline update (WOUS64 KWNS WOU2).

    PRECAUTIONARY/PREPAREDNESS ACTIONS…

    REMEMBER…A Severe Thunderstorm Watch means conditions are
    favorable for severe thunderstorms in and close to the watch area.
    Persons in these areas should be on the lookout for threatening
    weather conditions and listen for later statements and possible
    warnings. Severe thunderstorms can and occasionally do produce
    tornadoes.

    &&

    OTHER WATCH INFORMATION…CONTINUE…WW 251…

    AVIATION…A few severe thunderstorms with hail surface and aloft to
    2.5 inches. Extreme turbulence and surface wind gusts to 60 knots. A
    few cumulonimbi with maximum tops to 500. Mean storm motion vector
    26040.

    …Mosier

    Note: The Aviation Watch (SAW) product is an approximation to the watch area. The actual watch is depicted by the shaded areas.
    SAW2
    WW 252 SEVERE TSTM AR KY MO TN 151855Z – 160000Z
    AXIS..75 STATUTE MILES EAST AND WEST OF LINE..
    15ENE POF/POPLAR BLUFF MO/ – 55ESE RUE/RUSSELLVILLE AR/
    ..AVIATION COORDS.. 65NM E/W /49S FAM – 16N LIT/
    HAIL SURFACE AND ALOFT..2.5 INCHES. WIND GUSTS..60 KNOTS.
    MAX TOPS TO 500. MEAN STORM MOTION VECTOR 26040.

    LAT…LON 36848886 34939087 34939352 36849158

    THIS IS AN APPROXIMATION TO THE WATCH AREA. FOR A
    COMPLETE DEPICTION OF THE WATCH SEE WOUS64 KWNS
    FOR WOU2.

    Watch 252 Status Report Message has not been issued yet.

    Note:  Click for Complete Product Text.Tornadoes

    Probability of 2 or more tornadoes

    Low (10%)

    Probability of 1 or more strong (EF2-EF5) tornadoes

    Low (5%)

    Wind

    Probability of 10 or more severe wind events

    Mod (60%)

    Probability of 1 or more wind events > 65 knots

    Low (20%)

    Hail

    Probability of 10 or more severe hail events

    Mod (60%)

    Probability of 1 or more hailstones > 2 inches

    Mod (30%)

    Combined Severe Hail/Wind

    Probability of 6 or more combined severe hail/wind events

    High (>95%)

    For each watch, probabilities for particular events inside the watch (listed above in each table) are determined by the issuing forecaster. The “Low” category contains probability values ranging from less than 2% to 20% (EF2-EF5 tornadoes), less than 5% to 20% (all other probabilities), “Moderate” from 30% to 60%, and “High” from 70% to greater than 95%. High values are bolded and lighter in color to provide awareness of an increased threat for a particular event.

    MIL OSI USA News

  • MIL-OSI USA: Kamlager-Dove Announces Winners of CA-37’s 2025 Congressional Art Competition

    Source: United States House of Representatives – Congresswoman Sydney Kamlager California (37th District)

    LOS ANGELES, CA – On Friday, Congresswoman Sydney Kamlager-Dove (CA-37) hosted a reception at Inner-City Arts in honor of participants in the 2025 Congressional Art Competition for California’s 37th District. The Congressional Art Competition is an annual, nationwide art competition for high school students, where one student’s artwork is chosen from each congressional district to be displayed in the U.S. Capitol for one year.

    The 2025 first place winner, whose artwork will represent California’s 37th District at the Capitol, is Kenzie Brownson from the Los Angeles Center for Enriched Studies for her piece, “To the Aunties.” 

    “As the daughter of artists, it brings me great joy to see the creativity of our students on full display through the annual Congressional Art Competition,” said Congresswoman Kamlager-Dove. “Los Angeles is a city of dreamers and creatives, and the over 150 submissions we received prove that the future is bright for this next generation of Angeleno artists. At a time when the arts are under attack, the Congressional Art Competition serves as a reminder of the importance of advocating for full federal funding for arts programs and encouraging creativity in schools. Congratulations to Kenzie and all our outstanding winners!”

    Congresswoman Kamlager-Dove’s office received art submissions from over 150 students from schools across the district. The winners of the competition are listed below:

    • Second PlaceGianelly Palma from ICEF View Park High School
    • Third PlaceJoy Han from the Girls Academic Leadership Academy for her piece, “Cherishing Childhood”
    • Fourth PlaceLuciano Giammalvo from St. John Bosco for his piece, “6th Street Bridge”
    • Fifth PlaceDaniela Leyva Rosas from Amino Ralph Bunche High School for her piece “Baptism”
    • Honorable Mentions: Keira Tsai, Sofia Gerstein, Amore Fofanah, Patricia Hurtado, and Elizabeth Carcamo

    The judges for California’s 37th District’s 2025 Congressional Art Competition were:

    Also in attendance for the reception were Inner-City Arts’ Executive Director Shelby Williams-González and Alex Ritchie, a musician, Grammy Next alum, and music consultant for film and television.

    The first place Congressional Art Competition winner will be awarded two round-trip flights to D.C. and an invitation to the opening reception at the U.S. Capitol. Thanks to the community’s generosity, over $2,000 in art and school supplies prizes will be dispersed among the top five winners and honorable mentions from California’s 37th District.

    # # #

    MIL OSI USA News

  • MIL-OSI USA: Kamlager-Dove, Foster Youth Caucus Colleagues Introduce Resolution to Recognize Foster Care Month

    Source: United States House of Representatives – Congresswoman Sydney Kamlager California (37th District)

    WASHINGTON, DC — Today, on National Foster Care Day, Foster Youth Caucus Co-Chair Congresswoman Sydney Kamlager-Dove (D, CA-37) introduced a resolution to recognize the month of May as National Foster Care Month alongside fellow Co-Chairs Reps. Don Bacon (R, NE-02), Erin Houchin (R, IN-09), Gwen Moore (D, WI-04), Zach Nunn (R, IA-03), and Mary Gay Scanlon (D, PA-05). The bipartisan resolution encourages Congress to implement policies to improve the child welfare system and honors foster families, social workers, and advocates for the essential role that they play in the lives of foster youth.

    “All children deserve stable environments where they can learn, grow, and thrive,” said Congresswoman Kamlager-Dove. “I am proud to re-introduce this bipartisan resolution alongside the Foster Youth Caucus to recognize the resilience of our foster youth, honor those who make a difference in their lives, and recommit to passing policies that help ensure all children have a safe and loving home. As a Representative of Los Angeles County—home to over 30,000 foster youth—I will always champion our most vulnerable children through my work in Congress.”

    “As co-chair of the Foster Youth Caucus and a foster-to-adopt parent myself, I know that every child deserves a safe, loving, and permanent home, and this resolution not only recognizes the challenges faced by foster youth but honors the dedicated individuals who work tirelessly to support them,” said Rep. Bacon. “Having witnessed the transformative power of foster care and adoption, I’m committed to implementing policies that improve the lives of every child in the foster care system.”

    “National Foster Care Month is an opportunity to lift up the young people in the child welfare system and continue pushing for proposals that improve outcomes and enhance the wellbeing of children and youth in care,” said Rep. Moore. “Serving as co-chair of the Congressional Caucus on Foster Youth, I am deeply committed to that work every day.”

    “Every child deserves a safe, loving, and permanent home. As a dad to six kids, including two Kelly and I were blessed to adopt, this resolution is personal to me,” said Rep. Nunn. “This month and every month, we honor the foster parents, the parents who choose to adopt, and the social workers who step up for kids with nowhere else to turn. I will keep working to build a system that helps more families who are ready to open their homes and their hearts to foster, adopt, and change a child’s life.”

    “Before coming to Congress, I spent decades working as a child advocate, seeing firsthand the challenges that young people and those who serve them face in finding permanent homes and connections,” said Rep. Scanlon. “It’s why one of my top priorities in Congress is to confront the challenges of our foster care system, support the more than 369,000 children it serves, and provide the resources that those dedicated to serving them need to ensure their bright futures. Raising awareness about the need to invest in the lives of children and youth in foster care is an important part of building support and driving change–that’s why I’m proud to join my co-chairs of the Congressional Caucus on Foster Youth in recognizing May as National Foster Care Month.”

    According to the most recent data from the US Children’s Bureau, 369,000 children are living in foster care nationwide. Our nation’s foster youth face significant challenges, including disparities in positive outcomes in health, education, employment, and involvement with the justice system. National Foster Care Month was established in the United States in 1988 to recognize foster youth, foster parents, and all those who support children in the foster care system. 

    The bipartisan Congressional Caucus on Foster Youth provides a forum for Members of Congress to discuss and develop policy recommendations to strengthen the child welfare system and improve the overall well-being of youth and families. The Foster Youth Caucus is committed to ensuring that our nation’s vulnerable, yet resilient, youth are provided with the opportunities and support necessary to succeed.

    # # #

    MIL OSI USA News

  • MIL-OSI USA: Kamlager-Dove, House Judiciary Democrats File Resolution Demanding Trump Comply With Constitutional Rules on Foreign Gifts By Seeking the Consent of Congress Before Accepting Qatari “Flying Palace”

    Source: United States House of Representatives – Congresswoman Sydney Kamlager California (37th District)

    Resolution Comes as President Trump Plans to Accept a $400 Million “Flying Palace” From the State of Qatar—A Gift That Will Cost Taxpayers, Threaten National Security and Violate the Constitution Unless Congress Consents

    WASHINGTON, DC — Today, Congresswoman Sydney Kamlager-Dove (CA-37) joined Congressman Jamie Raskin (MD-08), Ranking Member of the House Judiciary Committee, and Judiciary Committee Democrats in filing a Resolution condemning President Donald Trump’s efforts to accept a $400 million luxury private jet from the royal family of Qatar without obtaining Congress’s approval, in violation of the Constitution’s Foreign Emoluments Clause.

    “Donald Trump is the grift that keeps on grifting. From unelected billionaires with conflicts of interest conducting a hostile takeover of the federal government to promoting a crypto meme coin from the Oval Office, corruption is taking hold in the highest levels of the Trump Administration. Donald Trump’s intention to accept a $400 million blatant bribe from Qatari royalty is yet another example of corruption hiding in plain sight,” said Congresswoman Kamlager-Dove. “I am proud to join Ranking Member Raskin and Judiciary Democrats in exercising our Constitutional authority to accept or reject gifts from foreign nations. We condemn this blatant bribe that would not only jeopardize our national security but the integrity of the presidency and our nation as a whole.”

    “The Constitution’s Foreign Emoluments Clause is clear: Donald Trump cannot accept gifts ‘of any kind whatever’ from foreign states or kings without Congressional consent—and that includes Trump’s Con Air One, a flying bribe from the Qatari royals,” said Ranking Member Raskin. “Today, House Judiciary Democrats are filing a resolution instructing Trump either to turn down this Qatari ‘flying palace’ or to come to Congress immediately and seek our consent to accept it. It is what the Constitution requires and what previous Presidents have always done, from Abraham Lincoln to John F. Kennedy. The Constitution charges Congress with ensuring the President does not use the highest office in the land as a get-rich-quick scheme to pocket lavish gifts from foreign Presidents, Dictators, and Emirs. It is high time that Congress do its job.”

    On May 11, an ABC News report revealed that President Trump planned to accept a $400 million private jet from the Qatari royal family—a lavish and unconstitutional gift that would become the property of his personal presidential library foundation at the conclusion of his term.

    In a news conference on May 12, when asked about this reported gift, Trump stated, “I would never be one to turn down that kind of an offer… I could be a stupid person and say, ‘no, we don’t want a free, very expensive airplane.’”

    While Trump claimed that this extravagant gift from a foreign government would result in “big savings [that] will be spent, instead, to MAKE AMERICA GREAT,” it in fact would require potentially billions of dollars in taxpayer funds to retrofit and debug the plane.

    All House Judiciary Democrats are original cosponsors of the Resolution.

    Click here to read the resolution.

    # # #

    MIL OSI USA News

  • MIL-OSI Security: Deer Lake — Overdue ATV riders safely located by Deer Lake Ground Search and Rescue

    Source: Royal Canadian Mounted Police

    Two overdue ATV riders were safely located this morning by Deer Lake Ground Search and Rescue.

    Shortly after midnight on Thursday, May 15, Deer Lake RCMP were advised that two individuals traveling on a side-by-side all-terrain vehicle (ATV) had become stuck on a trail near Pynn’s Brook. The riders reportedly abandoned the ATV and began walking towards Pasadena.

    Initially, the individuals were within cell service but eventually communication was lost. Deer Lake Ground Search and Rescue (GSAR) was deployed and searched along the trail between Pynn’s Brook and Deer Lake.

    The missing riders were located this morning by GSAR, cold but otherwise safe.

    RCMP NL thanks Deer Lake Ground Search and Rescue for their efforts and their continued dedication.

    With the Victoria Day long weekend kicking off the summer season, ATV operators are reminded to be prepared and travel safely. Where possible, carry a means of communication, such as a cell phone, satellite phone or SPOT device. It is also important to share your intended travel location and expected return time, and to pack the necessary provisions such as food, water and extra clothing, in the event it is needed.

    MIL Security OSI

  • MIL-OSI: OPTIZMO™ Releases 2024 Email Opt-Out Infographic

    Source: GlobeNewswire (MIL-OSI)

    AUSTIN, Texas, May 15, 2025 (GLOBE NEWSWIRE) — OPTIZMO Technologies, the leader in email suppression list management and email compliance solutions, announces the release of the latest edition in its annual Email Opt-Out Infographic series. The new release analyzes consumer email opt-out request data collected and processed by the company over the course of 2024.

    Despite constant industry disruption over the years, from a global pandemic to evolving inbox requirements and regulations, email marketing remains one of the most effective and resilient digital marketing channels. The 2024 infographic explores the nuances of when, where, and how opt-outs occurred during the year, delivering valuable insights into evolving consumer behavior around their inboxes and overall email preferences.

    Highlights and Insights from the 2024 Infographic

    • After a spike in international activity in 2023, opt-out patterns returned to more typical levels in 2024, with North America once again accounting for over 80% of total opt-out volume.
    • Yahoo! retained its position as the leading email domain for opt-out activity in 2024, widening its lead over Gmail.
    • The most active hour for email opt-out activity remained between 9–10 AM Central Time, a trend consistent with the past four years.
    • Mobile opt-out activity fully returned to pre-pandemic trends, once again leading Desktop activity by a wide margin.

    This detailed exploration of opt-out trends can help email marketers move beyond viewing opt-outs solely as negative signals. When viewed holistically, these insights offer valuable opportunities to better understand audience behavior, improve targeting strategies, and enhance overall email campaign performance.

    The 2024 Email Opt-Out Infographic is now available for download on the OPTIZMO website at – https://www.optizmo.com/blog/2024-email-opt-out-infographic/

    OPTIZMO has been producing these annual infographics since 2018, offering a unique look into email data trends not available anywhere else in the industry. Part of our goal is to shift the long-standing perception that email opt-outs are purely negative, showing instead how they can be valuable signals that marketers can leverage to optimize their future campaigns. All past editions of the infographic are available on the OPTIZMO website.

    About OPTIZMO
    OPTIZMO Technologies is the recognized thought leader in the email and online marketing space for email suppression list management, email campaign management, data management, and risk mitigation services relative to email compliance. With an expert staff in pursuit of unrivaled efficiency, innovative technology, and an insatiable desire to problem-solve, clients find a customer-centric business model that not only enhances the way OPTIZMO clients do business but drives the company forward. The company is headquartered in Austin, TX, and has offices and team members in Charleston, Denver, and Brisbane, Australia.

    Media Contact:
    Antonio Jones
    Marketing Manager
    antonio@optizmo.com

    Tom Wozniak
    Chief Operating Officer
    tom@optizmo.com

    The MIL Network

  • MIL-OSI United Kingdom: Funding allocated for more temporary accommodation

    Source: City of Plymouth

    Homeless families in Plymouth are set to benefit from an additional £334,380 in investment in temporary accommodation.

    The money will help purchase four homes from the open market that can be used to temporarily house local families.

    It comes after the Council were already successful in obtaining £1,531,231 from the Ministry of Housing Communities and Local Government (MHCLG) as part of round three of the Local Authority Housing Fund (LAHF)

    The proposal is for the grant to be passported to Bournemouth Churches Housing Association (BCHA), and Plymouth Access to Housing (PATH) to directly acquire, own and manage these family homes. BCHA have already successfully delivered the previous two rounds of the Local LAHF.

    Councillor Chris Penberthy, Cabinet Member for Housing, Communities and Cooperative Development, said: “Providing more temporary accommodation for homeless families in Plymouth is a key part of the measures we’re putting in place to tackle the housing crisis.

    “Having more options specifically for families is especially key because we are well aware of the detrimental effects to mental health caused by prolonged period in accommodation that is not suitable for the needs of whole households.

    “These people aren’t statistics; they’re human beings with real lives and so anything we can do to help make such a stressful period of their lives that little more tolerable is time and money well spent.”

    Victoria Allen, Chief Executive of Path (Plymouth Access to Housing), said: “The Local Authority Housing Fund is an excellent initiative which helps provide temporary accommodation for families and we are thrilled to be able to help with providing more housing as part of this scheme.

    “We have been working closely with BCHA and the Council to deliver this programme and we have already seen two successful rounds of the fund that have been delivered to support those who are eligible, and we look forward to working with them for this next phase.”

    Nicola Greenfield, Director of Support at BCHA said ‘We are delighted to be in a position to provide these homes in Plymouth for families in need.

    “The grant, along with BCHA’s additional funding, will enable these much needed, good quality and affordable homes in the area.

    “The close working between ourselves, the Plymouth Alliance and Plymouth City Council has helped make these additional homes a reality.”

    Three of the homes will be used as family temporary accommodation and one house for the resettlement of Afghan families who are in the UK as part of the Afghan Citizen Resettlement Scheme or Afghan Relocations and Assistance Policy.

    These two initiatives are designed to relocate locally-employed staff who worked for British forces, often in dangerous and challenging situations, during the conflict in their country.

    The staff, who have moved with their families, provided roles such as translators, interpreters or clerks. Their work undoubtedly contributed to saving British lives and, in recognition of the commitment and bravery shown since 2013, they are entitled to build new lives in the UK.

    Plymouth is just one of a number of cities involved in the scheme and the city’s involvement supports its strong connections with the Armed Forces and further boosts Plymouth’s credentials as a welcoming city.

    The aim is that these properties will be purchased and lived in by March 2026.

    MIL OSI United Kingdom

  • MIL-OSI USA: Carter announces $35 million in additional funding for Brunswick Port

    Source: United States House of Representatives – Congressman Earl L Buddy Carter (GA-01)

    Headline: Carter announces $35 million in additional funding for Brunswick Port

    Carter announces $35 million in additional funding for Brunswick Port

    Washington, May 15, 2025

    BRUNSWICK – Rep. Earl L. “Buddy” Carter (R-GA) announced today that the Port of Brunswick will receive $35 million in additional funding as part of the Army Corps of Engineers’ Work Plan for operations and maintenance of the channel for the #1 Ro/Ro port in the nation.


    “We have worked diligently with the Corps to address unacceptable shortfalls in maintenance at the Port of Brunswick. I am thrilled that our efforts paid dividends in the form of this much-needed funding. The world-class Georgia Ports are the economic engine of the southeast, and this funding will ensure that the Port of Brunswick has the funds necessary to maintain, operate, and strengthen one of the fastest growing ports in the nation,” said Rep. Carter.


    “The Georgia Ports Authority is grateful that the Administration has prioritized the long-awaited funding necessary to properly maintain the Port of Brunswick. We are further grateful for the extraordinary advocacy of Chairman Carter, Chairman Collins, and the entire Georgia Congressional delegation on behalf of this important gateway. As the largest and busiest port in the United States for handling automobiles and machinery, the maintenance of Brunswick’s harbor is critical before vessel access to the port is limited,” said Griff Lynch, President and CEO of the Georgia Ports Authority.

    ###

    MIL OSI USA News

  • MIL-OSI: Credit Agricole Sa: Crédit Agricole Leasing & Factoring completes acquisition of German group Merca Leasing

    Source: GlobeNewswire (MIL-OSI)

    Montrouge – May 15, 2025

    Crédit Agricole Leasing & Factoring
    completes acquisition of German group Merca Leasing

    Crédit Agricole Leasing & Factoring (CAL&F) announces that it has obtained all the necessary authorizations and today finalized the acquisition of 100% of Merca Leasing, a group that has been a partner to the German manufacturing industry for over three decades. This operation is fully in line with CAL&F’s development strategy and will enable it to accelerate its growth in the particularly dynamic German leasing market.

    After obtaining the necessary approvals from German BaFin1 and the German Competition Authority, Crédit Agricole Leasing & Factoring finalized today in Frankfurt the acquisition of Merca Leasing Group, in line with the announcement made to the markets in October 2024.

    Founded in 1989, Merca Leasing is based in Kronberg, near Frankfurt, with branches in Hamburg and Berlin. The group, which is one of the top ten independent Leasing companies in Germany2, offers tailor-made leasing solutions to SMEs, with a strong expertise in financing industrial equipment through Direct Sales channels.

    With the acquisition of Merca Leasing, Crédit Agricole Leasing & Factoring strengthens its expertise and service offering, especially in Mobility, and expands its footprint in the highly fragmented German market, which is a priority in the development strategy of its businesses.

    The impact of the transaction on Crédit Agricole S.A.’s CET1 ratio is not significant.

    We are delighted to welcome all the employees of Merca Leasing, whom I warmly greet on behalf of all the teams at Crédit Agricole Leasing & Factoring. The acquisition of Merca Leasing is an important step in Crédit Agricole Leasing & Factoring’s European development, and is fully in line with our strategy and the achievement of the ambitions of our 2025 Medium-Term Plan “Transitions to the Future”. This transaction offers the CAL&F and Merca Leasing teams the opportunity to pool their expertise and strengths to serve our customers and the German market.”
    Hervé VARILLON, Chief Executive Officer of Crédit Agricole Leasing & Factoring

    **********
      
      
    ABOUT CRÉDIT AGRICOLE LEASING & FACTORING

    A subsidiary of the Crédit Agricole group, Crédit Agricole Leasing & Factoring “CAL&F” has been a key player in Leasing and Factoring for more than 60 years, as well as in the financing of renewable energies and infrastructure in the territories.
    Present in 10 countries in Europe (France, Germany, Spain, Portugal, Italy, Poland, Belgium, Luxembourg, the Netherlands and Switzerland) and thus benefiting from a wide range of activities, Crédit Agricole Leasing & Factoring offers specialised financing, more responsible mobility and second-life equipment solutions to its customers: corporates, professionals, farmers and local authorities. In this way, Crédit Agricole Leasing & Factoring supports, facilitates and accelerates their growth and their transitions towards a more inclusive world, which consumes fewer resources for the planet.

    KEY FIGURES AT THE END OF 2024 (FRANCE AND INTERNATIONAL)
    260,400 customers, including 33% abroad
    2,769 employees
    €34 billion in outstandings, including 30% abroad
    For further information: www.ca-leasingfactoring.com   

    ABOUT MERCA LEASING GMBH
    Merca Leasing was founded in 1989 by Kredietbank N.V., Brussels, Belgium, & U. Helmdach and integrated into the KBC Bank & Insurance Group in 1998. In 2012, the KBC Lease (Deutschland) Group was taken over by the management, renamed Merca Leasing again, based in Kronberg / Taunus (near Frankfurt).
    The group offers financing solutions for business-critical movable equipment focusing on production machinery through leasing, hire purchase, sale-and-lease-back, retrofitting funding services and forfaiting solutions (through Merca Vendor).
    Key figures at the end of 2024 : 37 employees – New sales €309m – Portfolio (actual outstandings) €472m
    For further information: www.merca-leasing.de

    CAL&F PRESS CONTACT
    Sophie Leplus +33 (0)1 43 23 30 87 / +33 (0)6 24 87 16 03 – sophie.leplus@ca-lf.com


    1 Source: Bundesanstalt für Finanzdienstleistungsaufsicht (German Federal Financial Supervision Authority)

    2 Source: BDL / Bundesverband Deutscher Leasing-Unternehmen (Federal Association of German Leasing Companies)

    Attachment

    The MIL Network

  • MIL-OSI Australia: Get ready for business

    Source: New places to play in Gungahlin

    Our focus

    New businesses sometimes make mistakes with their registration, reporting and recordkeeping responsibilities. It’s important new business owners understand their obligations to ensure they’re getting it right from the start.

    If your hobby has turned into a profit-making business, you are responsible for your tax, super and registration obligations. Setting up your business correctly from the start will make it easier to meet these obligations.

    How to get it right

    If you’re planning on starting, or have recently started a new business, we have Ready for business information to help you navigate your obligations.

    Here are the top 7 things you need to know when starting a business.

    1. Use digital tools and maintain accurate records to help you manage daily activities and cash flow. Explore our key rules and free resources to strengthen your business practices.
    2. There are some registrations you will need to complete when you start a business, for example registering for an ABN or a business name.
    3. You can claim a tax deduction for most business expenses if they are directly related to earning your income. Remember to keep records and only claim the business portion of mixed-use expenses.
    4. The type of business structure you set up will affect your tax and registration requirements. It’s important to choose the right business structure and understand your obligations.
    5. If you’re an employer, it’s important you know you have extra responsibilities and obligations.
    6. You need to lodge and pay your taxes on time. You can prepay your estimated income tax liability, through pay as you go (PAYG) instalments. You can voluntarily enter PAYG instalments to help you smooth out your cashflow and avoid a large tax bill when you lodge your tax return.
    7. Businesses that maintain accurate records, lodge and pay on time and avoid errors not only steer clear of penalties and general interest charge but also become more resilient when facing challenges.

    Example: Barry’s photography hobby takes flight

    Barry works an office job Monday to Friday and enjoys taking photos of birds in his spare time. Barry has become well known by members of his local community as a talented photographer.

    Over the past 12 months Barry has been approached to photograph local events and demand for his skills is increasing. Barry charges a fee for each event and is now earning money from his photos.

    With the growing interest, Barry cuts back on his office work and starts to invest more time into photography. Barry sets up a website, sets up a booking system and starts advertising his services online. He also buys more photography equipment to improve his production quality, so he can earn more from each event.

    Barry wants to know if his photography side hustle is a business. He looks at all his activities together and determines he is running a business because he:

    • intends to make a profit to supplement his salary and wage income
    • set up a regular schedule for these activities
    • operates in a business-like way (he has a plan and system for making a profit).

    End of example

    Know your responsibilities as an employer

    Whether you’re hiring your first worker, or you’re an experienced employer, it’s important you understand and meet your employer obligations. This includes:

    Keep up to date

    Learn more by taking our free self-paced online courses at Essentials to strengthen your small businessExternal Link.

    You can also:

    • subscribe to our free Small business newsletter to get updates that might impact your business
    • contact your tax professional to obtain advice specific to your business needs.

    MIL OSI News