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  • MIL-OSI: Chairman and CEO Stockholder Letter: Unanimous Supreme Court Ruling Builds the Case for Pre-Escalation and Widespread BolaWrap Adoption

    Source: GlobeNewswire (MIL-OSI)

    Barnes v. Felix expands window of liability to include the totality of circumstances—renewing focus on officer’s actions during the pre-escalation period.

    MIAMI, June 02, 2025 (GLOBE NEWSWIRE) — Wrap Technologies, Inc, (NASDAQ: WRAP) (“Wrap” or, the “Company”), a global leader in innovative public safety technologies and non-lethal tools, today issues a letter to stockholders from Founder and CEO, Scot Cohen.

    Chairman and CEO Letter to Stockholders

    Fellow Stockholders,

    Law-enforcement tools, technologies, and tactics are under constant scrutiny—not just for their effectiveness, but for how they’re viewed by the public we serve. As public perception and the legal landscape evolves, law enforcement officers and leaders are challenged to keep up, balancing their constitutional oath to protect and the reality of operational readiness against growing public expectations. As a result, law enforcement landscape of liability is evolving rapidly, shaped by new legal rulings, heightened public expectations, and new technologies.

    Wrap’s BolaWrap was designed to fill the critical gap between verbal commands and use-of-force options (e.g. guns, tasers, pepper spray, baton)—a space where too many incidents often escalate quickly. After hundreds of conversations with law enforcement leaders and thousands of hours of body worn camera reviews, we believe one thing is clear: in agencies that have fully integrated the BolaWrap 150 with proper training and policy, it has become the most-used tool on the belt. We believe it reliably and predictably shines and excels where liability is highest and safer alternatives are most needed.

    Supreme Court Ruling: The Case for Pre-Escalation

    The recent Supreme Court decision in Barnes v. Felix will likely have a seismic shift in how use-of-force incidents will be evaluated under federal civil rights law moving forward, which has the potential to change the way officers approach a scene. By expanding the analysis and calculus of the courts to include a new “totality of the circumstances” test, the decision broadens the scope of officer accountability beyond just the moment force is applied.

    This shift affirms what Wrap has believed since day one: that the best way to improve public safety, reduce liability, and drive better outcomes is to prevent escalation before it begins.

    In this new legal landscape, officers may be found liable not for how they used force, but for their actions in the pre-escalation period. Departments that lack pre-escalation tools, training, or tactics may face increased litigation risk, consent decrees, and community backlash. This may be especially true in cases where force is used against individuals experiencing mental or behavioral health crises. In its opinion, the Supreme Court acknowledged the growing legal and societal expectation that officers must exhaust de-escalation tactics before resorting to potentially lethal force. This ruling doesn’t merely challenge historical doctrine—it potentially redefines it.

    Aligning BolaWrap in a Post Barnes World

    We believe BolaWrap is uniquely positioned to meet this moment because we are one of the only non-lethal, non-pain-based-compliance device that can be rapidly deployed at the earliest stages of subject non-compliance —defining a new standard in “Pre-Escalation” policing. We believe the BolaWrap 150 offers officers a safer, more consistent, and constitutionally sound primary plan, especially as courts now evaluate individual officer liability based on the totality of circumstances.

    Building upon our product differentiation, we’ve filed federal trademark applications for two key public safety concepts: “Pre-Escalation” and the “WrapWindow.”

    • Pre-Escalation represents a newly defined phase in the use-of-force continuum—marking the period of time and opportunity for officers to act before a subject can escalate the event to greater conflict and risk.
    • The WrapWindow exists within the Pre-Escalation Period and defines a narrow but crucial time frame where an officer has the legal constitutional authority to place a subject into handcuffs and when verbal commands and presence are not effective. It’s in this WrapWindow of pre-escalation opportunity that we believe our flagship device, the BolaWrap 150, excels and has the opportunity to deliver a non-pain-based intervention at the most effective time with the least amount of risk to the officer or subject.

    While the BolaWrap™ 150 can be successfully deployed during other phases of a critical incident, included in conjunction with backup and lethal cover, its most effective use case is within the WrapWindow of the Pre-Escalation Period.

    These core principles form the foundation for the next generation of policing—defining and setting a new standard that aligns with the Supreme Court’s decision and the goal of law enforcement today. We intend to lay a roadmap of tools, technology, and tactical training within a public safety ecosystem to adopt and operationalize “Pre-Escalation” as the new standard in use-of-force decision-making.

    Ready for Widespread Adoption

    We are ready, with people and programs to meet the demand and accelerate our growth both domestically and abroad. Make no mistake, Wrap is entering a defining era. Defining “Pre-Escalation” and the “WrapWindow,” paired with our new ecosystem of solutions—WrapPlus, WrapTactics training, and WrapReady—we are positioned to scale. Delivering and defining exactly what today’s law enforcement environment demands: proactive, adaptive, and predictable tools. By aligning with the evolving legal liability landscape and expanding access through flexible pricing and agile deployment, we’re not just adapting to the future—we’re leading it. Existing BolaWrap programs will have priority access to this enhanced level of support which we believe will drive deployments to solidify its place as the most actively utilized tool in public safety.

    To our employees, partners, investors, and the officers who serve with courage and integrity: thank you for being part of the fastest-growing movement in public safety.

    Sincerely,

    Scot Cohen
    Founder, Chairman and CEO, WRAP Technologies, Inc.

    About Wrap Technologies, Inc.

    Wrap Technologies, Inc. (Nasdaq: WRAP) is a global leader in public safety solutions, bringing together cutting-edge technology with exceptional people to address the complex, modern day challenges facing public safety organizations.

    Wrap’s BolaWrap® solution is a safer way to gain compliance—without pain.

    This innovative, patented device deploys light, sound, and a Kevlar® tether to safely restrain individuals from a distance, giving officers critical time and space to manage non-compliant situations before resorting to higher-force options. The BolaWrap 150 does not shoot, strike, shock, or incapacitate—instead, it helps officers operate lower on the force continuum, reducing the risk of injury to both officers and subjects. Used by over 1,000 agencies across the U.S. and in 60 countries, BolaWrap® is backed by training certified by the International Association of Directors of Law Enforcement Standards and Training (IADLEST), reinforcing Wrap’s commitment to public safety through cutting-edge technology and expert training.

    Wrap Reality™ VR is a fully immersive training simulator to enhance decision-making under pressure.

    As a comprehensive public safety training platform, it provides first responders with realistic, interactive scenarios that reflect the evolving challenges of modern law enforcement. By offering a growing library of real-world situations, Wrap Reality™ equips officers with the skills and confidence to navigate high stakes encounters effectively, leading to safer outcomes for both responders and the communities they serve.

    Wrap Intrensic is an advanced body-worn camera and evidence management system built for efficiency.

    Designed for efficiency, security, and transparency to meet the rigorous demands of modern law enforcement, Intrensic seamlessly captures, stores, and manages digital evidence, ensuring integrity and full chain-of-custody compliance. With automated workflows, secure cloud storage, and intuitive case management tools, it streamlines operations, reduces administrative burden, and enhances courtroom credibility.

    Trademark Information

    Wrap, the Wrap logo, BolaWrap®, Wrap Reality™ and Wrap Training Academy are trademarks of Wrap Technologies, Inc., some of which are registered in the U.S. and abroad. All other trade names used herein are either trademarks or registered trademarks of the respective holders.

    Cautionary Note on Forward-Looking Statements

    Safe Harbor Statement This release contains “forward-looking statements” within the meaning of the “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995. Words such as “expect,” “anticipate,” “should”, “believe”, “target”, “project”, “goals”, “estimate”, “potential”, “predict”, “may”, “will”, “could”, “intend”, and variations of these terms or the negative of these terms and similar expressions are intended to identify these forward-looking statements. Moreover, forward-looking statements are subject to a number of risks and uncertainties, many of which involve factors or circumstances that are beyond the Company’s control. The Company’s actual results could differ materially from those stated or implied in forward-looking statements due to a number of factors, including but not limited to: the expected benefits of the acquisition of W1 Global, LLC, the Company’s ability to maintain compliance with the Nasdaq Capital Market’s listing standards; the Company’s ability to successfully implement training programs for the use of its products; the Company’s ability to manufacture and produce products for its customers; the Company’s ability to develop sales for its products; the market acceptance of existing and future products; the availability of funding to continue to finance operations; the complexity, expense and time associated with sales to law enforcement and government entities; the lengthy evaluation and sales cycle for the Company’s product solutions; product defects; litigation risks from alleged product-related injuries; risks of government regulations; the business impact of health crises or outbreaks of disease, such as epidemics or pandemics; the impact resulting from geopolitical conflicts and any resulting sanctions; the ability to obtain export licenses for counties outside of the United States; the ability to obtain patents and defend intellectual property against competitors; the impact of competitive products and solutions; and the Company’s ability to maintain and enhance its brand, as well as other risk factors mentioned in the Company’s most recent annual report on Form 10-K, subsequent quarterly reports on Form 10-Q, and other Securities and Exchange Commission filings. These forward-looking statements are made as of the date of this release and were based on current expectations, estimates, forecasts, and projections as well as the beliefs and assumptions of management. Except as required by law, the Company undertakes no duty or obligation to update any forward-looking statements contained in this release as a result of new information, future events or changes in its expectations.

    Investor Relations Contact:
    (800) 583-2652
    ir@wrap.com

    The MIL Network –

  • MIL-OSI: FormFactor, Inc. Announces Purchase of New Manufacturing Facility

    Source: GlobeNewswire (MIL-OSI)

    LIVERMORE, Calif., June 02, 2025 (GLOBE NEWSWIRE) — FormFactor, Inc. (NASDAQ: FORM), a leading provider of test and measurement technologies for the semiconductor industry, today announced that it has purchased a manufacturing site in Farmers Branch, Texas. The site, which comprises four structures and includes 50,000 square feet of clean room space, was purchased for $55 million dollars.

    Commenting on the purchase, Mike Slessor, CEO of FormFactor, Inc., said, “FormFactor’s purchase of the Farmers Branch, Texas manufacturing facility enables us to acquire a scarce, fit-for-purpose asset that aligns with our strategic roadmap and provides significant operational flexibility. Located in a lower-operating cost region, it is one of a handful of existing facilities in the U.S. that has a clean room and comes equipped with the infrastructure to meet our future manufacturing needs.”

    Slessor added, “As we’ve said for some time, we are seeing increased test intensity driven by the adoption of advanced packaging technologies, which is in turn driving increased demand for FormFactor’s probe-card products. This is evident in the recent rapid growth of our High Bandwidth Memory, or HBM, probe-card revenue, and we expect this advanced-packaging driven growth to continue.”.

    “The purchase of this facility, for a competitive price, creates optionality for us in cost-effectively meeting this anticipated increasing long-term demand, and it will be an important step forward as we refine our operational strategy.”

    About FormFactor:

    FormFactor, Inc. (NASDAQ: FORM), is a leading provider of essential test and measurement technologies along the full semiconductor product life cycle – from characterization, modeling, reliability, and design de-bug, to qualification and production test. Semiconductor companies rely upon FormFactor’s products and services to accelerate profitability by optimizing device performance and advancing yield knowledge. The Company serves customers through its network of facilities in Asia, Europe, and North America. For more information, visit the Company’s website at www.formfactor.com.

    Forward-looking Statements:

    This press release contains forward-looking statements within the meaning of the “safe harbor” provisions of the federal securities laws, including with respect to the Company’s future financial and operating results, and the Company’s plans, strategies and objectives for future operations. These statements are based on management’s current expectations and beliefs as of the date of this release, and are subject to a number of risks and uncertainties, many of which are beyond the Company’s control, that could cause actual results to differ materially from those described in the forward-looking statements. These forward-looking statements include, but are not limited to, statements regarding future financial and operating results, including under the heading “Outlook” above, market trends, conditions in and the growth of the semiconductor industry and the Company’s performance, and other statements regarding the Company’s business. Forward-looking statements may contain words such as “may,” “might,” “will,” “expect,” “plan,” “anticipate,” “forecast,” “continue,” and “prospect,” and the negative or plural of these words and similar expressions, and include the assumptions that underlie such statements. The following factors, among others, could cause actual results to differ materially from those described in the forward-looking statements: changes in and impacts from export control, tariffs and other trade barriers; changes in demand for the Company’s products; customer-specific demand; market opportunity; anticipated industry trends; the availability, benefits, and speed of customer acceptance or implementation of new products and technologies; manufacturing, processing, and design capacity, goals, expansion, volumes, and progress; difficulties or delays in research and development; industry seasonality; risks to the Company’s realization of benefits from acquisitions; reliance on customers or third parties (including suppliers); changes in macro-economic environments; events affecting global and regional economic and market conditions and stability such as tariffs, military conflicts, political volatility, infectious diseases and pandemics, and similar factors, operating separately or in combination; and other factors, including those set forth in the Company’s most current annual report on Form 10-K, quarterly reports on Form 10-Q and other filings by the Company with the U.S. Securities and Exchange Commission. In addition, there are varying barriers to international trade, including restrictive trade and export regulations such as the US-China restrictions, dynamic tariffs, trade disputes between the U.S. and other countries, and national security developments or tensions, that may substantially restrict or condition our sales to or in certain countries, increase the cost of doing business internationally, and disrupt our supply chain. No assurances can be given that any of the events anticipated by the forward-looking statements within this press release will transpire or occur, or if any of them do so, what impact they will have on the results of operations or financial condition of the Company. Unless required by law, the Company is under no obligation (and expressly disclaims any such obligation) to update or revise its forward-looking statements whether as a result of new information, future events, or otherwise.

    Investor Contact:
    Stan Finkelstein
    Investor Relations
    (925) 290-4273
    ir@formfactor.com

    The MIL Network –

  • MIL-OSI Africa: Etu Energias Targets 80,000 Barrels Per Day (BPD), Joins Angola Oil & Gas (AOG) 2025 as Gold Sponsor

    Source: Africa Press Organisation – English (2) – Report:

    LUANDA, Angola, June 2, 2025/APO Group/ —

    Angolan private energy company Etu Energias has joined this year’s edition of the Angola Oil & Gas (AOG) conference as a Gold Sponsor. The sponsorship reflects the company’s commitment to supporting Angola’s oil and gas production goals, as it seeks to sustain output above one million barrels per day (bpd) beyond 2027. For its part, Etu Energias targets 80,000 barrels per day (bpd) by 2030, and the AOG sponsorship highlights a broader objective of engaging with stakeholders to achieve this goal.

    Etu Energias’ sponsorship comes as the company undertakes an ambitious exploration campaign in Angola. The company signed a Risk Service Contract for onshore Block CON 4 in May 2025, outlining a 25-year operating licensing, including a five-year exploration timeframe and 20-year production period. To date, Etu Energias – alongside block partners Sonangol and Gesprocon – have completed the first phase of studies for the block and have defined a seismic survey. The milestone reflects a broader trend by the company to scale-up its exploration and production. By 2030, the company seeks to increase its oil reserves to 387 million barrels. The AOG sponsorship supports this goal by offering a platform for engagement and deal-signing.

    AOG is the largest oil and gas event in Angola. Taking place with the full support of the Ministry of Mineral Resources, Oil and Gas; the National Oil, Gas and Biofuels Agency; the Petroleum Derivatives Regulatory Institute; national oil company Sonangol; and the African Energy Chamber; the event is a platform to sign deals and advance Angola’s oil and gas industry. To sponsor or participate as a delegate, please contact sales@energycapitalpower.com.

    As Angola’s largest private oil producer, Etu Energias has stakes in eight exploration projects, 10 development projects and seven redevelopment projects. The company targets a series of developments in 2025, all of which support the advancement of underexplored blocks in Angola. Notably, Etu Energias plans to complete deforestation and demining for Block FS/FST in 2025, with the first exploration well expected to be spud this year. At offshore Block 2/05, the company plans to complete exploration studies this year, with drilling set for 2025/2026. To support block acquisition, Etu Energias is also planning to hold an Initial Public Offering (IPO) in 2026, aimed at strengthening its financial capacity. The IPO will not only support debt reduction, but provide greater access to a wider investment pool.

    Etu Energias’ exploration and production outlook builds on a highly-successful year in 2024, whereby the company expanded its portfolio of operated and non-operated assets from 6 to 15. The company’s oil reserves increased by 2.5 times during this period, reaching 106 million barrels. Major milestones during the year include an increase in block acquisitions. Offshore, the company increased its stake in Block 2/05 from 30% to 36%; in Block 14 from 20% to 29%; in Block 14K from 10% to 14.5%; and in Block 17/06 from 5% to 7.5%. Looking ahead, these acquisitions are expected to increase the company’s production capacity as it strives to unlock new deposits in Angola.

    Beyond the upstream sector, Etu Energias strives to expand its downstream portfolio, following the launch of its lubricant line in 2024. Launched in collaboration with Glide Petroleum, the 1,000-ton-per-month line is expected to start production in 2025. The project aligns with goals by Etu Energias to capture 25% share of the market by 2029. Etu Energias’ AOG 2025 sponsorship will support Etu Energias’ goals, offering an opportunity for the company to engage with industry leaders, connect with global partners and outline the company’s long-term approach to exploration and production.

    MIL OSI Africa –

  • MIL-OSI Canada: Canada and Newfoundland and Labrador Move to Unlock Economic Potential of Offshore Wind

    Source: Government of Canada News

    June 2, 2025    St. John’s, Newfoundland and Labrador    Natural Resources Canada

    The offshore renewable energy sector offers Canada a once-in-a-generation economic opportunity, with the global offshore wind market expected to draw $1 trillion in investments by 2040. Boasting the world’s longest coastlines, exceptional wind resources and a highly skilled labour pool, Atlantic Canada is ideally situated to capitalize on this extraordinary opportunity for economic growth and job creation.

    Today, the Government of Canada, in partnership with the Government of Newfoundland and Labrador, is pleased to announce the coming into force of legislation to enable the development of offshore renewable energy in Newfoundland and Labrador. This follows the passage of the federal Bill C-49 in October 2024 and Newfoundland and Labrador’s mirror legislation, Bill 90, in March 2025.

    The Government of Canada is committed to its strong history of joint management with the Governments of Newfoundland and Labrador and Nova Scotia and will work together with them to unlock the enormous potential of offshore renewable energy collaboratively and responsibly. 

    This is part of the federal government’s plan to make Canada an energy superpower and build the strongest economy in the G7. 

    MIL OSI Canada News –

  • MIL-OSI: Arv Private Wealth Launches with Support from LPL Strategic Wealth

    Source: GlobeNewswire (MIL-OSI)

    SAN DIEGO, June 02, 2025 (GLOBE NEWSWIRE) — LPL Financial LLC announced today that financial advisors Christian Reuter, James “Scott” Robinson and Michael Capeder have launched a new independent practice, Arv Private Wealth, through affiliation with LPL Financial’s supported independence model, LPL Strategic Wealth. They reported serving approximately $330 million in advisory, brokerage and retirement plan assets* and join LPL from RBC.  

    Based in San Diego, Reuter and Robinson have been collaborating since 2012 and bring a combined six decades of financial industry experience to the practice. Capeder, who entered the financial industry in 2018, completes the team. Together, they aim to create an independent practice focused on helping clients work towards a more secure financial future. The firm’s name is a nod to the Danish word for “legacy” and “heritage,” serving as a guidepost for providing a holistic and integrated experience for their clients.

    “Clients face a myriad of situations throughout their lives — both good and bad — and it’s our responsibility to be there for them,” Reuter said. “Not just as financial advisors, but as trusted confidants, friends and someone they can turn to for guidance. For us, it’s not just about managing their wealth; it’s about being there for our clients when they need us most.”

    Why they made the move to LPL
    The team chose to affiliate via LPL’s comprehensive supported independence solution, LPL Strategic Wealth Services (SW), which combines the freedom and flexibility of entrepreneurship with hands-on business services and support to help practices thrive, both operationally and strategically. In addition to having access to LPL’s innovative wealth management platform and sophisticated resources, SW advisors benefit from a truly integrated service that includes simplified pricing, technology and dedicated support to launch their practice. Then, after the transition is complete, SW teams receive ongoing operations support managed by their team of experienced professionals including a business strategist, marketing partner, CFO and administrative assistant. Advisors have one point of contact, a dedicated team and priority access to advocacy and project management for complex business issues, ultimately allowing them to stay focused on the enduring needs of their clients and the culture and evolution of their practice.

    “From our first meeting, it was clear that everything LPL offers is designed with the advisor in mind,” Reuter said. “From LPL’s Admin Solutions which will allow our clients to schedule appointments quickly and easily, to ClientWorks, where they can access all their accounts with a single sign on, we will be able to create our ideal independent practice and deliver a next-level client experience.”

    Scott Posner, LPL Managing Director, Business Development, said, “We welcome the Arv Private Wealth team and congratulate them on going independent with LPL Strategic Wealth. At LPL, we believe in providing the strategic support and innovative resources advisors can use to deliver differentiated client experiences. We look forward to supporting this team for years to come.”

    Related
    Advisors, learn how LPL Financial can help take your business to the next level.

    About LPL Financial

    LPL Financial Holdings Inc. (Nasdaq: LPLA) is among the fastest growing wealth management firms in the U.S. As a leader in the financial advisor-mediated marketplace, LPL supports over 29,000 financial advisors and the wealth management practices of approximately 1,200 financial institutions, servicing and custodying approximately $1.8 trillion in brokerage and advisory assets on behalf of approximately 7 million Americans. The firm provides a wide range of advisor affiliation models, investment solutions, fintech tools and practice management services, ensuring that advisors and institutions have the flexibility to choose the business model, services, and technology resources they need to run thriving businesses. For further information about LPL, please visit www.lpl.com.

    Securities and advisory services offered through LPL Financial LLC (“LPL Financial”), a registered investment advisor and broker-dealer, member FINRA/SIPC.

    Throughout this communication, the terms “financial advisors” and “advisors” are used to refer to registered representatives and/or investment advisor representatives affiliated with LPL Financial.

    We routinely disclose information that may be important to shareholders in the “Investor Relations” or “Press Releases” section of our website.

    *Value approximated based on asset and holding details provided to LPL from end of year, 2024.

    Media Contact: 
    Media.relations@LPLFinancial.com 

    Tracking #743659

    The MIL Network –

  • MIL-OSI: ASUS Wins 41 Prestigious Red Dot Design Awards for Product Design 2025, Showcasing World-Class Excellence

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, June 02, 2025 (GLOBE NEWSWIRE) — ASUS today announced that it has been honored with 41 Red Dot Design Awards for Product Design 2025, reinforcing the company’s long-standing reputation for pushing the boundaries of innovation and excellence in product design. These wins highlight the ASUS commitment to creating technology that excels in both form and function, in line with its In Search of Incredible spirit.

    The awards were earned across a wide range of Product Design categories: Computer and Information Technology (35 awards), Mobile Phones, Tablets and Wearables (3), Luggage and Bag (1), TV and Home Entertainment (1), and Communication Technology (1).

    Each product recognized demonstrates a high standard of design, reflecting the ASUS dedication to user-centric innovation and quality craftsmanship.

    About the Red Dot Design Award for Product Design 2025

    The Red Dot Design Award for Product Design is one of the most respected international design competitions, celebrating outstanding product design since 1955.

    This year, entries were submitted from over 60 countries and evaluated by a jury of 43 independent experts from 21 nations — including designers, professors, journalists, and consultants.

    Products were assessed based on four key principles of good design: quality of function, quality of seduction, quality of use, and quality of responsibility.

    Each submission underwent a rigorous evaluation process, with criteria such as innovation, usability, and sustainability playing a central role. The jury carefully reviewed each entry through hands-on testing and in-depth discussions.

    The official list of winners will be published on July 8, 2025, in the Red Dot Winners Section.

    For more information and updates, visit www.asus.com/ca-en/

    2025 Red Dot Design Awards for Product Design Winners
    Accessories ASUS Master Thunderbolt 5 Dock DC510
    ROG SLASH Backpack series
    Displays ROG Swift OLED 27/32 series
    ProArt Display PA27UCGE/PA32UCE
    ProArt Display OLED 32/27 series
    ZenScreen Duo OLED MQ149CD
    ZenScreen Smart MS27UC/ MS32UC
    Networking RT-BE58 Go
    PC cases ProArt PA401
    Storage ASUS Cobble Enclosure
    Gaming PCs ASUS TUF Gaming T5 series
    ROG G7 series
    Commercial laptops ASUS ExpertBook P5 series – P5405
    ASUS ExpertBook P3 series
    ASUS ExpertBook P1 series
    ASUS ExpertBook B3 series
    ASUS ExpertBook B5 series
    ASUS Chromebook CX1 series
    ASUS ExpertBook B1 series
    All-in-one PCs ASUS AiO VM6 Series
    ASUS ExpertCenter AiO P4 series
    Gaming laptops ASUS TUF Gaming A14 (FA401)
    ROG FLOW Z13 (GZ302)
    ROG Strix Scar 16/18 G16/18
    Consumer laptops ASUS Vivobook 14/16 Flip
    ASUS Vivobook Classic series
    ASUS V16
    ASUS Zenbook S 14/16 (UX5406/UX5606)
    ASUS Zenbook A14 (2025)
    Smartphones Zenfone 12 Ultra
    ROG PHONE 9
    ROG PHONE 9 Pro
    Mini PCs ASUS ExpertCenter PN54
    ASUS NUC ASUS NUC 15 Pro
    ASUS NUC 15 Pro+
    Peripherals ROG Azoth Extreme
    ROG Harpe Ace Extreme
    Motherboards ProArt Z890-CREATOR WIFI
    Graphics cards ROG Astral RTX 50 series
    ROG Astral LC RTX 50 series
    TUF Gaming RTX 50 series


    NOTES TO EDITORS

    ASUS Laptops: https://www.asus.com/ca-en/store/laptops/
    ASUS Business Laptops: https://www.asus.com/ca-en/business/laptops/all-series/
    ASUS Gaming Laptops: https://www.asus.com/ca-en/laptops/for-gaming/all-series/
    ASUS Gaming Desktops: https://www.asus.com/us/site/gaming/rog/gaming-desktops/
    ASUS Pressroom: http://press.asus.com
    ASUS Canada Facebook: https://www.facebook.com/asuscanada/
    ASUS Canada Instagram: https://www.instagram.com/asus_ca
    ASUS Canada YouTube: https://ca.asus.click/youtube
    ASUS Global X (Twitter): https://www.x.com/asus

    About ASUS

    ASUS is a global technology leader that provides the world’s most innovative and intuitive devices, components, and solutions to deliver incredible experiences that enhance the lives of people everywhere. With its team of 5,000 in-house R&D experts, the company is world-renowned for continuously reimagining today’s technologies. Consistently ranked as one of Fortune’s World’s Most Admired Companies, ASUS is also committed to sustaining an incredible future. The goal is to create a net zero enterprise that helps drive the shift towards a circular economy, with a responsible supply chain creating shared value for every one of us.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/668122c4-0236-4d9f-9f07-e41124cc54b8

    The MIL Network –

  • MIL-OSI: Broadcom Announces New CloudHealth User Experience for Greater Cloud Spend Management Across Enterprise Teams

    Source: GlobeNewswire (MIL-OSI)

    PALO ALTO, Calif., June 02, 2025 (GLOBE NEWSWIRE) — Broadcom (NASDAQ: AVGO) today announced the general availability of the newest investment made to VMware Tanzu CloudHealth, a comprehensive new user experience that delivers a suite of feature enhancements and new AI-powered features like Intelligent Assist and Smart Summary. The new CloudHealth experience brings more accurate data and actionable insights to the entire FinOps Team, making it easier to achieve critical FinOps-driven outcomes and better align investments with business goals. Designed to reduce barriers to entry by making FinOps tools and capabilities available to personas of all backgrounds, it allows all stakeholders in the FinOps practice to better understand their impact and input on the organization’s cloud usage and drive a culture of accountability and collaboration.

    New AI-Powered Features Deliver a FinOps Solution for the Entire Team

    Today’s FinOps teams are expected to manage much more than spending in the growing public cloud market, as well as managing resources outside of the public cloud. According to the State of FinOps 2025 report from the FinOps Foundation, respondents stated that they expect their FinOps teams will need to manage more aspects of the cloud spend than what is expected today (source: State of FinOps by FinOps Foundation). This increased demand on the FinOps team requires tools and resources that enable them to do more, quicker. The new CloudHealth experience helps to meet these demands head-on by providing FinOps teams with a tool for the entire team.

    One of the most significant additions to the new CloudHealth experience is Intelligent Assist, a generative AI FinOps co-pilot embedded in the platform that helps users take more advantage of CloudHealth capabilities. Intelligent Assist is a large language model-enabled chatbot that allows users to gain insights about their clouds and services through natural language, such as granular custom reports or recommendations specific to their cloud usage. It makes tasks simpler for experienced users while helping to break down barriers to entry for business-oriented personas who are interested in exploring their cloud cost and usage. By enabling technical and non-technical users alike, Intelligent Assist is a crucial feature in enhancing collaboration across the FinOps team and organization, making data accessible to all decision-makers and enabling everyone to use the same data in their day-to-day operations.

    Another key addition to the new CloudHealth experience is Smart Summary, a new industry-leading approach to understanding cloud cost changes. Using Smart Summary, users can more quickly answer the key questions – what costs changed, why did they change and what action can I take to contain unintentional overrun.

    With the AI-powered capabilities of Intelligent Assist and Smart Summary, CloudHealth has demonstrated continued innovation in the cloud financial management space and reaffirms its commitment to enabling every organization to stay in control of their technology spending.

    New Experience. New Chapter. Still Breaking FinOps Barriers

    Since its founding in 2012, CloudHealth has consistently innovated in the cloud financial management space. In 2024 alone, CloudHealth was named an industry leader by seven independent analyst firms confirming its dedication to providing customers with the best insights for business decision-making and cloud spend management. Building upon this rich, storied history, the new CloudHealth experience signals a new chapter of innovation.

    “We are proud to officially introduce the general availability of the new CloudHealth experience at the FinOps X conference. Innovative, new AI-powered features like Intelligent Assist and Smart Summary provide users a greater ability to make sense of cloud data and reporting necessary to collaborate among teams to control cloud spend,” said Purnima Padmanabhan, general manager, Tanzu Division, Broadcom. “This product investment not only signifies our commitment to innovation, but also to Arrow Electronics, our strategic go-to-market partner focused on bringing CloudHealth to new markets and helping to further grow this business.”

    Last year, Broadcom tapped Arrow Electronics to become the sole global provider of the CloudHealth offering. Arrow provides sales, marketing and technical support for CloudHealth to help provide organizations of all sizes greater flexibility, scalability, and affordability in managing and optimizing their cloud business.

    “Managing cloud costs effectively is one of the biggest challenges for organizations operating in robust cloud environments,” said Cedric Doignie, vice president of new models sales at Arrow Electronics. “The new AI-infused user experience demonstrates an evolutionary advancement in cloud financial management and will allow CloudHealth users to proactively manage their cloud spending more efficiently with the continuous cost optimization features.”

    Taking the Next Step with CloudHealth

    With the AI-powered capabilities of Intelligent Assist and Smart Summary, CloudHealth has demonstrated a new level of innovation in the cloud financial management space and reaffirms its commitment to enabling organizations to stay in control of their technology spending. Learn more and request a free CloudHealth trial with Arrow.

    About Broadcom

    Broadcom Inc. (NASDAQ: AVGO) is a global technology leader that designs, develops, and supplies a broad range of semiconductor, enterprise software and security solutions. Broadcom’s category-leading product portfolio serves critical markets including cloud, data center, networking, broadband, wireless, storage, industrial, and enterprise software. Our solutions include service provider and enterprise networking and storage, mobile device and broadband connectivity, mainframe, cybersecurity, and private and hybrid cloud infrastructure. Broadcom is a Delaware corporation headquartered in Palo Alto, CA. For more information, go to www.broadcom.com.

    Broadcom, the pulse logo, and Connecting everything are among the trademarks of Broadcom. The term “Broadcom” refers to Broadcom Inc., and/or its subsidiaries. Other trademarks are the property of their respective owners.

    Media Contact
    Jennifer Stevens
    Tanzu Division Media Relations
    jennifer.stevens@broadcom.com 
    1-917-445-3620

    The MIL Network –

  • MIL-OSI: Check Point Software Technologies Recognized as a Best Company to Work For by U.S. News & World Report

    Source: GlobeNewswire (MIL-OSI)

    REDWOOD CITY, Calif., June 02, 2025 (GLOBE NEWSWIRE) — Check Point® Software Technologies Ltd. (NASDAQ: CHKP), a pioneer and global leader of cyber security solutions, today announced that U.S. News & World Report has named the company among its 2025-2026 list of Best Companies to Work For. In addition, Check Point was also recognized as a Best Company to Work For in the IT industry.

    This recognition highlights Check Point’s commitment to fostering a culture of innovation, inclusion, and continuous growth across its global workforce. The U.S. News rankings evaluate companies based on metrics that matter most to employees, including quality of pay and benefits, work-life balance, professional development, and workplace culture.

    “We are honored to be recognized by U.S. News & World Report as one of the Best Companies to Work For,” said Tom DiMartino, Head of Human Resources, Americas at Check Point Software Technologies. “At Check Point, we believe our people are our greatest asset. That’s why we invest deeply in creating an environment where employees can thrive, innovate, and make a real impact.”

    This recognition adds to a series of accolades for Check Point, including being named one of America’s Best Cybersecurity Companies in 2025 by Newsweek and Statista, one of the World’s Best Companies by TIME and Statista in 2024 and earning a spot on the Forbes list of the World’s Best Employers for five consecutive years.

    Check Point continues to grow its global team, offering career opportunities across engineering, cyber threat research, sales, and more. This award underscores the company’s dedication to attracting and retaining top talent in the cybersecurity industry.

    To learn more about career opportunities at Check Point, visit: https://careers.checkpoint.com/

    Follow Check Point via:
    LinkedIn: https://www.linkedin.com/company/check-point-software-technologies
    X: https://www.twitter.com/checkpointsw
    Facebook: https://www.facebook.com/checkpointsoftware
    Blog: https://blog.checkpoint.com/
    YouTube: https://www.youtube.com/user/CPGlobal

    About Check Point Software Technologies Ltd. 

    Check Point Software Technologies Ltd. (http://www.checkpoint.com/) is a leading protector of digital trust, utilizing AI-powered cyber security solutions to safeguard over 100,000 organizations globally. Through its Infinity Platform and an open garden ecosystem, Check Point’s prevention-first approach delivers industry-leading security efficacy while reducing risk. Employing a hybrid mesh network architecture with SASE at its core, the Infinity Platform unifies the management of on-premises, cloud, and workspace environments to offer flexibility, simplicity and scale for enterprises and service providers.

    Legal Notice Regarding Forward-Looking Statements  
    This press release contains forward-looking statements. Forward-looking statements generally relate to future events or our future financial or operating performance. Forward-looking statements in this press release include, but are not limited to, statements related to our expectations regarding future growth, the expansion of Check Point’s industry leadership, the enhancement of shareholder value and the delivery of an industry-leading cyber security platform to customers worldwide. Our expectations and beliefs regarding these matters may not materialize, and actual results or events in the future are subject to risks and uncertainties that could cause actual results or events to differ materially from those projected. The forward-looking statements contained in this press release are also subject to other risks and uncertainties, including those more fully described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 20-F filed with the Securities and Exchange Commission on April 2, 2024. The forward-looking statements in this press release are based on information available to Check Point as of the date hereof, and Check Point disclaims any obligation to update any forward-looking statements, except as required by law.

    The MIL Network –

  • MIL-OSI: Triller Group Completes Strategic Review and Enters Into an Accelerated Development Phase Focusing on Social Media, Fintech, and Combat Sports

    Source: GlobeNewswire (MIL-OSI)

    Los Angeles, June 02, 2025 (GLOBE NEWSWIRE) — The Board of Triller Group Inc (Nasdaq: ILLR) (“Triller Group”, “the Group” or “the Company”) is pleased to announce the completion of its strategic review, resulting in the reorganization of the Group into three interconnected core business units: 

    • Social Media (Triller App)
    • Fintech/Financial Service (AGBA Group)
    • Combat Sports (BKFC)

    The Board of the Company extends its gratitude to Mr. Bobby Sarnevesht for his contributions since the acquisition of the predecessor of the Company, or Triller Inc., from its founders in 2019 and wishes him success in his future endeavors.

    As the Company enters into an exciting new phase of growth, it is implementing an accelerated 6-month timeline for development, financing, and rapid scaling of the Group’s three core units.

    Social Media (Triller App)

    Under the leadership of Mr. Sean Kim since December 2024, the Triller app has undergone a significant and rapid transformation. The Triller app now offers one of the best product experience ever compared to its peers. The app is redefining content creation, distribution, and monetization, positioning itself as the premier and distinctive challenger in the U.S.-based social media market. Notably, Triller’s commitment and policy to user data ownership firmly distinguished itself from platforms like TikTok, Instagram, and YouTube. Mr. Kim and his team are preparing for a comprehensive marketing campaign, building on the success of the January 2025 SaveMySocials.com initiative.

    Fintech/Financial Services

    Triller Group’s seasoned management team brings decades of expertise in integrating cutting edge financial technologies into traditional financial services businesses. The team is in advanced stages to leverage the success of the Triller app and is in the process of developing and launching a cryptocurrency for the Triller community with an industry-leading partner.

    Combat Sports

    BKFC is experiencing another banner year and is rapidly expanding its passionate global audience, spurred on by its visionary leader David Feldman. BKFC has significant synergies with Triller Group’s two other core businesses, and the Company is working to support and explore additional revenue streams for BKFC. The Company believes 2025 will be another breakthrough year for BKFC, and it is not exploring any scenarios that would affect its majority control over BKFC. 

    For the remainder of 2025, the Triller Group management team will focus on (a) delivering marketing-led growth of Triller’s premier suite of product and services, (b) pursuing strategic acquisitions and partnerships to amplify the Group’s core offerings, (c) fostering synergies among the Group’s core business units, (d) strengthening the Group’s financial position and capital efficiency, and (e) minimizing and eliminating any legacy liabilities.

    “Our new strategic roadmap centers on three key objectives: growth, product expansion and financial strength.” stated Wing-Fai Ng, CEO of Triller Group.  “Sean and his team are at the forefront of making our Triller app the most compelling alternative to TikTok. Integrating cryptocurrency into our Triller community will be one of our top priorities in 2025, creating revenue streams for creators and strengthening user engagement. We are also actively pursuing multiple acquisitions and partnerships to accelerate our technological and market leadership, while Sean and I are actively recruiting top talent and reevaluating all aspects of our brand”.

    The Board is currently working with leading executive search professionals to identify and appoint additional Board members, who align with the Company’s vision and add significant value to the business.

    While current and future shareholders should anticipate a period of unprecedented rapid development, the Company’s exciting strategic blueprint marks not the beginning, but an acceleration of the vision outlined since the merger in October 2024.

    Triller Group is committed to its core principles of collaboration, innovation, and transparency, with further updates to be shared in the coming months.

    For additional information, please visit the Investor Relations website at https://trillercorp.com/ir/.

    # # #

    About Triller Group Inc.        

    Nasdaq: ILLR. Triller Group is a U.S.-based company that operates three main businesses: the U.S.-based Triller social media app (“Triller App”), fintech and financial services under the AGBA brand in Hong Kong (“AGBA”), and Bare Knuckle Fighting Championship (“BKFC”), one of the fastest growing combat sports franchises in the world.

    Triller App is a next-generation, AI-powered, social media and live-streaming event platform for creators. Pairing music culture with sports, fashion, entertainment, and influencers through a 360-degree view of content and technology, Triller App uses proprietary AI technology to push and track content virally to affiliated and non-affiliated sites and networks, enabling them to reach millions of additional users. For more information, please visit www.trillercorp.com

    Established in 1993, AGBA is a leading, multi-channel business platform in Hong Kong that incorporates cutting edge machine-learning and offers a broad set of financial services and healthcare products to consumers through a tech-led ecosystem, enabling clients to unlock the choices that best suit their needs. Trusted by over 400,000 individual and corporate customers, the Group is organized into four market-leading businesses: Platform Business, Distribution Business, Healthcare Business, and Fintech Business. For more information, please visit www.agba.com.

    Bare-Knuckle Fighting Championship (BKFC) is a Philadelphia-based combat sports franchise dedicated to preserving the historical legacy of bare-knuckle fighting, while utilizing a specifically created rule set that emphasizes fighter safety. BKFC has held over 100 events across the world with record-breaking attendance. For more information, please visit www.bkfc.com.

    Safe Harbor Statement

    This press release contains forward-looking statements as defined by the Private Securities Litigation Reform Act of 1995. Forward-looking statements include statements concerning plans, objectives, goals, strategies, future events or performance, and underlying assumptions and other statements that are other than statements of historical facts. When the Company uses words such as “may,” “will,” “intend,” “should,” “believe,” “expect,” “anticipate,” “project,” “estimate” or similar expressions that do not relate solely to historical matters, it is making forward-looking statements. Forward-looking statements are not guarantees of future performance and involve risks and uncertainties that may cause the actual results to differ materially from the Company’s expectations discussed in the forward-looking statements. These statements are subject to uncertainties and risks including, but not limited to, the following: the Company’s goals and strategies; the Company’s future business development, including the development and launch of our cryptocurrency; product and service demand and acceptance; changes in technology; economic conditions; the outcome of any legal proceedings that may be instituted against us; expectations regarding our strategies and future financial performance, including its future business plans or objectives, prospective performance and opportunities and competitors, revenues, products, pricing, operating expenses, market trends, liquidity, cash flows and uses of cash, capital expenditures, and our ability to invest in growth initiatives and pursue acquisition opportunities; reputation and brand; the impact of competition and pricing; government regulations; fluctuations in general economic and business conditions in the U.S., Hong Kong and the international markets the Company plans to serve and assumptions underlying or related to any of the foregoing and other risks contained in reports filed by the Company with the SEC. For these reasons, among others, investors are cautioned not to place undue reliance upon any forward-looking statements in this press release. Additional factors are discussed in the Company’s filings with the SEC, which are available for review at www.sec.gov. The Company undertakes no obligation to publicly revise these forward–looking statements to reflect events or circumstances that arise after the date hereof.

    Investor & Media Relations:

    Bethany Lai
    ir@triller.co
    investorrelations@triller.co

    # # #

    The MIL Network –

  • MIL-OSI: Pacvue Expands to Discovery Commerce with TikTok Shop & Advertising Integration

    Source: GlobeNewswire (MIL-OSI)

    LOS ANGELES, June 02, 2025 (GLOBE NEWSWIRE) — Pacvue, the leading commerce acceleration platform that integrates retail media, commerce management and measurement, today announced the integration of TikTok Shop and Shop Ads into its commerce SaaS solution. Enterprise brands and agencies can now manage their TikTok Shop account operations and advertising through Pacvue’s comprehensive platform, offering a unified view of performance across commerce channels. This integration effort goes beyond just enterprise capabilities, also empowering SMB sellers to expand their ecommerce strategy to TikTok Shop through Helium 10, a Pacvue company. The new integration enables brands and sellers of all sizes to manage their shoppable social campaign strategies, tap into new audiences and optimize performance with Pacvue’s advanced features and tools.

    “Pacvue is a leading platform that seamlessly integrates layers of TikTok Shop and TikTok Shop Ads alongside advanced retail media and commerce activations for 100+ global marketplaces,” said Sunava Dutta, Chief Product Officer at Pacvue. “Brands and agencies are now empowered to unlock the massive potential of discovery commerce, receive 360° insights across their digital presence and gain a significant advantage in the rapidly evolving commerce landscape.”

    This integration of TikTok Shop and TikTok Shop Ads, combined with Pacvue’s existing retail media and commerce activation capabilities, provides a central hub for launching, optimizing and tracking advertising efforts.

    For emerging brands and SMBs, Helium 10, a Pacvue company, delivers the most accessible and powerful way to expand existing ecommerce operations to TikTok Shop. For the first time, sellers will have access to listing tools, financial reporting solutions and inventory management with creator discovery within one subscription through Helium 10.

    “At Helium 10, we’re empowering entrepreneurs worldwide to start, grow and scale their ecommerce businesses, and we’re thrilled to announce that sellers can now expand their ecommerce operations to TikTok Shop directly through Helium 10,” said Zoe Lu, EVP at Helium 10. “Pacvue and Helium 10 can deliver increased sales and revenue, a competitive advantage and data-driven insights to track how campaigns are performing. And we’re excited to bring the power of TikTok Shop to more users.”

    Key features of the integration include:

    • TikTok Shop Setup & Management: Pacvue and Helium 10 offer a seamless TikTok Shop setup directly within the platform, featuring centralized inventory management and leveraging existing marketplace inventory data.
    • TikTok Shop Ads Creation & Management: End-to-end campaign creation, management and optimization for TikTok Shop Ads with access to Pacvue’s advanced tools and capabilities enabling cross-channel consistency.
    • Unified Platform Integration: Holistic management of TikTok Shops and Ads within the same platform used to manage advertising and operations for other marketplaces, including Amazon, Walmart, Target and 100+ other global retailers.

    Together, Pacvue and Helium 10 offer solutions for brands looking to join TikTok Shop for businesses of every size, all powered by one fully integrated commerce operating system trusted by over 70,000+ brands and agencies and a community of 2M+ Chrome extension users.

    To learn more about Pacvue’s TikTok integration and to book a demo, visit: https://pacvue.com/book-a-demo/.

    About Pacvue:
    Pacvue is the leading commerce acceleration platform that integrates retail media, commerce management and measurement. The company’s first-to-market platform drives incrementality, profitability and market share for brands, while turning insights into actionable recommendations. Backed by a global team of experts, Pacvue works with over 70,000 brands and agencies across 95+ retailers worldwide including Amazon, Walmart, Target and Instacart. With the incorporation of Pacvue’s enterprise solution with Helium 10 for SMBs, Pacvue is now the most comprehensive commerce and retail media platform available in the market. Founded in 2018, their global presence includes locations in Seattle, New York, Los Angeles, Washington DC, London, Shanghai and Tokyo. For more information, visit www.pacvue.com.

    The MIL Network –

  • MIL-OSI: CERo Therapeutics Holdings, Inc. Announces Continued Enhancement of Intellectual Property Portfolio with Two Granted U.S. Patents and European Patent Application Allowance Regarding Company’s Lead Compound CER-1236

    Source: GlobeNewswire (MIL-OSI)

    Results in 18 Issued Patents and Allowed Patent Applications Internationally with Nine Total Patent Families

    SOUTH SAN FRANSCISCO, Calif., June 02, 2025 (GLOBE NEWSWIRE) — CERo Therapeutics Holdings, Inc., (Nasdaq: CERO) (“CERo” or the “Company”) an innovative immunotherapy company seeking to advance the next generation of  engineered T cell therapeutics that deploy phagocytic (i.e., target-cell eating) mechanisms alongside the array of built-in target cell destroying  mechanisms used by T cells, announces two previously announced U.S. patent applications have been granted by the U.S. Patent and Trademark Office (USPTO), and one European patent application has been allowed by  the European Patent Office, all of which significantly expand the Company’s intellectual property portfolio.

    The USPTO granted U.S. Patent No. 12,291,557, titled, “CHIMERIC TIM4 RECEPTORS AND USES THEREOF” on May 6, 2025.  The granted claims cover certain design aspects of CER-1236, the Company’s lead compound.  This patent provides composition of matter protection for a chimeric TIM4 receptor comprising a TIM4 binding domain and canonical T cell signaling domains.

    Additionally, the European Patent Office has allowed European Patent Application No. 1882166.7 titled, “CHIMERIC ENGULFMENT RECEPTOR MOLECULES AND METHODS OF USE”  on May 16, 2025.  The allowed claims encompass a chimeric engulfment receptor comprising a TIM4 binding domain and TLR2 signaling domain. The allowance of this European patent application expands protection of additional design aspects of CER-1236, which have already been granted in the U.S., Japan, and China.   

    Finally, the USPTO granted U.S. Patent No. 12,303,551, titled, “CELLULAR IMMUNOTHERAPY COMPOSITIONS AND USES THEREOF,” on May 20, 2025. This patent provides coverage for combination cellular immunotherapy compositions  and methods of use for CER-1236. The patent covers combination of a chimeric engulfment receptor CD4+ T cell (CD4+ CER-T cell) with a chimeric antigen receptor CD8+  T cell (CD8+ CAR-T cell) or T cell receptor CD8+ T cell (CD8+ TCR-T cell), and their use to treat cancer. This type of combination therapy could be an exciting avenue to complement the CER-T cell technology with other powerful anti-cancer therapies. CERo’s intellectual property portfolio now includes 9 total patent families with protection out to 2042 in the United States.

    With these additional granted patents and allowed application, CER-1236 and its platform technology is supported by 18 total issued patents and allowed patent application internationally.

    Chris Ehrlich, CERo Therapeutics CEO, commented, “We continue to aggressively expand our intellectual property portfolio, as it ensures CERo’s success in the market. These patents protect the core innovations of the CER-T technology that differentiate it from other cell therapies and demonstrate the true novelty of our design .  We continue to seek a robust range of patents across multiple geographies that cover this technology in general, and CER-1236 in particular. The appreciation of the novelty of the CER-T technology by the patent offices validates the innovation and therapeutic potential of this approach, and we believe that we will continue to grow the portfolio. In the near term, we anticipate updates on our clinical trial progress in AML, and the announcement of initiating human trials to treat ovarian and non-small cell lung cancers.”

    About CERo Therapeutics Holdings, Inc.

    CERo is an innovative immunotherapy company advancing the development of next generation engineered T cell therapeutics for the treatment of cancer. Its proprietary approach to T cell engineering, which enables it to integrate certain desirable characteristics of both innate and adaptive immunity into a single therapeutic construct, is designed to engage the body’s full immune repertoire to achieve optimized cancer therapy. This novel cellular immunotherapy platform is expected to redirect patient-derived T cells to eliminate tumors by building in engulfment pathways that employ phagocytic mechanisms to destroy cancer cells, creating what CERo refers to as Chimeric Engulfment Receptor T cells (“CER-T”). CERo believes the differentiated activity of CER-T cells will afford them greater therapeutic application than currently approved chimeric antigen receptor (“CAR-T”) cell therapy, as the use of CER-T may potentially span both hematological malignancies and solid tumors. CERo has commenced clinical trials for its lead product candidate CER-1236 for hematological malignancies.

    Forward-Looking Statements

    This communication contains statements that are forward-looking and as such are not historical facts. This includes, without limitation, statements regarding the financial position, business strategy and the plans and objectives of management for future operations of CERo. These statements constitute projections, forecasts and forward-looking statements, and are not guarantees of performance. Such statements can be identified by the fact that they do not relate strictly to historical or current facts. When used in this communication, words such as “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “intend,” “may,” “might,” “plan,” “possible,” “potential,” “predict,” “project,” “should,” “strive,” “would” and similar expressions may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. When CERo discusses its strategies or plans, it is making projections, forecasts or forward-looking statements. Such statements are based on the beliefs of, as well as assumptions made by and information currently available to, CERo’s management.

    Actual results could differ from those implied by the forward-looking statements in this communication. Certain risks that could cause actual results to differ are set forth in CERo’s filings with the Securities and Exchange Commission, including its most recent Annual Report on Form 10-K and subsequent Quarterly Reports on Form 10-Q, and the documents incorporated by reference therein. The risks described in CERo’s filings with the Securities and Exchange Commission are not exhaustive. New risk factors emerge from time to time, and it is not possible to predict all such risk factors, nor can CERo assess the impact of all such risk factors on its business, or the extent to which any factor or combination of factors may cause actual results to differ materially from those contained in any forward-looking statements. Forward-looking statements are not guarantees of performance. You should not put undue reliance on these statements, which speak only as of the date hereof. All forward-looking statements made by CERo or persons acting on its behalf are expressly qualified in their entirety by the foregoing cautionary statements. CERo undertakes no obligation to update or revise publicly any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by law.

    Contact:
    Chris Ehrlich
    Chief Executive Officer
    chris@cero.bio

    Investors:
    CORE IR
    investors@cero.bio

    The MIL Network –

  • MIL-OSI Global: Why Canada should apply labour protections to the rental housing sector

    Source: The Conversation – Canada – By Elliot Goodell Ugalde, Phd Student, Queen’s University, Ontario

    Gregor Robertson, Canada’s new housing minister, was likely tapped for the job on the basis of his decade as Vancouver’s mayor, where he introduced zoning changes, incentives for rental construction and the country’s first empty-homes tax.

    Those moves nudged supply but fell short: housing designed specifically for renting trickled in slowly and the city’s homeless count hit a 13-year high of 2,181 in 2018.

    Robertson once blamed the housing shortfall on tight-fisted provincial and federal budgets. Now that he controls part of that money, he can test his claim. He can plug a hole his municipal toolkit never could by being, as he vowed in 2018, “more abrasive and more vocal”, and by coupling fresh federal dollars with legal protections that empower tenants to bargain collectively.

    The urgency is clear: one-third of Canadians rent, yet tenant unions, though legal to form, have no right to negotiate.

    This absence of statutory protection for tenants is often treated as a policy oversight. By withholding legal recognition, lawmakers preserve a model that allows landlords to negotiate from a position of structural dominance as tenants confront systemic harms — rent hikes, unsafe conditions and evictions — all on their own.

    Canada’s rental ‘crisis’

    Soaring rents and evictions have been described as a temporary “housing crisis.”

    But researchers at the Canadian Centre for Policy Alternatives counter that the market is not broken; it works exactly as designed. Calling it a crisis justifies “extraordinary” fixes — most often lower interest rates that lure first time home-buyers to take on debt larger than they should, according to Canadian policy scholar Ricardo Tranjan in his book The Tenant Class.

    The results are structural, not temporary: median national rent for a one-bedroom dwelling now tops $2,000, vacancy rates sit below two per cent and 33.1 per cent of renters spend more than 30 per cent of income on shelter. That’s the rent-burden line — the threshold used to determine if a household is struggling to afford housing — of the Canadian Mortgage and Housing Corporation’s (CMHC).

    Since the 1990s, the CMHC has replaced public construction with mortgage-insurance programs that flood markets with credit, kicking the can down the road. Meanwhile, Prime Minister Mark Carney’s choice of Robertson as housing minister has advanced a familiar credit-led package: GST rebates for first-time buyers.

    When asked whether housing prices should fall, Robertson said “no,” arguing that wages will eventually catch up — an adjustment economists project would take roughly 20 years even if prices stopped rising today.

    Expanding credit under these conditions is more likely to swell asset values than improve affordability, trading a housing emergency for an indebtedness emergency.

    Collective action without collective rights

    Ontario’s Residential Tenancies Act (RTA) typifies Canada’s token approach to renter power. It affirms tenants’ right to form associations but, in the very next clause, excuses landlords from any obligation to meet or negotiate with them. The result is performative legality: tenants can speak but landlords are free to ignore them.

    The chilling effect resembles pre-industrial labour markets, where organizing invited dismissal. Recent history confirms the weakness.

    In 2023, the tenants of 33 King Street in northwest Toronto mounted a five-month rent strike and won partial rollbacks, but the tribunal still refused to recognize their union; every renter had to sign a separate settlement. By settling disputes that way, the system drains collective power and drags cases through attritional timelines that encourage capitulation.

    Canada confronted a parallel power imbalance during industrialization. Early 20th-century governments criminalized picketing and blacklisted organizers. The upheavals of the Great Depression forced Ottawa to adopt the Wartime Labour Relations Regulations (1944) and the Industrial Relations and Disputes Investigation Act (1948).

    Those statutes codified three enduring principles:

    1. Workers may unionize free from employer interference;
    2. Employers must bargain in good faith with a certified union;
    3. Violations trigger meaningful remedies, including reinstatement and damages.

    Legislators acted not from moral awakening, but to temper exploitation and preserve social stability.

    Housing now mirrors that earlier asymmetry: corporate landlords command capital, legal expertise and mobility, while tenants have none of that power. Extending labour-style protections to tenant unions would simply apply a proven regulatory formula to rental housing.

    Counter-arguments

    Landlord associations often voice four main objections to statutory tenant-union rights: the anticipated administrative burden, the spectre of disinvestment, purported constitutional limits and a moral claim that responsible owners don’t need to be legally compelled to act in good faith.

    Labour history suggests these concerns are overstated.

    As Tranjan recalls, reputable employers already paid decent wages and offered sick leave before such standards were legislated. Regulation merely imposed a baseline on those profiting from exploitation.

    In housing, conscientious landlords who maintain units, honour rent control and eschew predatory fees wouldn’t require mandatory bargaining or anti-retaliation clauses. But those enriching themselves through vacancy decontrol, renovictions or steep rent hikes would. Their resistance to tenant protections underscores their necessity.

    Empirical evidence further weakens objections.

    First, administrative overload is improbable: collective bargaining consolidates individual grievances into a single agreement, dramatically reducing repeat hearings, and the system would work the same in landlord-tenant tribunals.

    Second, claims that stronger tenant rights deter investment clash with comparative experience. In Vienna, where nearly half of all dwellings fall under tenant councils wielding union-like powers and stringent rent regulation, construction activity remains robust and affordability stable;

    Third, constitutional concerns are overstated. Although landlord–tenant law is chiefly provincial, the federal government already shapes rental markets through CMHC insurance, targeted tax expenditures and the National Housing Strategy Act, which recognizes adequate housing as a human right.

    Ottawa could condition financing on tenant-union recognition or incentivize provinces to harmonize standards, echoing its mid-20th century push for uniform labour legislation.

    Historical precedent and evidence across the country make clear that formalizing tenant-union protections is constitutional, would streamline dispute resolution and sustain construction — substantially benefiting the one-third of Canadians who rent without destabilizing the housing market.



    Read more:
    How corporate landlords are eroding affordable housing — and prioritizing profits over human rights

    Collective rights for collective problems

    To make housing genuinely affordable, Robertson must see Canada’s rental sector not as a malfunctioning “crisis” but as a lucrative system of organized inequality.

    Legislators once recognized that individual workers could not bargain fairly with industrial adversaries and created the collective-bargaining framework that undergirds labour relations today. Housing demands the same logic.

    Tenant unions already operate in neighbourhoods such as Toronto’s Thorncliffe Park, Vancouver’s Mount Pleasant and Montréal’s Rosemont. But without legal status, landlords can simply ignore them.

    Federal legislation could correct this imbalance. Automatic certification would follow when a simple majority of tenants in a building sign membership cards, triggering a duty for landlords to bargain in good faith over rent increases, maintenance schedules, security of tenure and essential services.



    Read more:
    Financial firms are driving up rent in Toronto — and targeting the most vulnerable tenants

    Anti-retaliation clauses would bar eviction or harassment of organizing tenants, with remedies mirroring labour law: reinstatement, damages and arbitration to deter stalling.

    Negotiated standards could be applied across neighbourhoods while still allowing investors reasonable but socially responsible returns.

    Granting labour-style protections to tenant unions is hardly radical; it simply extends a principle Canada embraced nearly a century ago: collective problems require collective rights.

    Renters cannot wait for market forces to self-correct. Recognizing and regulating tenant unions is the most direct route to balancing power, safeguarding homes and treating housing as a human right rather than an asset class.

    Elliot Goodell Ugalde is affiliated with The Kingston and District Labour Council.

    Natalie Braun 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. Why Canada should apply labour protections to the rental housing sector – https://theconversation.com/why-canada-should-apply-labour-protections-to-the-rental-housing-sector-257208

    MIL OSI – Global Reports –

  • MIL-OSI Global: Our trans health study was terminated by the government – the effects of abrupt NIH grant cuts ripple across science and society

    Source: The Conversation – USA – By Jae A. Puckett, Associate Professor of Psychology, Michigan State University

    Funding cuts to trans health research are part of the Trump administration’s broader efforts to medically and legally restrict trans rights. AP Photo/Lindsey Wasson

    Given the Trump administration’s systematic attempts to medically and legally disenfranchise trans people, and its abrupt termination of grants focused on LGBTQ+ health, we can’t say that the notice of termination we received regarding our federally funded research on transgender and nonbinary people’s health was unexpected.

    As researchers who study the experiences of trans and nonbinary people, we have collectively dedicated nearly 50 years of our scientific careers to developing ways to address the health disparities negatively affecting these communities. The National Institutes of Health had placed a call for projects on this topic, and we had successfully applied for their support for our four-year study on resilience in trans communities.

    However, our project on trans health became one of the hundreds of grants that have been terminated on ideological grounds. The termination notice stated that the grant no longer fit agency priorities and claimed that this work was not based on scientific research.

    Termination notice sent to the authors from the National Institutes of Health.
    Jae A. Puckett and Paz Galupo, CC BY-ND

    These grant terminations undermine decades of science on gender diversity by dismissing research findings and purging data. During Trump’s current term, the NIH’s Sexual and Gender Minority Research Office was dismantled, references to LGBTQ+ people were removed from health-related websites, and datasets were removed from public access.

    The effects of ending research on trans health ripple throughout the scientific community, the communities served by this work and the U.S. economy.

    Studying resilience

    Research focused on the mental health of trans and nonbinary people has grown substantially in recent years. Over time, this work has expanded beyond understanding the hardships these communities face to also study their resilience and positive life experiences.

    Resilience is often understood as an ability to bounce back from challenges. For trans and nonbinary people experiencing gender-based stigma and discrimination, resilience can take several forms. This might look like simply continuing to survive in a transphobic climate, or it might take the form of being a role model for other trans and nonbinary people.

    As a result of gender-based stigma and discrimination, trans and nonbinary people experience a range of health disparities, from elevated rates of psychological distress to heightened risk for chronic health conditions and poor physical health. In the face of these challenges and growing anti-trans legislation in the U.S., we believe that studying resilience in these communities can provide insights into how to offset the harms of these stresses.

    Studies show anti-trans legislation is harming the mental health of LGBTQ+ youth.

    With the support of the NIH, we began our work in earnest in 2022. The project was built on many years of research from our teams preceding the grant. From the beginning, we collaborated with trans and nonbinary community members to ensure our research would be attuned to the needs of the community.

    At the time our grant was terminated, we were nearing completion of Year 3 of our four-year project. We had collected data from over 600 trans and nonbinary participants across the U.S. and started to follow their progress over time. We had developed a new way to measure resilience among trans and nonbinary people and were about to publish a second measure specifically tailored to people of color.

    The termination of our grant and others like it harms our immediate research team, the communities we worked with and the field more broadly.

    Loss of scientific workforce

    For many researchers in trans health, the losses from these cuts go beyond employment.

    Our project had served as a training opportunity for the students and early career professionals involved in the study, providing them with the research experience and mentorship necessary to advance their careers. But with the termination of our funding, two full-time researchers and at least three students will lose their positions. The three lead scientists have lost parts of their salaries and dedicated research time.

    These NIH cuts will likely result in the loss of much of the next generation of trans researchers and the contributions they would have made to science and society. Our team and other labs in similar situations will be less likely to work with graduate students due to a lack of available funding to pay and support them. This changes the landscape for future scientists, as it means there will be fewer opportunities for individuals interested in these areas of research to enter graduate training programs.

    The Trump administration has directly penalized universities across the country for ‘ideological overreach.’
    Zhu Ziyu/VCG via Getty Images

    As universities struggle to address federal funding cuts, junior academics will be less likely to gain tenure, and faculty in grant-funded positions may lose their jobs. Universities may also become hesitant to hire people who work in these areas because their research has essentially been banned from federal funding options.

    Loss of community trust

    Trans and nonbinary people have often been studied under opportunistic and demeaning circumstances. This includes when researchers collect data for their own gains but return little to the communities they work with, or when they do research that perpetuates theories that pathologize those communities. As a result, many are often reluctant to participate in research.

    To overcome this reluctance, we grounded our study on community input. We involved an advisory board composed of local trans and nonbinary community members who helped to inform how we conducted our study and measured our findings.

    Our work on resilience has been inspired by feedback we received from previous research participants who said that “[trans people] matter even when not in pain.”

    Abruptly terminating projects like these can break down trust between researchers and the populations they study.

    Loss of scientific knowledge

    Research that focuses on the strengths of trans and nonbinary communities is in its infancy. The termination of our grant has led to the loss of the insights our study would have provided on ways to improve health among trans and nonbinary people and future work that would have built off our findings. Resilience is a process that takes time to unfold, and we had not finished the longitudinal data collection in our study – nor will we have the protected time to publish and share other findings from this work.

    Meanwhile, the Department of Health and Human Services released a May 2025 report stating that there is not enough evidence to support gender-affirming care for young people, contradicting decades of scientific research. Scientists, researchers and medical professional organizations have widely criticized the report as misrepresenting study findings, dismissing research showing benefits to gender-affirming care, and promoting misinformation rejected by major medical associations. Instead, the report recommends “exploratory therapy,” which experts have likened to discredited conversion therapy.

    Transgender and nonbinary people continue to exist, regardless of legislation.
    Kayla Bartkowski/Getty Images

    Despite claims that there is insufficient research on gender-affirming care and more data is needed on the health of trans and nonbinary people, the government has chosen to divest from actual scientific research about trans and nonbinary people’s lives.

    Loss of taxpayer dollars

    The termination of our grant means we are no longer able to achieve the aims of the project, which depended on the collection and analysis of data over time. This wastes the three years of NIH funding already spent on the project.

    Scientists and experts who participated in the review of our NIH grant proposal rated our project more highly than 96% of the projects we competed against. Even so, the government made the unscientific choice to override these decisions and terminate our work.

    Millions of taxpayer dollars have already been invested in these grants to improve the health of not only trans and nonbinary people, but also American society as a whole. With the termination of these grants, few will get to see the benefits of this investment.

    Jae A. Puckett has received funding from the National Institutes of Health.

    Paz Galupo has received funding from the National Institutes of Health.

    – ref. Our trans health study was terminated by the government – the effects of abrupt NIH grant cuts ripple across science and society – https://theconversation.com/our-trans-health-study-was-terminated-by-the-government-the-effects-of-abrupt-nih-grant-cuts-ripple-across-science-and-society-254021

    MIL OSI – Global Reports –

  • MIL-OSI Global: 5 tips for hurricane disaster planning with aging parents starting now, before the storms

    Source: The Conversation – USA – By Lee Ann Rawlins Williams, Clinical Assistant Professor of Education, Health and Behavior Studies, University of North Dakota

    When I lived in Florida, I had a neighbor named Ms. Carmen. She was in her late 70s, fiercely independent and lived alone with her two dogs and one cat, which were her closest companions.

    Each hurricane season, she would anxiously ask if I would check on her when the winds began to pick up. She once told me: I’m more afraid of being forgotten than of the storm itself. Her fear wasn’t just about the weather; it was about facing it alone.

    When hurricanes hit, we often measure the damage in downed power lines, flooded roads and wind-torn homes. But some of the most serious consequences are harder to see, especially for older adults who may struggle with mobility, chronic health problems and cognitive decline.

    Emergency preparedness plans too often overlook the specific needs of elders in America’s aging population, many of whom live alone. For people like Ms. Carmen, resilience needs to start long before the storm.

    The number of older adults in the U.S. and the percentage of the population age 65 and older have been rising.
    US Census Bureau

    I study disaster preparations and response. To prepare for hurricane season, and any other disaster, I encourage families to work with their older adults now to create an emergency plan. Preparing can help ensure that older adults will be safe, able to contact relatives or others for help, and will have the medications, documents and supplies they need, as well as the peace of mind of knowing what steps to take.

    Recent hurricanes show the gaps

    In 2024, Hurricanes Helene and Milton put a spotlight on the risks to older adults.

    The storms forced thousands of people to evacuate, often to shelters with little more than food supplies and mattresses on the floor and ill-equipped for medical needs.

    Flooding isolated many rural homes, stranding older adults. Power was out for weeks in some areas. Emergency systems were overwhelmed.

    A tornado tore into a senior community in Port St. Lucie, Florida, during Milton, killing six people. Some long-term care facilities lost power and water during Helene.

    At the same time, some older adults chose to stay in homes in harm’s way for fear that they would be separated from their pets or that their homes would be vandalized.

    At least 700 people stayed in chairs or on air mattresses at River Ridge Middle/High School in New Port Richey, Fla., during Hurricane Milton.
    AP Photo/Mike Carlson

    These events are not just tragic, they are predictable. Many older adults cannot evacuate without assistance, and many evacuation centers aren’t prepared to handle their needs.

    How to prepare: 5 key steps

    Helping older adults prepare for emergencies should involve the entire family so everyone knows what to expect. The best plans are personal, practical and proactive, but they will contain some common elements.

    Here are five important steps:

    1. Prepare an emergency folder with important documents.

    Disasters can leave older adults without essential information and supplies that they need, such as prescription lists, financial records, medical devices and – importantly – contact information to reach family, friends and neighbors who could help them.

    Many older adults rely on preprogrammed phone numbers. If their phone is lost or the battery dies, they may not know how to reach friends or loved ones, so it’s useful to have a hard copy of phone numbers.

    Consider encouraging the use of medical ID bracelets or cards for those with memory loss.

    Critical documents like wills, home deeds, powers of attorney and insurance records are frequently kept in physical form and may be forgotten or lost in a sudden evacuation. Use waterproof storage that’s easy to carry, and share copies with trusted caregivers and family members in case those documents are lost.

    2. Have backup medications and equipment.

    Think about that person’s assistive devices and health needs. Having extra batteries on hand is important, as is remembering to bring chargers and personal mobility aids, such as walkers, canes, mobility scooters or wheelchairs. Do not forget that service animals support mobility, so having supplies of their food will be important during a hurricane or evacuation.

    Ask doctors to provide an emergency set of medications in case supplies run low in a disaster.

    If the person is staying in their home, prepare for at least 72 hours of self-sufficiency in case the power goes out. That means having enough bottled water, extra pet food and human food that doesn’t need refrigeration or cooking.

    3. Map evacuation routes and shelter options.

    Identify nearby shelters that will likely be able to support older adults’ mobility and cognitive challenges. If the person has pets, make a plan for them, too – many areas will have at least one pet-friendly shelter, but not all shelters will take pets.

    An older woman crosses a street flooded by torrential rain from Tropical Storm Hilary on Aug. 20, 2023, in Thousand Palms, Calif.
    AP Photo/Mark J. Terrill

    Figure out how the person will get to a shelter, and have a backup plan in case their usual transportation isn’t an option. And decide where they will go and how they will get there if they can’t return home after a storm.

    If your loved one lives in a care facility, ask to see that facility’s hurricane plan.

    4. Create a multiperson check-in system.

    Don’t rely on just one caregiver or family member to check on older adults. Involve neighbors, faith communities or local services such as home-delivered meals, transportation assistance, support groups and senior centers. Redundancy is crucial when systems break down.

    5. Practice the plan.

    Go through evacuation steps in advance so everyone knows what to do. Executing the plan should be second nature, not a scramble during a disaster or crisis.

    Planning with, not just for, older adults

    Emergency planning isn’t something done for older adults – it’s something done with them.

    Elders bring not only vulnerability but also wisdom. Their preferences and autonomy will have to guide decisions for the plan to be successful in a crisis.

    That means listening to their needs, honoring their independence and making sure caregivers have realistic plans in place. It’s an important shift from just reacting to a storm to preparing with purpose.

    Lee Ann Rawlins Williams does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    – ref. 5 tips for hurricane disaster planning with aging parents starting now, before the storms – https://theconversation.com/5-tips-for-hurricane-disaster-planning-with-aging-parents-starting-now-before-the-storms-254917

    MIL OSI – Global Reports –

  • MIL-OSI: CLIK Announces Receipt of Nasdaq Notification Regarding Minimum Bid Price Deficiency

    Source: GlobeNewswire (MIL-OSI)

    Hong Kong, June 02, 2025 (GLOBE NEWSWIRE) — Click Holdings Limited (NASDAQ: CLIK) (“Click”, or the “Company”) announced that, on May 30, 2025, the Company received a letter from the Listing Qualifications staff of The Nasdaq Stock Market (“Nasdaq”) notifying the Company that based on the closing bid price of the Company for the period from April 16, 2025 to May 29, 2025, the Company no longer meets the continued listing requirement of Nasdaq under Nasdaq Listing Rules 5550(a)(2), to maintain a minimum bid price of $1 per share.

    The notification has no immediate effect on the listing of the Company’s ordinary shares. Nasdaq has provided the Company with a 180 calendar days compliance period, or until November 26, 2025, in which to regain compliance with Nasdaq continued listing requirement. If, at any time during this compliance period, the closing bid price of the Company’s stock is at least $1.00 per share for a minimum of ten consecutive business days, Nasdaq will confirm compliance, and the matter will be resolved.

    If the Company is unable to regain compliance by November 26, 2025, it may be eligible for additional time. To qualify, the Company will be required to meet continued listing requirement for market value of publicly held shares and all other initial listing standards for the Nasdaq Capital Market, with the exception of the bid price requirement and will need to provide written notice of its intention to cure the deficiency during the second compliance period, which may include implementing a reverse stock split, if necessary. However, if it appears that the Company will not be able to cure the deficiency, or if the Company is otherwise not eligible, Nasdaq will provide notice that the Company’s securities will be subject to delisting.

    The Company is currently evaluating options to regain compliance and intends to timely regain compliance with Nasdaq’s continued listing requirement. The Company will use all reasonable efforts to achieve compliance with Rule 5550(a)(2).

    About Click Holdings Limited

    We are a fast-growing human resources solutions provider based in Hong Kong, aiming to match our client’s human resources shortfall through our proprietary AI-empowered talent pool by one “click”. Our key businesses primarily include nursing solution (mainly seniors) services, logistics solution services and professional solution services.

    For more information, please visit https://clicksc.com.hk. 

    Safe Harbor Statement

    This press release contains forward-looking statements. These forward-looking statements involve known and unknown risks and uncertainties and are based on the Company’s current expectations and projections about future events that the Company believes may affect its financial condition, results of operations, business strategy and financial needs. Investors can identify these forward-looking statements by words or phrases such as “may,” “will,” “expect,” “anticipate,” “aim,” “estimate,” “intend,” “plan,” “believe,” “is/are likely to,” “potential,” “continue” or other similar expressions. The Company undertakes no obligation to update or revise publicly any forward-looking statements to reflect subsequent occurring events or circumstances, or changes in its expectations, except as may be required by law. Although the Company believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure you that such expectations will turn out to be correct, and the Company cautions investors that actual results may differ materially from the anticipated results and encourages investors to review other factors that may affect its future results in the Company’s registration statement and other filings with the SEC, which are available for review at www.sec.gov.

    For enquiry, please contact:

    Click Holdings Limited
    Unit 709, 7/F., Ocean Centre
    5 Canton Road
    Tsim Sha Tsui, Kowloon
    Hong Kong
    Email: jack.wong@jfy.hk 
    Phone: +852 2691 8200 

    The MIL Network –

  • MIL-OSI: Ambiq Names Jeff Winzeler as Chief Financial Officer

    Source: GlobeNewswire (MIL-OSI)

    AUSTIN, Texas, June 02, 2025 (GLOBE NEWSWIRE) — Ambiq®, a technology leader in ultra-low-power semiconductor solutions for edge AI, is pleased to announce Jeff Winzeler as Ambiq’s new Chief Financial Officer (CFO).

    Jeff Winzeler brings extensive CFO and COO experience in the semiconductor and renewable energy industries. He has successfully led global finance teams at both private and public startups, including Kandou AI, Everspin Technologies, Avnera, Rackwise, Solar Power Incorporated, and International DisplayWorks.

    Throughout his career living and working in the U.S., Asia, Europe, and the Middle East, Winzeler has raised over $1 billion in equity and debt financing to fuel business growth while managing Finance, Information Technology, Human Relations, Operations, Procurement, and Investor Relations.

    “We are excited to welcome Jeff to Ambiq’s executive team,” says Fumihide Esaka, CEO of Ambiq. “We are confident that his proven track record in successfully leading finance organizations and operations will help Ambiq’s momentum as we enter into the next stage of our company’s growth.”

    “I’m thrilled to join Ambiq at such a pivotal time in the edge AI and ultra-low-power computing space,”  says Jeff Winzeler, CFO of Ambiq. “The company’s innovative technology and strong market position create an exceptional foundation for sustainable growth. I look forward to working with the talented team to maximize financial performance and deliver value to our stakeholders as we scale the business globally.” 

    Ambiq

    Our mission is to enable intelligence (artificial intelligence (AI) and beyond) everywhere by delivering the lowest power semiconductor solutions. We enable our customers to deliver artificial intelligence compute at the edge where power consumption challenges are the most profound. Our technology innovations, built on the patented and proprietary subthreshold power optimized technology (SPOT), fundamentally deliver a multi-fold improvement in power consumption over traditional semiconductor designs. We’ve powered over 270 million devices today. For more information, visit www.ambiq.com.

    Contact

    Charlene Wan 
    VP of Corporate Marketing and Investor Relations 
    cwan@ambiq.com 
    +1.512.879.2850

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/ec4d5b10-4442-4b7b-a3a6-cf82b235d66c

    The MIL Network –

  • MIL-OSI United Kingdom: UK international risk status for BSE downgraded in huge boost to farm sector

    Source: United Kingdom – Executive Government & Departments

    Press release

    UK international risk status for BSE downgraded in huge boost to farm sector

    World Organisation for Animal Health (WOAH) downgrades UK’s BSE risk rating to negligible

    The UK’s risk rating status for Bovine Spongiform Encephalopathy (BSE) has been downgraded to negligible by the World Organisation for Animal Health (WOAH).

    In a major boost for the food and farm sector, more avenues will now be open for trade with other countries as our improved risk status for beef and bovine products is recognised.  

    The abattoir and meat processing industry will be able to take advantage of changes to control measures, which will reduce operational burden and release financial savings for the abattoir and meat processing industry.

    The UK’s improved risk status is a reflection of the UK’s global reputation for having some of the highest standards in the world for biosecurity . 

    BSE, occasionally known as mad cow disease,  was a considerable public health concern in the 1980s leading to long-standing bans on British beef exports. The downgrading risk status marks a major step forward, reflecting decades of rigorous controls and opening the door to expanded trade and renewed confidence in UK beef.

    Farming Minister Zeichner said:

    Today’s announcement is a major step forward and will deliver a real boost to our hard-working cattle farmers, who will now have more avenues open for trading our excellent beef products.

    It is also a huge vote of confidence in this government’s commitment to rigorous animal health standards and biosecurity.

    UK Chief Veterinary Officer, Christine Middlemiss said: 

    WOAH’s recognition of the UK as negligible risk for BSE is a significant milestone and is a testament to the UK’s strong biosecurity measures and the hard work and vigilance of farmers and livestock keepers across the country who have all played their part in managing the spread of this disease.  

    This is the latest example of the UK’s global reputation as a world leader in biosecurity and our new status will improve UK trade for beef and bovine products and reduce the operational burden and create financial savings for the abattoir and meat processing industry.

    Natasha Smith, Deputy Director of Food Policy at the Food Standards Agency said:     

    This good news reflects that our strict controls in place to protect consumers such as controls on animal feed, and removal of the parts of cattle most likely to carry BSE infectivity,  have helped make sure there is no food safety risk.    

    Although the meat industry will be now able to use more of the carcass, consumers can be reassured that strict food safety controls remain in place.  Food Standards Agency Official Veterinarians and Meat Hygiene Inspectors working in all abattoirs in England and Wales will continue to ensure that the safety of consumers remains the top priority. 

    Nan Jones, British Meat Processors Association (BMPA) Technical Policy Manager said:

    This milestone is of significant value to the industry. To illustrate, the ability to recover mesenteric fat alone could generate value of approximately £10 million per year. Given the substantial benefits this change brings to our members, we hope that the improving UK–EU relationship offers an opportunity to seek earlier EU recognition of our status.

    Jonathan Eckley, Agriculture and Horticulture Development Board (AHDB) International Trade Development Director, said:

    This is welcome news for the UK beef sector. It highlights the strength of our animal health and food safety systems, reinforces the UK’s reputation for high-quality beef, and supports ongoing efforts to grow our export markets.

    Farmers and livestock owners are still urged to remain vigilant for BSE disease. BSE is a notifiable animal disease. If you suspect it, you must report it immediately by calling the Defra Rural Services Helpline on 03000 200 301. In Wales, contact 0300 303 8268. In Scotland, contact your local Field Services Office. Failure to do so is an offence. This applies to pet and small holder animals as well as commercial cattle.

    Updates to this page

    Published 2 June 2025

    MIL OSI United Kingdom –

  • Wave of anger could sweep liberals to victory in South Korea election

    Source: Government of India

    Source: Government of India (4)

    When then-President Yoon Suk Yeol’s martial law decree plunged South Korea into chaos, it plummeted sales at Park Myung-Ja’s diner in Jechon and became a turning point for many voters in the town.

    The 66-year-old chef and restaurant owner is one face of South Korea’s North Chungcheong Province, a swing region that has become even more pivotal at a time of deep political polarisation in Asia’s fourth-largest economy.

    “We need to get furthest away from all that martial law drama to get things back to where they were,” Park said at her Korean restaurant two hours south of Seoul, adding liberal candidate “Lee Jae-myung looks alright for that”.

    Voters are now looking for the winner of the June 3 snap election to calm the economic and political shocks that have roiled the country since Yoon’s December 3 martial law decree led to months of economic downturn and sparked nationwide protests.

    Park’s Chungcheong Province is a key battleground for Kim Moon-soo, candidate for the conservative People Power Party campaigning on deregulations for companies, and liberal Democratic Party frontrunner Lee, who’s vowing to bring back stability after months of turmoil.

    In swing regions such as North Chungcheong Province, where Jechon is located, the ruling conservative party risks losing a big chunk of its vote base with many voters blaming the martial law debacle for weaker private consumption and easing export momentum.

    Park’s business crashed after Yoon’s declaration with some of her biggest customers who are local council officials cancelling dinner reservations in groups of five to 10.

    “The first call I got on Dec. 4 was from a regular customer who does his year-end dinner here every year. I asked him why he is cancelling it, and he said — ‘don’t you watch news?’”

    Lee, who defied Yoon’s martial law decree, had a 10-percentage point lead over Kim in one of the final opinion polls issued on Tuesday with 45% of voters trusting him to revive the economy compared to 32% for Kim.

    Conservatives have criticised Lee for a series of criminal cases he faces over accusations of election law violations, corruption, and other issues, but they have struggled to unify behind a single candidate and to distance themselves from Yoon.

    On Friday, right-winger Kim said voting for Lee would end up “collapsing our economy”, hoping to sway voters in small cities such as Jecheon, an inland town of about 130,000 surrounded by mountainous tourist spots, who are looking for a turning point to revive South Korea’s fortunes.

    But the martial law call continues to weigh heavily on conservative chances.

    “We definitely had fewer customers, especially from office dinners, after the martial law declaration. It did bite us hard,” said Choi, a Chinese restaurant owner in Pangyo, a town south of Seoul.

    “Lee is someone who will uplift more of us who are not doing so well.”

    HEAVY ON SPECTACLE

    Consumer sentiment, which dropped by the most since the outbreak of COVID-19 in December, recovered to pre-martial-law levels of 101.8 in May, on expectations of a fresh stimulus package under a new leader.

    The shock move rattled markets and put the won among the region’s worst-performing currencies of the last year, hurt business sentiment even before exporters absorbed the full force of U.S. President Donald Trump’s punitive tariff policies.
    Now, the strains are setting in, as economic tailwinds from the semiconductor boom and reforms in the capital markets in the past few years are fading.

    Whoever wins the June 3 election will face an economy that contracted in the first quarter, manage negotiations with Washington to avoid high tariffs, and assuage voters such as Park who are seeing their living standards go backwards from elevated grocery bills and weak spending.

    South Korea’s election campaign has been light on policy and heavy on spectacle after twists and turns involving the main candidates.

    “I wish they had taken housing supply and boosting the domestic market more seriously in their pledges,” said 59-year-old Jung Soo-hyeon. “But perhaps because it’s a snap election, that kind of in-depth consideration seems to be missing — which is a bit disappointing.”

    Analysts say voters watched economic pledges closely as consumption has been badly hit.

    A win for Lee could spur “faster economic growth in the short term,” Kim Jin-wook of Citi Research said.

    The Democratic Party “would likely be relatively more keen on providing policy and support for the mid-to-low-income bracket,” he added.

    While both top candidates have pledged to draft a second supplementary budget for the year as soon as the election is over, Lee has also promised vouchers to help local businesses and subsidies for childcare, youth, and the elderly.

    While Lee has backed away from advocating for universal basic income, some voters including Park, who backed Yoon last time, said they see Lee as most likely to look out for their interests.

    “Lee’s party seems to be willing to give out more to those who are struggling,” Park said, emphasizing that “change” is important.

    (Reuters)

  • MIL-OSI Africa: African Development Bank Launches Inaugural Integrate Africa Magazine (I.A.M) to tell a New African Story on Regional Integration

    Source: Africa Press Organisation – English (2) – Report:

    ABIDJAN, Ivory Coast, June 2, 2025/APO Group/ —

    The African Development Bank Group ( www.AfDB.org) has unveiled its first edition of Integrate Africa Magazine (I.A.M.) during a colourful ceremony at the Sofitel Hotel, Abidjan.

    The event, held on Monday 26 May as part of the Bank’s 2025 Annual Meetings, marks the beginning of a new African story – celebrating 10 years of investing in integration, while looking ahead to do more and better in the future. The magazine’s pulse beats to the rhythm of opportunity and optimism – showing how African governments are investing in building connectivity with the African Development Bank at their side.

    With interconnected economies, a rapidly growing youth population, and growing human mobility – getting integration right is no longer a good option. It is an imperative.

    The event featured a cultural showcase, fireside chats, keynotes and the unveiling of I.A.M.  With the Bank’s new Ten-Year Strategy (2024-2033) firmly rooting Integrate Africa as a major pillar, the conversations centred on what is to come following 10 years of investing in Africa’s integration, 

    A Chronicle of Progress, a Canvas of Possibilities

    The I.A.M. chronicles momentum – showcasing how the Bank has planted seeds of transformation – in roads, rail, air transport, power pools, ports, one-stop border posts – all coming together to bridge Africa.  It captures the spirit of a borderless Africa in motion, with opening articles from some of the Bank’s leaders framing the vision; and influential voices driving integration through trade, transport, sport, health, and business – highlighting where progress is and what we must do next. 

    The editors took to the streets of Africa – asking young people how integration can be accelerated – with the results captured in I.A.M.’s “Views from the Ground” segment. Border officials, traders, entrepreneurs, students and innovators all speak with the same voice: Africa’s integration is the most cogent development strategy the continent has.  It must happen – and happen fast.

    In addition to profiling 12 Bank–funded transformative projects – in transport corridors, one-stop border posts, power pools, rail, ports, agriculture, pharmaceutical production, pandemic response – and much more; I.A.M. also highlights the Bank’s work at the frontlines of tackling fragility by investing in building resilience.

    Africa’s new magazine I.A.M. offers a story of development impact – and a rare glimpse into how Africa is driving its integration and forging effective partnerships to go to scale. 

    From Senior Vice President Marie-Laure Akin-Olugbade’s keynote address showcasing Bank-financed infrastructure, to Vice President Nnenna Nwabufo’s reminder that integration must be a lived experience, the launch event left us in no doubt: we are on track – but can do much more, together. 

    Looking Forward

    As Africa stands at this point of immense opportunity, I.A.M. invites us to celebrate what is working, to understand the scale of what’s left to be done and urges us all to be the protagonist in creating an Integrated Africa. 

    You can access the magazine here: Integrate Africa Magazine – AfDB

    MIL OSI Africa –

  • MIL-OSI Africa: Annual Meetings 2025: African private-sector players and African Development Bank officials discuss business opportunities

    Source: Africa Press Organisation – English (2) – Report:

    ABIDJAN, Ivory Coast, June 2, 2025/APO Group/ —

    On the fourth day of the African Development Bank Group’s (www.AfDB.org) Annual Meetings in Abidjan (http://apo-opa.co/3ZcPGZZ), a seminar on business opportunities with the Group brought together private-sector players from 40 African countries and led to constructive exchanges with Bank officials.

    “Africa will not develop without a robust private sector. This seminar should give you a better understanding of how the Bank operates and how to work with us,” Gauthier Boulard, Senior Director of Resource Mobilization and Partners at the African Development Bank, told participants.

    During the seminar, the Bank provided updated information on its procurement plan and contractual policies, as well as on procedures for accessing business opportunities for companies or projects. Information was also shared on procurement rules, integrity and corruption.

    “With regard to our Ten-Year Strategy 2024-2033 (http://apo-opa.co/4jANgMb), we expect to have to finance more transformative projects, i.e. projects that bring about change in the market in which they take place…. We are ready to support the private sector,” said Ronald Rateiwa, Senior Strategy, Policy and Infrastructure Officer at the African Development Bank.

    Cheikh Ibra Faye, Director of Faye Groupe Services, a company active in Senegal, Mali and Côte d’Ivoire, commented: “I have just learned important information that I’ve been looking for for a year. I have a plan to replace West Africa’s urban vehicle fleet with vehicles powered by renewable energy, and I’d like to know what support is available from the African Development Bank,” he said.

    Aude Apetey-Kacou, Manager of Private Sector Operations for West Africa at the Bank, responded: “The Bank finances urban transport. So the fleet project meets one of our criteria. We would then need to discuss the project in a different setting, to find out more about its structure, the current state of financing and the progress of the studies already carried out, so that we can make a decision.”

    The creation of characteristically African social media, setting up biometric laboratories to combat cervical cancer, satellite imagery and the financing of small and medium-sized enterprises were just some of the projects brought to the attention of the Bank’s management by private-sector players.

    “Health is a key sector that the Bank intends to support and is already involved in. There are other sectors that are just as important, and we’ll have the opportunity to talk about them again,” confirmed Boris Honkpehedji, Senior Manager of Private Sector Operations at the African Development Bank.

    As of 31 December 2024, the African Development Bank Group’s investment portfolio had devoted 46% of its financing to the financial sector, 16% to energy, 15% to industry, 9% to transport, 9% to agriculture and social affairs, and 5% to multi-sector projects.

    MIL OSI Africa –

  • MIL-OSI: Konsolidator grants 810,000 warrants

    Source: GlobeNewswire (MIL-OSI)

    Company announcement no. 9-2025
    Søborg, June 2, 2025

    Konsolidator grants 810,000 warrants

    Today, the Board of Directors of Konsolidator A/S has exercised part of its current authorization by issuing 810,000 warrants to the employees.

    The warrants are issued in accordance with the company’s guidelines for incentive-based remuneration and the authorizations in sections 4.9 and 4.10 of the Articles of Association.

    Warrants to the employees
    Konsolidator has issued 810,000 warrants to its employees. As a small company, Konsolidator is dependent on its employees and also depends on attracting talented employees. Konsolidator is not able to offer the salaries given by larger companies, but is able to incentivize employees by issuing warrants. Management believes that by issuing warrants to the employees, Konsolidator is able to retain employees in the long run.

    CEO Claus Finderup Grove comments, “This is the fifth time we have issued warrants to our employees. We want to show our appreciation to our loyal employees. Having the ability to issue warrants to our employees is a good method for us to retain our talented employees.”

    Warrant terms
    The total 810,000 warrants correspond to a nominal value of DKK 32,400, as each warrant entitles the warrant holder to subscribe for one share of nominal DKK 0.04 in the Company. The exercise price is fixed at DKK 3.75 per share for the management and employees corresponding to the average of the closing share price as made public by Nasdaq Copenhagen for the Konsolidator share on the 5 trading days prior to the date on which the Board of Directors decided to grant the warrants.

    The warrants vest in a series of three (3) successive equal annual installments, with the first installment vesting in 2026 on the last day of the calendar month of the date of grant. Consequently, the last installment will vest in June 2028.

    Subject to vesting, the warrants can be exercised in periods of 4 weeks starting the day after publication of the Company’s annual report, half-year reports and/or quarterly financial announcements, respectively. Warrants that have not been exercised before five (5) years following the grant will lapse automatically.

    The warrant terms include a condition on accelerated vesting in case of a change of control, e.g., a takeover bid, resolution, and business transfer. The detailed warrant terms regarding warrants issued by the Company can be found in the Articles of Association on www.konsolidator.com/investor.

    After this grant of warrants, the total number of outstanding warrants is 2,405,030.

    Contacts

    Certified Adviser

    About Konsolidator
    Konsolidator A/S is a financial consolidation software company whose primary objective is to make Group CFOs around the world better through automated financial consolidation and reporting in the cloud. Created by CFOs and auditors and powered by innovative technology, Konsolidator removes the complexity of financial consolidation and enables the CFO to save time and gain actionable insights based on key performance data to become a vital part of strategic decision-making. Konsolidator was listed at Nasdaq First North Growth Market Denmark in 2019. Ticker Code: KONSOL

    Attachment

    The MIL Network –

  • MIL-OSI: Arax Investment Partners Acquires Schechter Investment Advisors, Broadening Midwestern Presence

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, June 02, 2025 (GLOBE NEWSWIRE) — Arax Investment Partners (“Arax”), a premier wealth and asset management platform company backed by RedBird Capital Partners (“RedBird”), today announced that it has acquired Schechter Investment Advisors (“SIA”), the RIA business of Schechter, a boutique wealth advisory and financial services firm based in Birmingham, Michigan, with $4 billion in assets under management (“AUM”) as of May 28, 2025. Financial terms of the transaction were not disclosed.

    This deal marks the latest expansion of Arax’s platform, which continues to deepen its presence in high growth markets across the United States through strategic partnerships with leading wealth management advisory teams. Expanding the firm’s footprint and ability to meet client needs in the Midwest, SIA will join Arax Advisory Partners, Arax’s coalition of independent firms focused on specialized services, investment advice and planning solutions for high-net-worth families, individuals and institutions. Schechter’s Advanced Design Life Insurance business will remain a separate, independent entity.

    Servicing affluent clients across the United States, Schechter’s veteran advisory team has been providing financial advice to ultra-high-net-worth families for over 80 years. Upon close, the SIA team will merge with Arax Advisory Partners, further strengthening the firm’s capabilities and supporting future growth across the platform. Existing clients will benefit from the expanded range of planning and investment solutions offered by the Arax platform, and advisors will receive the strategic business development opportunities and expertise necessary to grow their business and provide an enhanced overall client experience.

    “For almost a century, we have found success by reaching across the financial landscape to identify the strategies and opportunities that best serve our clients and their goals,” said Marc Schechter, CEO of Schechter. “By joining the Arax platform, we benefit from the additional expertise, infrastructure and resources, allowing us to focus even more on what matters most: our clients. We’re excited to take this next step while preserving the relationships and values that have defined us for generations.”

    “The Schechter team is known for thoughtful, multi-generational financial planning and sophisticated investment solutions – exactly the type of partner we are looking for as the Arax platform scales,” said Haig Ariyan, CEO of Arax. “Schechter Investment Advisors was a natural fit given our complementary values and aligned strategic visions, as well as Arax’s focus on building capabilities in the Midwest. We feel privileged to partner with a team that brings such a strong legacy and wealth of expertise to our platform.”

    About Schechter
    Schechter is a boutique, third-generation wealth advisory and financial services firm. For 80 years, the firm’s multi-disciplined team consisting of JDs, CPAs, LLMs, CLUs, PFSs, CAPs, MBAs, CFA® charterholders, CFP® practitioners and CIMA® consultants have been quietly advising wealthy families on financial matters including: Institutional quality investment advisory services, private capital and alternative investments, advanced life insurance planning, income and estate taxes, business succession and charitable planning.

    About Arax Advisory Partners
    Arax Advisory Partners is a privately owned, independent Registered Investment Advisor specializing in customized investment platforms and highly sophisticated wealth planning solutions for high-net-worth families and individuals, businesses, and foundations. Arax Advisory Partners’ unique integrated and comprehensive approach provides the highest possible level of client service to establish lasting partnerships with all their clients while combining comprehensive asset management with leading edge financial planning services. The firm is headquartered in Denver, CO with offices across the country.

    About Arax Investment Partners
    Arax Investment Partners is a rapidly growing boutique wealth management platform making strategic control investments in leading RIAs and elite advisor teams. Founded and led by CEO Haig Ariyan — a seasoned industry executive with a distinguished track record of building and scaling wealth management businesses — Arax empowers its partners to be entrepreneurial and focus on delivering exceptional client service. Firms benefit from a management team with deep M&A expertise, capital sourcing capabilities, and the backing of RedBird Capital Partners. For more information, visit www.araxpartners.com.

    About RedBird Capital Partners
    RedBird Capital Partners is a private investment firm that builds high-growth companies with strategic capital solutions to founders and entrepreneurs. The firm currently manages $12 billion in assets on behalf of a global group of blue chip institutional and family office investors. Founded in 2014 by Gerry Cardinale, RedBird integrates sophisticated private equity investing with a hands-on business building mandate that focuses on three core industry verticals – Financial Services, Sports and Media & Entertainment. Over his 30-year investment career, Cardinale has partnered with founders and entrepreneurs to build some of the most iconic growth companies in their respective industries. For more information, please go to www.redbirdcap.com.

    Media Contact:

    Dan Gagnier
    Gagnier Communications
    RedBird@gagnierfc.com

    The MIL Network –

  • MIL-OSI Economics: Samsung Solve for Tomorrow 2025: Learn all about Application, Eligibility, Program Structure & More with these FAQs

    Source: Samsung

    The fourth edition of Samsung’s flagship CSR program, Solve For Tomorrow (SFT) 2025, a nationwide education and innovation competition for GenZ, is inviting ambitious innovators to solve real-world issues.
     
    If you too want to apply, then check out these quick FAQs that will help you with your program application.

    What is Samsung Solve for Tomorrow?
    Samsung Solve for Tomorrow is a global CSR initiative present in more than 65 countries. In India, this innovation competition empowers young minds to develop solutions for real-world challenges. Samsung Solve for Tomorrow 2025 is now accepting applications from participants who are keen to solve for challenges in any of the four themes:

    AI for safer, smarter & inclusive Bharat
    Future of health, hygiene & wellbeing in India

    Social Change through Sport & Tech: For Education & Better
    Environmental Sustainability via Technology

     
    Who can participate in the competition?
     
    The competition is open to Indian residents only between 14-22 years of age as on the last day of the competition.
    Individuals or teams of up to three people can apply with an original concept in terms of science and technology or a wholly new product with a social consequence. Without any innovation, new business models may not make it to consideration.
    The team/individual should not have previously obtained funds/awards for the identical proposal from any agency or through other competitions for more than INR five lakhs.
     
    Is there any participation fee?
     
    No, the competition is completely free to enter.
     
    Can I apply for more than one theme?
     
    No, each individual or team is allowed to apply for only one theme. Submitting applications for multiple themes may result in disqualification. Please ensure you carefully select the theme that best aligns with your ides before applying.
     
    What are the key stages of the competition?
     
    The competition consists of multiple stages, and each stage is an elimination stage:

    Application & Idea Submission – Submit your ideas in one of the four themes. Experts from Foundation of Innovation & Technology Transfer (FITT) – IIT Delhi, will review all the applications and 100 teams will be selected to qualify for the next stage. These 100 teams represent 25 teams from each of the theme.
    Top 100 teams – Selected teams receive training from Foundation of Innovation & Technology Transfer (FITT) – IIT Delhi experts and need to submit their video pitches. A panel of experts from Foundation of Innovation & Technology Transfer (FITT) – IIT Delhi, will evaluate the video pitches and 40 shortlisted teams will qualify to the next stage. These 40 teams represent 10 teams from each of the theme.
    Innovation Bootcamp & National Pitch Event for Top 40 teams (semi-finalists) – The Top 40 teams will be invited to an Innovation Bootcamp and will visit Samsung offices in BLR & NCR followed by hands-on training & access to prototyping labs at IIT Delhi. All the Top 40 teams will pitch to a jury panel consisting of experts from Samsung at the National Pitch Event at IIT Delhi. Only 20 teams will be selected to qualify for the last stage. These 20 teams represent 5 teams from each of the theme.
    Grand Finale for Top 20 teams (Finalists) – The Top 20 teams will get 1 on 1 mentoring from Industry experts, IIT Delhi and Samsung to help them prepare for the Grand Finale. At the Grand Finale, the Top 20 teams will get access to prototyping labs at IIT Delhi. The teams will pitch their ideas & prototypes one last time to a grand jury over a period of two days in Delhi NCR. The 4 Winning teams, each representing one theme, will be announced at the end of the Grand Finale in the Awards Ceremony.

     
    Can one participant participate in two different teams?
    No. Please note that any such applications with same participants in each team may lead to disqualification.
     
    Can a school or college apply on the behalf of students?
    No, students must apply individually or as a team with their own registered accounts. In case of minors, parental consent is mandatory to participate in Samsung Solve for Tomorrow 2025.
     
    Can overseas students participate in the competition?
    This competition is open to Indian nationals only.
     
    How do I choose the right theme for my idea?

    AI for safer, smarter & inclusive Bharat – AI-driven solutions improving safety, accessibility and inclusion in India.
    Future of health, hygiene & wellbeing in India – Ideas focused on improving healthcare, nutrition and mental well-being.
    Social Change through Sport & Tech: For Education & Better Futures – to improve education & the way of making a living through Sports and Tech.

    Environmental Sustainability via Technology – Sustainable management approaches to minimize waste and pollution while maximizing reuse, recycling and material regeneration.

     
    Does my idea have to be a working prototype?
     
    No, you can submit a concept or an early-stage idea. All the shortlisted teams will be guided to develop prototypes.
     
    What are the different stages the project can be at?
     

    Idea/Concept – The initial stage where participants identify a problem and propose innovative solutions under the four themes.
    Early Development – The phase where the idea is researched, refined, and a basic plan or model is created.
    Advanced Stage – The solution takes shape with detailed designs, feasibility studies and initial testing.
    Prototype Ready – A functional prototype is developed, demonstrating the solution’s practicality and effectiveness.

     
    Will my idea be made public?
    If your proposal gets selected for further consideration, the issue description and other components will be published on our website, utilized as publicity materials by media partners, and presented at various phases of the program, including the final pitch event. Technical details will be confidential while IP filing is in progress.
     
    How are ideas evaluated, and by whom?
    In the first round, applications will be screened basis their relevance to a social problem, technical feasibility, market potential, and team competence by subject matter experts from the “Foundation of Innovation & Technology Transfer (FITT) – IIT Delhi.” Your idea will fall under examination using the following criteria:

    Innovation and creativity: Uniqueness and originality of the idea
    Impact and Feasibility: Potential to solve real-world challenges.
    Scalability: Ability to expand and benefit a larger audience.
    Technical and Execution capability: Clarity in implementation and development.

    Jury comprising of industry veterans from Samsung and Foundation of Innovation & Technology Transfer (FITT) – IIT Delhi, will screen your ideas in the second, third and fourth rounds.
     
    How will I know if I am successful?
    Samsung will communicate the results to participants through the following channels:

    Official Website: Shortlisted individuals/teams will be announced on the Samsung’s Solve for Tomorrow website for each stage.
    Email Notification: Successful participants will receive direct communications regarding the selection and next steps to the team leads email id.
    Social Media Announcement: Key Competition milestones and winners will be highlighted on the Samsung’s official social media channels.

    Participants are advised to regularly check their emails and the official website for updates.
     
    If I am shortlisted, are there specific dates I need to be available?
    As a part of the competition, shortlisted participants will receive online training covering design thinking, advanced digital masterclasses, and business skills to help them refine their ideas.
    If you progress to Stage 2, you will be required to attend online training sessions on design thinking methodology, digital technologies and mentorship, starting in July 2025.
    For those advancing to Stage 3(Top 40 teams), attendance will be mandatory for Samsung site visits and a residential bootcamp at IIT Delhi in September 2025.
    Finalists (Top 20 teams) moving to Grand Finale will need to be available for additional training sessions on innovation, entrepreneurship, prototyping, intellectual property rights (IPR), and other relevant topics, beginning September 2025.
    Additionally, all finalists must be available to attend the awards ceremony in October 2025.
    Samsung and Foundation of Innovation & Technology Transfer (FITT) – IIT Delhi will provide the exact dates at a later stage.
     
    What activities will be there during the Innovation Bootcamp and National Pitch event?
    The 11-day bootcamp and national pitch event will provide the Top 40 teams with an opportunity to explore Samsung offices and receive specialized training.

    Day 0: Top 40 teams arrive at Bangalore.
    Day 1: Top 40 teams visit Samsung Research Institute Bangalore
    Day 2: Top 40 teams visit Samsung Research Institute Delhi and Noida
    Day 3: Top 40 teams visit Samsung Soutwest Asia Office, Gurugram
    Day 4 to Day 6: Top 40 teams will undergo three days of on-site training at IIT Delhi focused on refining the ideas and identifying effective problem-solving approaches.
    Day 7: Rest day
    Day 8 and Day 9: Top 40 teams get two days of lab access to further develop and enhance their prototypes.
    Day 10 and Day 11: Top 40 teams pitch their ideas to the Jury members from Samsung and Foundation of Innovation & Technology Transfer (FITT) – IIT Delhi.
    Day 12: Participants return to their respective home locations.

     
    Who will bear the travel and accommodation cost for the boot camp?
    Samsung will take care of your accommodation and travel requirements (Selected teams will receive all the details and guidelines). For participants below 18, Samsung will provide accommodation & travel for a parent/guardian.
     
    What to expect at Grand Finale?
     
    Prototyping Day at IIT Delhi (1 day):
     

    Finalists will have a dedicated day to refine and enhance their prototypes before the finale at IIT-Delhi.
    Access to the prototyping labs will be provided to all the Top 20 teams.

    Grand Finale in Delhi-NCR (2 days):

    Final presentations and pitches to a panel of industry leaders and experts.
    Evaluation based on innovation, feasibility, and impact.
    Networking opportunities with Samsung and Foundation of Innovation & Technology Transfer (FITT) – IIT Delhi, investors and other dignitaries.
    Investor Meet-up on day 1 of Grand finale.
    Announcement of winners and award ceremony on day 2 of the Grand Finale.

    Will Samsung or Foundation of Innovation & Technology Transfer (FITT) – IIT Delhi own my idea?
    No, you will be the sole owner of the concept and the intellectual property. The role of Samsung and Foundation of Innovation & Technology Transfer (FITT) – IIT Delhi will be to assist you only in developing it.
    Will the competition provide incubation support for the selected teams?
    Yes, the 4 winning teams will be provided incubation at IIT Delhi and funding of INR 1 Crore to further develop and scale their ideas. This includes mentorship from industry experts, guidance on business strategies, and access to resources that can assist in turning innovative concepts into viable solutions.
    Participants will receive mentorship from experienced professionals in fields such as technology, business strategy, design thinking and entrepreneurship. The support will help refine their solutions and prepare them for real-world implementation.
    Are there any grants or financial awards for winners?
    Yes, the competition offers financial support at different stages to help teams enhance their projects:
    Funding for Shortlisted Teams:

    Top 40 Teams: Each team will receive INR 20,000 to further develop their project.
    Top 20 Teams: Each team will receive INR 100,000 enhance their prototype and project.

    Grant Prize for Winners:
     

    Winning 4 teams: A total grant of INR 1 Crore will be awarded across the winners.
    The winning teams will also receive incubation support at FITT, IIT Delhi to refine their project and make it market-ready.

     
    Special awards:
    In addition to the main grants, four special awards will be given:
     

    Social Media Champion Award – INR 50,000
    Awarded to one team from the Top 20 for the highest number of posts and engagement across social media platforms (e.g. Facebook, LinekdIn, and Instagram)
    Goodwill Award / Audience Choice ward – INR 100,000 each

    Two teams from the top 20 will receive INR 100,000 each, based on maximum audience votes during the Grand Finale.

    Young Innovators Award / Women in Innovation Award – INR 100,000 each

    The jury for their outstanding innovation and contribution will select two teams from the Top 20. Each team will receive INR 100,000.
     
    Where can I read the competition Terms & Conditions?
    You can read the full terms and conditions and privacy notice for Solve for Tomorrow 2025 here.
     
    My question is not answered here
    Contact us at solvefortomorrow@samsung.com if you have any further queries or require assistance.
     
     

    MIL OSI Economics –

  • MIL-OSI United Kingdom: Nearly £1 billion for NHS frontline after agency spend crackdown

    Source: United Kingdom – Executive Government & Departments

    Press release

    Nearly £1 billion for NHS frontline after agency spend crackdown

    Government crack-down on rip-off temporary staffing agencies delivers unprecedented savings, as NHS trusts are urged to eradicate agency spending altogether

    • Reforms delivered through Plan for Change deliver mammoth NHS savings – with funding going to better patient care and staff pay

    • Major milestone in government pledge to completely eliminate all spending on temporary NHS agency staff  

    • Health Secretary and NHS England Chief Executive will consider legislative action if further progress not made

    NHS patients and staff are benefiting from an almost £1 billion boost for the frontline, as a government crack-down on rip-off temporary staffing agencies delivers unprecedented savings.

    The Health and Social Care Secretary Wes Streeting announced strict agency spending limits last November and ordered trusts to reduce their spend on agency staff by 30% in the short-term so more money could be reinvested in the frontline and the wider NHS workforce.  

    Latest figures show spending on agency staff has already fallen by almost £1 billion in 2024/25 – a huge reduction which has helped funding go towards improving the quality-of-care patients receive, helping to reduce waiting lists, and enhancing safety – as reducing reliance on agency staff has been shown to decrease clinical incidents.   

    The savings are part of a package of reforms delivered by this government which have collectively allowed above inflation pay rises to all NHS staff, including resident doctors and nurses, this year to be fully funded.

    The Secretary of State and NHS England Chief Executive Jim Mackey have today written to all trusts and integrated care boards (ICBs), urging them to build on this progress and ultimately eradicate agency spending altogether. If the government does not feel further progress has been made by the autumn, it will consider taking further legislative action. 

    Health Minister Ashley Dalton said:

    The taxpayer has been footing the bill for rip-off agencies for too long – while patients have languished on waiting lists and demoralised staff faced years of pay erosion.  

    That’s why we are pledging to eliminate this squander, and through our Plan for Change we are making major progress and seeing a radical reduction in costs.   

    We’re already backing our health workers with above-inflation pay rises and now, nearly £1 billion is being reinvested back to the frontline, getting patients off waiting lists and putting money back into our workforce’s pocket.

    The NHS was forced to spend a staggering £3 billion on agency staff in 2023/24, money that could have been used to tackle record waiting lists and improve patient care. Recruitment agencies have charged NHS trusts up to £2,000 for a single nursing shift, thanks to the 113,000 staffing vacancies across the service. 

    The government’s laser focus on reducing waste means all NHS workers, including doctors and nurses, will receive real terms pay rises for the second year in a row, fully funded from central budgets. 

    It is funding a pay rise of 4% for consultants, specialty doctors, specialists and GPs, with dentists also receiving a contract uplift to increase their pay.  

    Resident doctors will see their pay rise by an average of 5.4% (a 4% rise plus a consolidated payment of £750) and we expect the average full-time basic pay of a resident doctor will reach about £54,300 in 2025-26.  Agenda for Change (AfC) staff, which includes nurses, health visitors, midwives, ambulance staff, porters and cleaners will see their pay rise by 3.6%. The starting salary for a nurse will now be around £31,050, up from around £27,050 in 2023.

    A new delivery group is being established across the Department of Health and Social Care and NHS England to monitor progress on tackling agency spending, and ensure trusts are taking robust action.  

    Trusts were previously ordered to reduce bank use – NHS staff who work temporary shifts at hospitals – by at least 10%, on top of strict agency spending limits across the health service. They have now been told to evaluate them against the local market to ensure they are not more than the average equivalent agency rate.  

    Elizabeth O’Mahony, chief financial officer at NHS England, said:

    The NHS is fully committed to making sure that every penny of taxpayers’ money is used wisely to the benefit of patients and the quality of care they receive.

    Our reforms towards driving down agency spend by nearly £1 billion over the past year will boost frontline services and help to cut down waiting lists, while ensuring fairness for our permanent staff.

    Nicola McQueen, Chief Executive at NHS Professionals, said:

    We strongly welcome today’s bold and progressive workforce policy announcement from the Secretary of State to significantly reduce external agency spending and put more investment back into patient care.

    NHS Professionals was created with the core purpose of reducing the NHS’s reliance on expensive external agencies. NHS Bank services are transforming workforce deployment, boosting productivity, and driving substantial cost reduction across the NHS.

    Last year we displaced over £680 million of external agency fees across NHS Trusts and healthcare organisations, providing more than 40 million hours of patient care. We look forward to working closely with our NHS client Trusts and partners to deliver even more savings across the NHS.

    Updates to this page

    Published 2 June 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Communities urged apply for funding to bring their festival or event to life

    Source: City of Sunderland

    Community organisations are being urged not to miss out on help to bring their festival or event to life.

    Community organisations are being urged not to miss out on help to bring their festival or event to life. 

    Sunderland City Council is giving community groups, partnerships, community interest companies, and social enterprises the chance to apply for grant funding of between £100 and £10,000 to help make their event happen.

    Councillor Beth Jones, Sunderland City Council’s Cabinet Member for Communities, Culture and Tourism, said: “We have some brilliant community events in our city such as the annual Summer Streets Festival and the Boxing Day Dip. 

    “Our Festival and Events Fund is all about encouraging exciting new and emerging events which bring people together and spark the creativity that we know is out there in spades in our communities.

    “Whether it’s help towards venue hire, artist fees, road closures, picnic boxes or posters, the aim of this funding is to help support communities with the costs of bringing their vision to life or growing their newly established festival or event.”

    The City Council is especially looking to support projects which engage local communities, create new, dynamic and creative experiences, promote sustainability and greener events and encourage equality, diversity and social cohesion.

    To be in with a chance of securing grant funding, organisations will need to complete an application form and be able to demonstrate how their project meets a range of criteria.

    These include:

    • A completely new event/festival with a comprehensive business plan; or  
    • An event/festival less than five years old in its current format but that is looking to include additional activity to improve event sustainability  
    • An event/festival aimed at developing the cultural offer within its locality or to appeal more widely across the North-East  
    • Supporting the local economy  
    • Engaging people from the local community  
    • To fill a gap in the tourist/cultural season  
    • To develop the skills of volunteers  
    • To maximise non-public sources of income, with a view to the event/festival being sustainable and not dependent on funding  
    • To promote equality and diversity  

    Only festivals and events that are being planned to take place before 31 March 2026 will be eligible for funding. 

    To find out more about the fund and apply: www.mysunderland.co.uk/Bring-your-event-to-Sunderland

    MIL OSI United Kingdom –

  • MIL-OSI USA: How Economics Nearly Drove New England’s White-Tailed Deer to Extinction

    Source: US State of Connecticut

    With a desire to learn why people overuse natural resources, recent UConn Department of Anthropology graduate and affiliate research scientist Elic Weitzel ’24 Ph.D analyzes centuries-old deer bones to study unsustainable practices of the past to help lend insights into how we can avoid making the same mistakes and instead work toward a sustainable future.

    In research published in the Journal of Anthropological Archaeology, Weitzel builds upon his previous historical ecological studies on deer in precolonial New England to detail how the population changed post colonization. Estimated at around 30 million in what is now known as precolonial North America, the white-tailed deer population was overhunted and experienced a steep decline to between 300,000 and 500,000 at the beginning of the 20th century.

    “Essentially, we know a lot about white-tailed deer from historical records and accounts, but much of that hasn’t been synthesized fully with the archeological data yet,” says Weitzel, who is now a Peter Buck Postdoctoral Research Fellow at the Smithsonian National Museum of Natural History. “With this paper, I started to bridge that gap, as a lot of my previous work focused on precolonial archeological sites, and in this paper, I’m looking at a 17th century site.”

    Animal bones excavated from the Morgan Site, a precolonial Wangunk tribal village located in what is now Rocky Hill, CT. Many of these bones are white-tailed deer. (Contributed photo)

    Weitzel analyzed white-tailed deer bones from two sites in the Connecticut River Valley. One site represented the precolonization time period, and the other represented the 17th century. He looked for evidence indicating the age of the animal and the animal’s body size, while also noting the abundance of bones of animals at different ages. More juveniles indicate higher hunting pressure, as hunters generally only take yearlings and fawns if they can’t get enough large adults.

    Weitzel found that white-tailed deer populations appeared to thrive prior to European colonization, when deer were large and abundant, with little to no evidence of hunting pressure from the Indigenous population. However, things soon changed.

    “Comparing the precolonial pattern to the mid-to-late 17th-century data set, the deer populations started to decline pretty early. A lot of the historical accounts focus on declines in the 19th century, but this paper, I think, finds some early evidence that it started very soon after Europeans showed up,” Weitzel says.

    A common explanation for animal population declines is overexploitation by a growing human population, which would have negatively impacted deer in the 18th and 19th centuries, but Weitzel says that doesn’t appear to be the case in the 17th century.

    “Native Americans were eating the meat, using the hides, using the antlers and the bones for tools and things, and they were certainly exchanging these deer and deer products to some extent,” says Weitzel. “But with the arrival of Europeans in the 17th century, you’re now integrating New England into the early mercantile capitalist economic system with new pressures, and deer as a natural resource are now being valued in a new way that’s designed for going after profit more than the utilitarian needs of people.”

    Weitzel says this case study yields interesting and vital lessons for understanding sustainable natural resource use.

    “The precolonial pattern, where white tailed deer populations were doing well prior to the arrival of Europeans, speaks to some level of sustainability in these Indigenous economic systems,” Weitzel says.

    One notable contrast between the systems, for example, is the vastly different definitions of what it meant to “own” the land. For Europeans, this meant that purchase gave full rights to use the resources however the owner wanted, even if it meant destroying that land, which is a very different definition from Indigenous understandings of ownership, says Weitzel.

    Another important insight from Weitzel’s work counters a popular and contentious argument for sustainability, that human populations put pressure on resources, therefore the best solution is to reduce the human population. Weitzel found human precolonization population levels were higher than in the 17th century, meaning that the hunting pressure on the deer population was not correlated with higher human populations.

    “All else being equal, fewer people will consume fewer resources, so there is an inherent sustainability with that, but I think it’s more complex. There’s a different system of ownership and resource management in Indigenous societies that I think is probably contributing to whatever degree of sustainability we’re seeing,” Weitzel says.

    Post-colonization, Native American populations declined precipitously, says Weitzel, due to disease and colonial violence. European settler populations were initially low and grew more rapidly in the 18th century, so the population argument falls flat because there was an overall human population low in the 17th century, when deer populations began to decline.

    It’s not just the existence of people on a landscape that inherently causes damage, says Weitzel, pointing out that humans have been an integral part of all sorts of ecosystems for 300,000 years in the case of our species, and longer in the case of our hominin ancestors.

    Elic Weitzel excavating at the Hollister Site – a 17th century English frontier homestead located in what is now South Glastonbury, CT – with volunteers from the Friends of the Office of State Archaeology (FOSA). (Photo by Scott Brady)

    “Our species has had a wide variety of impacts on these ecosystems, and a lot of them have been beneficial and healthy,” Weitzel says. “It’s entirely possible for us, as just another animal, to integrate into these ecosystems in ways that are not inherently damaging.”

    Weitzel argues it was the shift to valuing nature in light of economics, not some inherently destructive tendency of human nature, that was at play in causing the deer population to crash. The misanthropic tendency to think humans are inherently bad for the planet leads to advocating for reducing human populations, Weitzel explains, and this narrative is often pushed by think tanks and prominent environmental advocates.

    “We must pay attention to the fact that even if you have fewer people, if the fewer people are still engaging in these extractive and exploitative economic practices, you’re still going to get ecological harm. Therefore, it’s not something inherent to our species or associated directly with large populations. In my mind, it really does come down to the economics,” says Weitzel. “I think that if we really want to pursue sustainability, we need to start seriously considering alternative economic structures that allow the broader public to influence these economic systems more democratically.”

    Weitzel says an additional detail that explains deer overexploitation comes down to another aspect of society – fashion.

    “What’s happening in the 17th century is interesting, because I feel a lot of it is driven by trends in clothing and fashion. There’s historical evidence that people are wearing much more elaborate outfits, oftentimes made of deerskin leather. It’s interesting how social signaling and this kind of communication that we engage in through the clothes might have inspired this increased exploitation of the deer populations that I saw in the 17th century” he says. “It’s a fascinating example of something that seems innocuous, like fashion and clothing, potentially causing quite severe problems.”

    It points to the troubling trend that has led to the decline or extinction of species across the globe, says Weitzel, “Once you start commodifying animals and commodifying nature, problems happen.”

    MIL OSI USA News –

  • MIL-OSI: Solar Alliance Energy, Inc. Announces Q1 Earnings, Continued Progress

    Source: GlobeNewswire (MIL-OSI)

    (figures in Canadian dollars)

    TORONTO and KNOXVILLE, Tenn., June 02, 2025 (GLOBE NEWSWIRE) — Solar Alliance Energy Inc. (‘Solar Alliance’ or the ‘Company’) (TSX-V: SOLR, OTC: SAENF), a leading solar energy solutions provider focused on the commercial and utility solar sectors, announces it has filed its unaudited financial results for the three months ended March 31, 2025. The Company’s Financial Statements and related Management’s Discussion and Analysis are available under the Company’s profile at www.sedarplus.ca.

    “Solar Alliance’s main activity in Q1 2025, was the build-out of a large solar energy project for major repeat customer located in Kentucky. Due to unusually severe weather in Kentucky, which included widespread flooding, power outages, and tornadoes throughout the state, the project experienced delays in the quarter. This led to a reduced level of activity and a decline in revenues to $835,609, in Q1 2025 compared to $1,604,326, in Q1 2024. “As the severe weather setbacks subside, the company is coordinating closely with our client and our partners to expedite delivery of the project,” said CEO Brian Timmons. “This contract is expected to be concluded in the second quarter of 2025.”

    “Solar Alliance continues to see strong demand for commercial solar projects, and we remain focused on these larger projects, and community solar projects to generate meaningful growth. In addition to executing on larger projects, to the Company continues to service a steady flow of renewable energy projects for small and medium-sized businesses in rural communities. Looking ahead, we continue to target full-year profitability for 2025 as we focus on opportunities in the Southeast U.S commercial solar sector,” concluded Timmons.

    Key financial highlights for Q1, 2024

    • Revenue for the three months ended March 31, 2025, was $835,609 compared to $1,604,326 in the comparative period in 2024.
    • Cost of sales of $882,092 (Q1, 2024: $1,01,4394) resulting in a gross deficit of $46,483 (Q1, 2024: profit $585,932).
    • Net deficit of $474,277 (Q1, 2024: Net Income $141,303).
    • Cash balance of $13,111.
    • Total expenses of $424,065 (Q1, 2024: $451,188).

    Key business highlights and outlook

    The Company continues to target larger customers for solar system sales and installations, specifically for utility and commercial customers. The Company’s business development activity is now engaged in assessing specific projects of a scale up to 5MWs. The board believes the Company has a competitive advantage and can offer a compelling proposition in this segment of the market. In this regard, the Company’s track record and engagement with local power companies and progressive, high-quality corporate customers evidences its capacity to successfully undertake solar projects in the multi-megawatt range.

    While pursuing a determined, new focus on larger, commercial and local community solar projects, with a view to accelerating growth rapidly, the Company will continue, as a base level activity, to service the demand from small and medium-sized businesses in rural communities. The strength of demand for projects at this size level could be impacted by curtailment of certain incentives, referred to below, arising from budgetary developments arising from the current political background, referred to below.

    Corporate growth opportunities. The Company is also pursuing corporate opportunities to expand through partnerships, joint ventures or other initiatives that meet the Company’s criteria of profitability, market opportunity and strong management teams.

    Brian Timmons, CEO


    About Solar Alliance Energy Inc. (    www.solaralliance.com)

    Solar Alliance is an energy solutions provider focused on the commercial, utility and community solar sectors. Our experienced team of solar professionals reduces or eliminates customers’ vulnerability to rising energy costs, offers an environmentally friendly source of electricity generation, and provides affordable, turnkey clean energy solutions. Solar Alliance’s strategy is to ultimately build, own and operate our own solar assets while also generating stable revenue through the sale and installation of solar projects to commercial and utility community customers.

    Statements in this news release, other than purely historical information, including statements relating to the Company’s future plans and objectives or expected results, constitute Forward-looking statements.

    The words “would”, “will”, “expected” and “estimated” or other similar words and phrases are intended to identify forward-looking information. Forward-looking information in this news release includes, but is not limited to, statements with respect to the resumption of trading of the Company’s common shares. Forward-looking information is subject to known and unknown risks, uncertainties and other factors that may cause the Company’s actual results, level of activity, performance or achievements to be materially different than those expressed or implied by such forward-looking information. Such factors include but are not limited to: the ability to complete the Company’s projects on schedule or at all, uncertainties related to the ability to raise sufficient capital; changes in economic conditions or financial markets; litigation, legislative or other judicial, regulatory, legislative and political competitive developments; technological or operational difficulties; the ability to maintain revenue growth; the ability to execute on the Company’s strategies; the ability to complete the Company’s current and backlog of solar projects; the ability to grow the Company’s market share; the high growth rate of the US solar industry; the ability to convert the backlog of projects into revenue; the expected timing of the construction and completion of the 1500 kW Kentucky solar projects; the targeting of larger customers; the ability to predict and counteract the effects, should they re-emerge, of COVID-19 on the business of the Company, including but not limited to the effects of COVID-19, on the construction sector, capital market conditions, restriction on labour and international travel and supply chains; potential corporate growth opportunities and the ability to execute on the key objectives in 2025. Consequently, actual results may vary materially from those described in the forward-looking statements.

    “Neither TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.”

    The MIL Network –

  • MIL-OSI: Trump Executive Order Fuels Regulatory Shift—Bitcoin Solaris Positioned to Lead Utility-Driven Crypto Era

    Source: GlobeNewswire (MIL-OSI)

    TALLINN, Estonia, June 02, 2025 (GLOBE NEWSWIRE) — In a sweeping policy move, President Trump has signed an executive order aimed at accelerating the development of a U.S.-led digital asset infrastructure that prioritizes utility, transparency, and regulatory alignment. As Washington redefines its approach to crypto regulation, Bitcoin Solaris (BTC-S) emerges as a key beneficiary—poised to thrive in a landscape where technical innovation and compliance are no longer mutually exclusive.

    The executive order marks a pivotal moment in crypto’s evolution, signaling a shift away from speculative cycles and toward practical, scalable ecosystems. Projects designed with regulatory foresight—especially those that enable real-world use cases—are expected to take the lead.

    Bitcoin Solaris: Aligned with the New Regulatory Standard
    Bitcoin Solaris was built for this moment. With a hybrid Proof-of-Work/Delegated Proof-of-Stake consensus model, BTC-S combines robust security with lightning-fast performance and energy efficiency—meeting emerging compliance and sustainability expectations.

    Key highlights of the Bitcoin Solaris network include:

    • Energy Efficiency: 99.95% lower consumption than traditional mining networks
    • Mobile-First Mining: The Solaris Nova App allows mining directly from mobile devices
    • Smart Contract Capabilities: Built with Rust, enabling DeFi, NFTs, gaming, and enterprise apps
    • Cross-Chain Integration: Native bridges to Solana for seamless interoperability
    • Regulatory-Ready Governance: Slashing and dynamic validator elections ensure network integrity

    The Fastest-Growing Crypto of 2025? Explore BTC-S Now

    Explosive Momentum: Presale That’s Rewriting Records

    With only 8 weeks left, the Bitcoin Solaris presale is proving to be one of the shortest and most explosive in crypto history. The numbers speak for themselves: over 11,000 unique users already onboard, and $1.8M+ raised. The current price is $6, moving to $7 in the next phase—on the way to a $20 launch.

    Investors are jumping in not just for speculative gains, but for utility-driven upside. As regulatory clarity fuels institutional confidence, BTC-S is quickly becoming the smart money’s next favorite asset.

    Referral Program That Rewards Everyone

    Bitcoin Solaris’s Double Rewards Referral Program turns community members into growth catalysts. Here’s how it works:

    • Referrers receive a 5% commission in BTC-S for every purchase made through their link.
    • Referred users also get a 5% bonus on their purchase.

    This dual-incentive approach isn’t just generous—it’s smart. It builds grassroots momentum, turns everyday crypto users into evangelists, and fosters long-term engagement.

    To join, users simply log in at bitcoinsolaris.com, grab their referral link, and share it through social platforms or directly with their network.

    Why Influencers Are Talking

    As the presale gains steam, the broader crypto community is paying attention. A detailed review by Token Empire covers how Bitcoin Solaris is building real momentum while other projects chase trends. With mentions spreading across Telegram and X, it’s clear this is not a quiet launch—it’s a coordinated wave.

    Final Thoughts: Regulatory Winds Favor the Prepared

    President Trump’s executive order is merely the spark. The real fire is being built by projects that align with the future of compliant, scalable, and accessible blockchain ecosystems. Bitcoin Solaris doesn’t just meet those standards—it anticipates them.

    With sustainable mining, mobile accessibility, and an infrastructure built for long-term value, BTC-S offers something rare in crypto: clarity, utility, and regulatory foresight. For early investors, the timing couldn’t be better.

    For more information:
    Website: https://www.bitcoinsolaris.com
     Telegram: https://t.me/Bitcoinsolaris
     X: https://x.com/BitcoinSolaris

    Media Contact
    Xander Levine
    press@bitcoinsolaris.com
    Press Kit: Available upon request

    Disclaimer: This is a paid post and is provided by Bitcoin Solaris. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. We do not guarantee any claims, statements, or promises made in this article. This content is for informational purposes only and should not be considered financial, investment, or trading advice.Investing in crypto and mining-related opportunities involves significant risks, including the potential loss of capital. It is possible to lose all your capital. These products may not be suitable for everyone, and you should ensure that you understand the risks involved. Seek independent advice if necessary. Speculate only with funds that you can afford to lose. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. However, due to the inherently speculative nature of the blockchain sector—including cryptocurrency, NFTs, and mining—complete accuracy cannot always be guaranteed.Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility.Globenewswire does not endorse any content on this page.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We assume no responsibility for any inaccuracies, errors, or omissions. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    Photos accompanying this announcement are available at:

    https://www.globenewswire.com/NewsRoom/AttachmentNg/75b23ca3-cdd6-4484-94ab-7a9495b3da46

    https://www.globenewswire.com/NewsRoom/AttachmentNg/fbab1640-63df-4306-9e6a-19b476b23224

    https://www.globenewswire.com/NewsRoom/AttachmentNg/ec8b8860-3878-4e92-b454-347ed497d033

    https://www.globenewswire.com/NewsRoom/AttachmentNg/7513f830-a25f-44c6-bb52-f11d358b9a75

    The MIL Network –

  • MIL-OSI: CareCloud to Present on AI Innovation at Maxim Group’s 2025 Virtual Tech Conference on June 3, 2025

    Source: GlobeNewswire (MIL-OSI)

    Somerset, N.J., June 02, 2025 (GLOBE NEWSWIRE) — CareCloud, Inc. (Nasdaq: CCLD, CCLDO) (“CareCloud” or the “Company”), a leader in AI-driven healthcare technology solutions for medical practices and health systems nationwide, announced today that its Co-Chief Executive Officers have been invited to participate in the “2025 Virtual Tech Conference: Discover the Innovations Reshaping Tomorrow,” presented by Maxim Group LLC. The Healthcare IT Panel, featuring CareCloud, will take place on Tuesday, June 3, 2025, at 11:00 a.m. EDT.

    CareCloud will join the Healthcare IT Panel to share how artificial intelligence is transforming every facet of healthcare delivery—from clinical decision support and administrative automation to revenue optimization.

    The conference, hosted on M-Vest, will showcase how emerging growth companies are leveraging transformative technologies such as Quantum Computing and Artificial Intelligence (“AI”) to position themselves for long-term success. Moderated by Maxim Group Senior Analysts, the event will include insightful conversations with CEOs and executive leaders driving innovation in their respective industries.

    To attend the conference and view CareCloud’s presentation, participants must register as an M-Vest member.

    Click here to learn more and reserve your seat

    About CareCloud

    CareCloud (Nasdaq: CCLD, CCLDO) brings disciplined innovation to the business of healthcare. Our suite of AI and technology-enabled solutions helps clients increase financial and operational performance, streamline clinical workflows and improve the patient experience. More than 40,000 providers count on CareCloud to help them improve patient care, while reducing administrative burdens and operating costs. Learn more about our products and services, including revenue cycle management (RCM), practice management (PM), electronic health records (EHR), business intelligence, patient experience management (PXM) and digital health, at carecloud.com.

    Follow CareCloud on LinkedIn, X and Facebook.

    For additional information, please visit our website at carecloud.com. To listen to video presentations by CareCloud’s management team, read recent press releases and view the latest investor presentation, please visit ir.carecloud.com.

    About Maxim Group LLC

    Maxim Group LLC is a full-service investment banking, securities and wealth management firm headquartered in New York. The Firm provides a full array of financial services including investment banking; private wealth management; and global institutional equity, fixed-income and derivatives sales & trading, equity research and prime brokerage services. Maxim Group is a registered broker-dealer with the U.S. Securities and Exchange Commission (SEC) and the Municipal Securities Rulemaking Board (MSRB) and is a member of FINRA SIPC, and NASDAQ. To learn more about Maxim Group, visit maximgrp.com

    Disclaimer

    This press release is for information purposes only and does not constitute an offer to sell or solicitation of an offer to buy, nor shall there be any sale of these securities in any state or other jurisdiction in which such offer, solicitation or sale would be unlawful prior to the registration or qualification under the securities laws of such state or jurisdiction.

    Forward-Looking Statements

    This press release contains various forward-looking statements within the meaning of the safe harbor provisions of the U.S. Private Securities Litigation Reform Act of 1995. These statements relate to anticipated future events, future results of operations or future financial performance. In some cases, you can identify forward-looking statements by terminology such as “may,” “might,” “will,” “shall,” “should,” “could”, “intends,” “expects,” “plans,” “goals,” “projects,” “anticipates,” “believes,” “seeks,” “estimates,” “predicts,” “possible,” “potential,” “target,” or “continue” or the negative of these terms or other comparable terminology.

    Our operations involve risks and uncertainties, many of which are outside our control, and any one of which, or a combination of which, could materially affect our results of operations and whether the forward-looking statements ultimately prove to be correct. Forward-looking statements in this press release include, without limitation, statements reflecting management’s expectations for future financial performance and operating expenditures, expected growth, profitability and business outlook, the impact of pandemics on our financial performance and business activities, and the expected results from the integration of our acquisitions.

    These forward-looking statements are neither historical facts nor assurances of future performance. Instead, they are only predictions, are uncertain and involve substantial known and unknown risks, uncertainties and other factors which may cause our (or our industry’s) actual results, levels of activity or performance to be materially different from any future results, levels of activity or performance expressed or implied by these forward-looking statements. New risks and uncertainties emerge from time to time, and it is not possible for us to predict all of the risks and uncertainties that could have an impact on the forward-looking statements, including without limitation, risks and uncertainties relating to the Company’s ability to manage growth, migrate newly acquired customers and retain new and existing customers, maintain cost-effective global operations, increase operational efficiency and reduce operating costs, predict and properly adjust to changes in reimbursement and other industry regulations and trends, retain the services of key personnel, develop new technologies, upgrade and adapt legacy and acquired technologies to work with evolving industry standards, compete with other companies’ products and services competitive with ours, and other important risks and uncertainties referenced and discussed under the heading titled “Risk Factors” in the Company’s filings with the Securities and Exchange Commission.

    The statements in this press release are made as of the date of this press release, even if subsequently made available by the Company on its website or otherwise. The Company does not assume any obligations to update the forward-looking statements provided to reflect events that occur or circumstances that exist after the date on which they were made.

    SOURCE: CareCloud

    Company Contact: 
    Norman Roth 
    Interim Chief Financial Officer and Corporate Controller 
    CareCloud, Inc.
    nroth@carecloud.com 

    Investor Contact:
    Stephen Snyder 
    Co-Chief Executive Officer 
    CareCloud, Inc. 
    ir@carecloud.com

    The MIL Network –

  • MIL-OSI: Oportun Issues Letter to Stockholders and Mails Definitive Proxy Materials

    Source: GlobeNewswire (MIL-OSI)

    Highlights strong momentum in driving profitable growth and delivering stockholder value

    Urges stockholders to vote “FOR” Oportun’s two highly qualified nominees – Raul Vazquez and Carlos Minetti – on the GREEN proxy card

    Launches VoteForOportun.com, providing additional information for stockholders

    SAN CARLOS, Calif., June 02, 2025 (GLOBE NEWSWIRE) —  Oportun (Nasdaq: OPRT), a mission-driven financial services company, today issued a letter to stockholders detailing the progress Oportun’s experienced management team and Board of Directors have made in driving financial and operational performance.

    The letter highlights information critical for stockholders to know ahead of Oportun’s upcoming 2025 Annual Meeting of Stockholders (the “Annual Meeting”), including that:

    • Oportun’s decisive actions to improve credit outcomes, strengthen business economics and identify high-quality originations are yielding concrete results as reflected in the Company’s Q1 2025 performance:
      • Aggregate originations grew by nearly 40% year-over-year;
      • Adjusted operating expense ratio reached 13.3%, its second lowest ever as a public company; and
      • Strong credit metrics, including a fifth consecutive year-over-year decline in 30+ day delinquency rate.
    • The Company continues to expect 2025 adjusted EPS guidance of $1.10 to $1.30 reflecting year-over-year growth of 53% to 81%.
    • The Company’s strong momentum has translated to total stockholder returns that have significantly outperformed its peers and the broader markets year-to-date, over the last six months and over the past year.
    • Oportun’s Board is uniquely qualified to oversee continued value creation, with critical expertise in areas that are essential to Oportun’s business.
    • Findell Capital Management’s proposal to remove CEO Raul Vazquez from the Board would jeopardize the continuity, leadership and business insight needed to continue the Company’s significant progress, and would send a disruptive message to employees and stakeholders.
    • Compared to Mr. Vazquez’s proven leadership and deep understanding of Oportun’s business, Findell Capital’s nominee falls short of the necessary experience and expertise needed to effectively oversee the execution of the Company’s strategic objectives.

    Oportun also recently mailed its definitive proxy materials in connection with the Annual Meeting. Stockholders of record as of May 27, 2025 are entitled to vote at the Annual Meeting, which will be held on July 18, 2025.

    To ensure Oportun’s progress continues, Oportun’s Board urges stockholders to vote “FOR” Oportun’s two highly qualified nominees – Raul Vazquez and Carlos Minetti – using the GREEN proxy card or GREEN voting instruction form. The letter to stockholders, definitive proxy materials and other important information related to the Annual Meeting can be found at VoteForOportun.com.

    The full text of the letter to stockholders follows:

    Dear Fellow Stockholders,

    The 2025 Annual Meeting of Stockholders (the “Annual Meeting”) of Oportun Financial Corporation (“Oportun” or the “Company”) is scheduled to be held on July 18, 2025. You have an important decision to make to support the continued execution of Oportun’s strategy to drive profitable growth and deliver stockholder value.

    Enclosed you will find materials that describe Oportun’s strategy and the progress we have made to streamline the Company’s product portfolio, reduce costs and increase profitability, driven by our experienced management team and overseen by our Board of Directors (the “Board”).

    We encourage you to review these materials carefully and vote today FOR each of the Company’s nominees standing for election at the Annual Meeting — Raul Vazquez and Carlos Minetti — using the enclosed GREEN proxy card.

    Overview of Oportun & Our History

    Over the past 19 years, Oportun has been guided by our mission: to provide inclusive, affordable financial services that empower hardworking people to build better futures.

    By offering responsible credit at lower costs than typical alternatives, we serve individuals who are often overlooked and poorly served by traditional financial institutions. This has enabled us to extend over $20 billion in credit and help more than 1.3 million members build credit histories. Our strong customer loyalty is reflected in Net Promoter Scores consistently at or above 75 — well above industry norms.

    To provide some background on how our strategy has evolved, we saw a compelling opportunity to extend our impact across underserved communities, deepen our relationship with our loyal members and unlock long-term value for stockholders by expanding our offerings and growing our loan portfolio from $5 million in 2009 to approximately $3 billion today. Supported by robust customer demand for holistic financial solutions as well as favorable credit and market conditions — including low inflation, interest rates, oil prices and unemployment — we embarked on our growth strategy.

    We executed our growth strategy with discipline, expanding first into credit cards and then into secured personal loans before acquiring Digit in December of 2021, which added savings, investing and budgeting capabilities to our platform. We delivered strong growth and record aggregate originations in 2021, while maintaining some of the lowest net charge-off and 30+ day delinquency rates in our history.

    Beginning in early 2022, however, the world changed — rapidly and unexpectedly. The war in Ukraine triggered a sharp increase in oil and energy prices, and supply chain disruptions contributed to rising and sustained inflation. The Federal Reserve began a series of rate increases to tame inflation, which led to a higher cost of capital for financial services companies. As a result, many financial services companies faced significant pressure, with some going out of business altogether.

    Oportun was not immune to those headwinds. Our cost of capital increased significantly and many of our members, who typically have modest incomes and limited savings, were disproportionately affected by rising inflation and a higher cost of living, which impacted their ability to repay loans.

    Our Response to Significant Macroeconomic Disruption

    The management team and Board determined that our growth-focused strategy was no longer prudent under those economic conditions and took action to reposition the Company. We responded swiftly by shifting our focus from growth to profitability and predictability, realigning our business around our core strengths.

    After initially tightening credit in the third quarter of 2021, we proactively announced further significant credit actions during our second quarter 2022 earnings call — despite meeting or exceeding all guidance metrics, including credit. We also announced our intention to significantly reduce operating expense growth to flat in the second half of 2022 compared to the first.

    We continued to tighten credit in subsequent quarters, leading to an approximately 600 basis point reduction in first quarter 2025 losses for recent loan vintages compared to early 2022 vintages. We also took decisive steps to reduce our cost structure, including four reductions-in-force and targeted operational streamlining. Those initiatives — which also included non-personnel expense cuts, the exit of capital-intensive products and the sale of our credit card portfolio — eliminated approximately $240 million in annualized expenses.

    Today, Oportun is focused on three strategic priorities to drive sustainable, profitable growth:

    • Improving credit outcomes
    • Strengthening business economics
    • Identifying high-quality originations

    Our Business Transformation is Yielding Measurable Results

    While we recognize that there is more work to do, our team is executing well. Our progress across each of our strategic priorities is evident in our recent financial results.

    During the first quarter of 2025, we grew aggregate originations by nearly 40% year-over-year while delivering strong credit metrics, including our fifth consecutive year-over-year decline in 30+ day delinquency rate. Our adjusted operating expense ratio of 13.3% was also our second lowest ever as a public company, underscoring our ongoing focus on expense discipline.

    Supported by a more efficient cost structure and improved credit performance, we believe Oportun is well-positioned to deliver strong financial results in 2025. We continue to expect 2025 adjusted EPS guidance of $1.10 to $1.30 reflecting year-over-year growth of 53% to 81%.

    The market has recognized our progress: our total stockholder returns have significantly outperformed our peers and the broader markets year-to-date, over the last six months and over the past year.

    Today, Oportun is stronger, more resilient and more focused than it was three years ago. We are confident in our ability to deliver sustainable, profitable growth going forward.

    Our Board & Governance

    At this year’s Annual Meeting, Oportun is nominating two candidates for election to the Board: Raul Vazquez, Oportun’s CEO, and Carlos Minetti, one of our independent directors.

    As Oportun’s CEO, Mr. Vazquez has unique insight into the day-to-day operation of our business and has been instrumental in leading Oportun through its transformation as well as through several credit and economic cycles. As a significant stockholder, his interests are strongly aligned with those of our investors, reinforcing his commitment to long-term success.

    Mr. Minetti is one of the Board’s newest directors, having been appointed in February 2024. He has more than 35 years of experience in the financial services industry, including expertise in consumer lending and credit risk. He has held leadership roles at companies like Stripe, Discover and American Express.

    If elected, Mr. Vazquez and Mr. Minetti will serve alongside the Company’s six other directors, each of whom has played an important role in overseeing our progress. These directors bring critical expertise in areas that are essential to our business, including financial services, credit risk, consumer lending, government regulation, capital markets and technology.

    In addition to the election of directors, stockholders can also vote at this year’s Annual Meeting on proposals to amend the Company’s governing documents to declassify the Board and allow stockholders to amend and approve amendments to our governing documents with a simple majority vote. These two proposals reflect our ongoing commitment to effective oversight and governance and, if approved, would enhance stockholder rights and strengthen accountability.

    This Year’s Annual Meeting

    Despite the meaningful progress we have made, one of our stockholders, Findell Capital Management, LLC (together with its affiliates, “Findell”) is once again pursuing a proxy contest, this time seeking to remove our CEO from the Board and replace him with its own candidate.

    Over the last several years, we have engaged extensively with Findell in good faith. Since the beginning of 2023, members of the Board and management team have had dozens of interactions with Findell’s principal to understand his perspective and explore areas for alignment.

    We have objectively considered Findell’s suggestions and embraced more than a few of its recommendations, including recently when we determined to reduce the size of the Board and appoint a new Lead Independent Director after the Annual Meeting. We have also independently undertaken initiatives consistent with Findell’s feedback, including reducing expenses, streamlining our business and enhancing our corporate governance profile.

    We do not believe Findell’s nominee is a suitable replacement for Mr. Vazquez. Removing our CEO from the Board would jeopardize the continuity, leadership and business insight we need to continue the significant progress we’ve made, and would send a disruptive message to our employees and other stakeholders.

    Thank you for your support and investment in Oportun as we continue to work to create value on behalf of all stakeholders.

    Sincerely,
    The Oportun Financial Corporation Board of Directors

    Your Vote Is Important!

    Please vote on the GREEN proxy card “FOR” the Company’s two nominees, and “WITHHOLD” on Findell’s candidate, using one of the following options:

    • Online – Follow the instructions set forth on the enclosed GREEN proxy card to vote via the Internet,
    • Phone – Follow the instructions set forth on the enclosed GREEN proxy card to vote by telephone, or
    • Mail – Mark, sign and date the enclosed GREEN proxy card and return it in the postage-paid envelope provided.

    Remember, please discard and do not sign any white Findell proxy card. If you have already voted using a white proxy card, you may cancel that vote simply by voting again using the Company’s GREEN proxy card. Only your latest-dated vote will count!

    If you have any questions about how to vote your shares, please call the firm assisting us with the solicitation of proxies:

    INNISFREE M&A INCORPORATED
    Shareholders may call:
    (877) 800-5195 (toll-free from the U.S. and Canada) or
    +1 (412) 232-3651 (from other countries)

    About Oportun

    Oportun (Nasdaq: OPRT) is a mission-driven financial services company that puts its members’ financial goals within reach. With intelligent borrowing, savings, and budgeting capabilities, Oportun empowers members with the confidence to build a better financial future. Since inception, Oportun has provided more than $20.3 billion in responsible and affordable credit, saved its members more than $2.4 billion in interest and fees, and helped its members set aside an average of more than $1,800 annually. For more information, visit Oportun.com.

    Cautionary Statement on Forward-Looking Statements 
    Certain statements in this communication are “forward-looking statements”. These forward-looking statements are subject to the safe harbor provisions under the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended and Section 21E of the Securities Exchange Act of 1934, as amended. All statements other than statements of historical fact contained in this communication, including statements as to our future performance, financial position and our strategic initiatives, and the Annual Meeting, are forward-looking statements. These statements can be generally identified by terms such as “expect,” “plan,” “goal,” “target,” “anticipate,” “assume,” “predict,” “project,” “outlook,” “continue,” “due,” “may,” “believe,” “seek,” or “estimate” and similar expressions or the negative versions of these words or comparable words, as well as future or conditional verbs such as “will,” “should,” “would,” “likely” and “could.” These statements involve known and unknown risks, uncertainties, assumptions and other factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements. We have based these forward-looking statements on our current expectations and projections about future events, financial trends and risks and uncertainties that we believe may affect our business, financial condition and results of operations. These risks and uncertainties include those risks described in our filings with the Securities and Exchange Commission, including our most recent annual report on Form 10-K for the year ended December 31, 2024, as well as our subsequent filings with the SEC. These forward-looking statements speak only as of the date on which they are made and, except to the extent required by federal securities laws, we disclaim any obligation to update any forward-looking statement to reflect events or circumstances after the date on which the statement is made or to reflect the occurrence of unanticipated events, except as required by law. In light of these risks and uncertainties, there is no assurance that the events or results suggested by the forward-looking statements will in fact occur, and you should not place undue reliance on these forward-looking statements. 

    Non-GAAP Financial Measures 
    This communication includes the presentation and discussion of certain financial measures that are not calculated in accordance with U.S. Generally Accepted Accounting Principles (“GAAP”).  

    Adjusted Net Income is a non-GAAP financial measure defined as net income adjusted to eliminate the effect of certain items. We believe that Adjusted Net Income is an important measure of operating performance because it allows management, investors, and our Board of Directors to evaluate and compare our operating results, including return on capital and operating efficiencies, from period to period, excluding the after-tax impact of non-cash, stock-based compensation expense and certain non-recurring charges. 

    Adjusted Earnings (Loss) Per Share is a non-GAAP financial measure defined as Adjusted Net Income divided by weighted average diluted shares outstanding. We believe Adjusted Earnings (Loss) Per Share is an important measure because it allows management, investors and our Board of Directors to evaluate the operating results, operating trends and profitability of the business in relation to diluted adjusted weighted-average shares outstanding. 

    Adjusted Operating Expense is a non-GAAP financial measure defined as total operating expenses adjusted to exclude stock-based compensation expense and certain non-recurring charges, such as expenses associated with our workforce optimization, and other non-recurring charges. Other non-recurring charges include litigation reserve, impairment charges, and debt amendment costs related to our corporate financing facility. We believe Adjusted Operating Expense is an important measure because it allows management, investors and our Board of Directors to evaluate and compare our operating costs from period to period, excluding the impact of non-cash, stock-based compensation expense and certain non-recurring charges. 

    Adjusted Operating Expense Ratio is a non-GAAP financial measure defined as Adjusted Operating Expense divided by Average Daily Principal Balance. We believe Adjusted Operating Expense Ratio is an important measure because it allows management, investors and our Board of Directors to evaluate how efficiently we are managing costs relative to revenue and Average Daily Principal Balance. 

    See below for a reconciliation of the 2025 non-GAAP figures provided in this document to the corresponding GAAP figure:  

    RECONCILIATION OF NON-GAAP FINANCIAL MEASURES
    (in millions, unaudited)
        Three Months Ended
    March 31,
    Adjusted Operating Expense Ratio   2025     2024  
    OpEx Ratio   13.9%     15.5%  
             
    Total Operating Expense   $92.7     $109.6  
    Adjustments:        
    Stock-based compensation expense    (2.8)     (4.0)  
    Workforce optimization expenses    0.1     (0.8)  
    Other non-recurring charges    (1.0)     (3.1)  
    Total Adjusted Operating Expense   $88.9     $101.7  
             
    Average Daily Principal Balance   $2,705.2     $2,851.7  
             
    Adjusted OpEx Ratio   13.3%     14.3%  
             

    Note: Numbers may not foot or cross-foot due to rounding. 

    RECONCILIATION OF FORWARD-LOOKING NON-GAAP FINANCIAL MEASURES
    (in millions, unaudited)
        FY 2025
    Adjusted Net Income and Adjusted EPS   Low   High
    Net income   $23.2   $33.4
    Adjustments:        
    Income tax expense (benefit)   6.3   9.0
    Stock-based compensation expense   13.7   13.7
    Other non-recurring charges   6.0   6.0
    Mark-to-market adjustment on ABS notes       23.5   23.5
    Adjusted income before taxes       $72.6
    		   $85.6
    Normalized income tax expense       19.6   23.1
    Adjusted Net Income       $53.0
    		   $62.5
             
    Diluted weighted-average common shares outstanding   48.0   48.0
             
    Diluted earnings per share   $0.48   $0.70
    Adjusted Earnings Per Share   $1.10   $1.30

    Note: Numbers may not foot or cross-foot due to rounding. 

    This non-GAAP information should be considered as supplemental in nature and is not meant to be considered in isolation from, or as a substitute for, the related financial information prepared in accordance with GAAP. In addition, this non-GAAP financial measure may not be the same as similar measures presented by other companies. We are unable to predict or estimate with reasonable certainty the ultimate outcome of certain items required for corresponding GAAP measures without unreasonable effort. Information about the adjustments that are not currently available to the Company could have a potentially unpredictable and significant impact on future GAAP results. 

    Investor Contact
    Dorian Hare
    (650) 590-4323
    ir@oportun.com

    Innisfree M&A Incorporated
    Scott Winter / Gabrielle Wolf / Jonathan Kovacs
    (212) 750-5833

    Media Contact
    FGS Global
    John Christiansen / Bryan Locke
    Oportun@fgsglobal.com

    The MIL Network –