Category: Sport and recreation

  • MIL-OSI USA: Governor Stein Announces Nearly $11 Million for Great Trails State Program Projects in the Piedmont

    Source: US State of North Carolina

    Headline: Governor Stein Announces Nearly $11 Million for Great Trails State Program Projects in the Piedmont

    Governor Stein Announces Nearly $11 Million for Great Trails State Program Projects in the Piedmont
    lsaito

    Raleigh, NC

    Today, Governor Josh Stein announced that the Department of Natural and Cultural Resources has awarded nearly $11 million to trail development and restoration projects in the Piedmont. The General Assembly authorized these funds as part of the Great Trails State Program. 

    “The Piedmont is known for its cities and world-class universities, but from Pilot Mountain to the Haw River, it’s also home to some of our state’s most amazing wildlife and natural wonders,” said Governor Stein. “This funding will spur local tourism and encourage more people to explore North Carolina’s incredible beauty.”

    “Trails bring outstanding benefits to both urban and rural communities, boosting tourism and economic development,” said Pamela B. Cashwell, secretary of the North Carolina Department of Natural and Cultural Resources. “This generous funding, made possible by the N.C. General Assembly, will help transform the state trails system in the Great Trails State.”

    The General Assembly established the Great Trails State Program in 2023, representing a historic investment of $25 million in North Carolina trails. The program offers matching grants to North Carolina local governments, public authorities, NC Regional Councils of Government, and nonprofit organizations. 

    These awards include projects at more than 70 local trails throughout the state, helping to solidify North Carolina as the Great Trails State. In the Piedmont, 37 local trail projects will benefit from $10,923,111 in Great Trails State Program funding, including improvements to the Haw River State Trail and maintenance on the American Tobacco Trail. Governor Stein previously announced more than $13 million in funding to create and restore trails in western and eastern North Carolina.

    “The 125 member organizations of the Great Trails State Coalition thank the North Carolina General Assembly for creating and funding the Great Trails State Program,” said Palmer McIntyre, director of the N.C. Great Trails State Coalition. “This visionary investment in all types of trails across the state will deliver transformative economic, health, and quality-of-life benefits for communities of all sizes. The Coalition will continue to work alongside N.C. State Parks to support this program.” 

    Local communities applied for grants to fund new trail development or to extend existing trails. This includes paved trails or greenways, natural surface trails, biking trails, equestrian trails, and any other type of trail the Department of Natural and Cultural Resources recognizes. Projects could include planning and feasibility studies, design and engineering, acquisition of land for trail development, trail construction, and maintenance of existing trails. Applicants were required to provide matching funds, based on their county tier designation. The N.C. Division of Parks and Recreation received 89 applications requesting $28 million, and 79 projects were selected. More than $44.5 million was provided in matching funds for a total trails investment exceeding $69.3 million.

    Piedmont North Carolina grant recipients and amounts: 

    • Alamance County: Alamance County, $150,000 for HRST – Riverwide Enhancements
    • Alamance County: Alamance County, $190,000 for Shallow Ford Expansion and Enhancements
    • Cabarrus County: City of Concord, $500,000 for Concord McEachern Greenway Extension
    • Cabarrus County: City of Kannapolis, $145,000 for Irish Buffalo Creek Greenway Phase 2
    • Chatham County: Chatham County, $251,294 for Haw River State Trail Pegg Tract Improvements
    • Chatham County: Chatham County, $75,000 for Deep River State Trail Feasibility Study for Chatham County
    • Davidson County: City of Thomasville, $100,000 for Memorial Park Drive Greenway Expansion Design & Engineering
    • Durham County: City of Durham, $500,000 for American Tobacco Trail Maintenance
    • Durham County: Durham County, $500,000 for Durham-to-Roxboro Rail Trail Corridor Acquisition
    • Durham and Wake County: Triangle Land Conservancy, $137,092 for Old Creedmoor Trail System
    • Forsyth County: Piedmont Triad Regional Council, $500,000 for Piedmont Greenway: Triad Park/Reedy Fork Segment – Phases 1 and 2
    • Franklin County: Town of Franklinton, $500,000 for Franklinton Nature Preserve
    • Franklin County: Town of Louisburg, $100,000 for Joyner Park Trail Project
    • Granville County: Town of Butner, $500,000 for East Lyon Station Greenway Extension
    • Guilford County: Town of Summerfield, $500,000 for Bandera Farms Park Trails: Piedmont Greenway + Equestrian Trails
    • Harnett County: Harnett County, $230,538 for South River Road Greenway – Phase 1
    • Hoke County: City of Raeford, $175,480 for City Pond Trails and Park Design and Engineering
    • Johnston County: Town of Selma, $500,000 for Selma MST Nature Preserve Trail Phase I
    • Johnston County: Johnston County, $225,000 for Neuse River Trail – Talton Property
    • Orange County: Town of Chapel Hill, $399,000 for Construction of Tanyard Branch Trail Neighborhood Connector
    • Orange County: Orange County, $101,178 for Seven Mile Creek Natural Area Mountains-to-Sea Trail Expansion
    • Randolph County: City of Asheboro, $134,000 for North Asheboro Greenway Design and Engineering
    • Randolph County: Randolph County, $175,000 for DRST Harlan Creek Bridge Design/Engineering
    • Randolph County: Randolph County, $172,000 for Randleman Dam to Randleman Blueway/Paddleway
    • Randolph County: City of Archdale, $143,250 for Hope Valley Road Trail Extension
    • Rockingham County: Town of Mayodan, $251,185 for Farris Memorial Park Trail
    • Rockingham County: Rockingham County Tourism Development Authority, $298,872 for Hogan’s Creek Trail
    • Rowan County: Town of Spencer, $460,000 for Stanback Educational Forest – Rocky Branch Loop Trail
    • Union County: Village of Marvin, $491,925 for Marvin Loop Greenway Completion Project
    • Union County: Town of Waxhaw, $250,000 for Twelve Mile Creek Greenway – Prescot Connector
    • Wake County: Town of Holly Springs, $300,000 for Middle Creek to Camp Branch Greenway
    • Wake County: City of Raleigh, $350,000 for Forest Ridge Park Mountain Bike Trail Extension Project
    • Wake County: City of Raleigh, $400,000 for Marsh Creek Trail Corridor Planning & Feasibility Study
    • Wake County: Town of Apex, $200,000 for Design and Engineering for Reedy Branch Greenway
    • Wake County: Town of Wendell, $500,000 for Buffalo Creek Greenway Phase I
    • Wake County: Town of Morrisville, $417,297 for Sawmill Creek Greenway
    • Warren County: Warren County, $100,000 for Buck Spring Trail Accessibility Improvements 
    Jul 31, 2025

    MIL OSI USA News

  • MIL-OSI Africa: Cricket’s great global divide: elite schools still shape the sport

    Source: The Conversation – Africa – By Habib Noorbhai, Professor (Health & Sports Science), University of Johannesburg

    If you were to walk through the corridors of some of the world’s leading cricket schools, you might hear the crack of leather on willow long before the bell for the end of the day rings.

    Across the cricketing world, elite schools have served as key feeder systems to national teams for decades. They provide young players with superior training facilities, high-level coaching and competitive playing opportunities.

    This tradition has served as cricket’s most dependable talent pipeline. But is it a strength or a symptom of exclusion?

    My recent study examined the school backgrounds of 1,080 elite men’s cricketers across eight countries over a 30-year period. It uncovered telling patterns.


    Read more: Cricket: children are the key to the future of the game, not broadcast rights


    Top elite cricket countries such as South Africa, England and Australia continue to draw heavily from private education systems. In these nations, cricket success seems almost tied to one’s school uniform.

    I argue that if cricket boards want to promote equity and competitiveness, they will need to broaden the talent search by investing in grassroots cricket infrastructure in under-resourced areas.

    For cricket to be a sport that anyone with talent can succeed in, there will need to be more school leagues and entry-level tournaments as well as targeted investment in community-based hubs and non-elite school zones.

    Findings

    South Africa is a case in point. My previous study in 2020 outlined that more than half of its national players at One-Day International (ODI) World Cups came from boys-only schools (mostly private).

    These schools are often well-resourced, with turf wickets, expert coaches and an embedded culture of competition. Unsurprisingly, the same schools tend to produce a high number of national team batters, as they offer longer game formats and better playing surfaces. Cricket’s colonial origins have influenced the structure and culture of school cricket being tied to a form of privilege.


    Read more: Elite boys’ schools still shape South Africa’s national cricket team


    In Australia and England, the story is not very different. Despite their efforts to diversify player sourcing, private schools still dominate. Even in cricketing nations that celebrate working-class grit, such as Australia, private school players continue to shape elite squads.

    The statistics say as much; for example: about 44% of Australian Ashes test series players since 2010 attended private schools, and for England, the figure is 45%. That’s not grassroots, it could be regarded as gated turf…

    Proportion of elite male cricketers by school type. Habib Noorbhai

    Yet not all countries follow this route. The West Indies, Pakistan and Sri Lanka reflect very different models. Club cricket, informal play and community academies provide their players with opportunities to rise. These countries have lower reliance on private schools. Some of their finest players emerged from modest public schooling or neighbourhood cricketing networks.

    India provides an interesting hybrid. Although elite schools such as St. Xavier’s and Modern School contribute players, most national stars emerge from public institutions or small-town academies. The explosion of the Indian Premier League since 2008 has also democratised access, pulling in talent from previously overlooked and underdeveloped cities.

    In these regions, scouting is based on potential, not privilege.

    So why does this matter?

    At first glance, elite schools producing elite cricketers might appear logical. These institutions have the resources to nurture talent. But scratch beneath the surface and troubling questions appear.

    Are national teams truly reflecting their countries? Or are they simply echo chambers of social advantage?


    Read more: Cricket inequalities in England and Wales are untenable – our report shows how to rejuvenate the game


    In South Africa, almost every Black African cricketer to represent the country has come through a private school (often on scholarship). That suggests that talent without access remains potentially invisible. It also places unfair pressure on the few who make it through, as if they carry the hopes of entire communities.

    I found that in England, some county systems have started integrating players from state schools, but progress is slow. In New Zealand, where cricket is less centralised around private institutions, regional hubs and public schools have had more success in spreading opportunities. However, even there, Māori and Pasifika players remain underrepresented in elite squads.

    Four steps that can be taken

    1. One solution lies in recognising that schools don’t have a monopoly on talent. Cricket boards must increase investment in grassroots infrastructure, particularly in under-resourced areas. Setting up community hubs, supporting school-club partnerships and more regional competitions could discover hidden talent.

    2. Another step is to improve the visibility and reach of scouting networks. Too often, selection favours players from known institutions. By diversifying trial formats and leveraging technology (such as video submissions or performance-tracking apps), selectors can widen their net. It’s already happening in India, where IPL scouts visit the most unlikely of places.

    3. Coaching is another stumbling block. In many countries, high-level coaches are clustered in elite schools. National boards should consider optimising salaries as well as rotating certified coaches into public schools and regional academies. They should also ensure coaches are developed to be equipped to work with diverse learners and conditions.

    4. Technology offers other exciting possibilities too. Virtual simulations, motion tracking and AI-assisted video reviews are now common in high-performance centres. Making simplified versions available to lower-income schools could level the playing field. Imagine a township bowler in South Africa learning to analyse their technique using only a smartphone and a free app?

    Fairness in sport

    The conversation about schools and cricket is not just about numbers or stats. It is about fairness. Sport should be the great leveller, not another mechanism of exclusion. If cricket is to thrive, it needs to look beyond scoreboards and trophies. It must ask who gets to play and who never gets seen?


    Read more: Why is cricket so popular on the Indian sub-continent?


    A batter from a village school in India, a wicket-keeper from a government school in Sri Lanka or a fast bowler in a South African township; each deserves the chance to be part of the national story. Cricket boards, policymakers and educators must work together to make that possible.

    The game will only grow when it welcomes players from all walks of life. That requires more than scholarships. It requires a reset of how we think about talent. Because the next cricket superstar may not wear a crest on their blazer. They may wear resilience on their sleeve.

    – Cricket’s great global divide: elite schools still shape the sport
    – https://theconversation.com/crickets-great-global-divide-elite-schools-still-shape-the-sport-261709

    MIL OSI Africa

  • MIL-OSI Analysis: Cricket’s great global divide: elite schools still shape the sport

    Source: The Conversation – Africa – By Habib Noorbhai, Professor (Health & Sports Science), University of Johannesburg

    If you were to walk through the corridors of some of the world’s leading cricket schools, you might hear the crack of leather on willow long before the bell for the end of the day rings.

    Across the cricketing world, elite schools have served as key feeder systems to national teams for decades. They provide young players with superior training facilities, high-level coaching and competitive playing opportunities.

    This tradition has served as cricket’s most dependable talent pipeline. But is it a strength or a symptom of exclusion?

    My recent study examined the school backgrounds of 1,080 elite men’s cricketers across eight countries over a 30-year period. It uncovered telling patterns.




    Read more:
    Cricket: children are the key to the future of the game, not broadcast rights


    Top elite cricket countries such as South Africa, England and Australia continue to draw heavily from private education systems. In these nations, cricket success seems almost tied to one’s school uniform.

    I argue that if cricket boards want to promote equity and competitiveness, they will need to broaden the talent search by investing in grassroots cricket infrastructure in under-resourced areas.

    For cricket to be a sport that anyone with talent can succeed in, there will need to be more school leagues and entry-level tournaments as well as targeted investment in community-based hubs and non-elite school zones.

    Findings

    South Africa is a case in point. My previous study in 2020 outlined that more than half of its national players at One-Day International (ODI) World Cups came from boys-only schools (mostly private).

    These schools are often well-resourced, with turf wickets, expert coaches and an embedded culture of competition. Unsurprisingly, the same schools tend to produce a high number of national team batters, as they offer longer game formats and better playing surfaces. Cricket’s colonial origins have influenced the structure and culture of school cricket being tied to a form of privilege.




    Read more:
    Elite boys’ schools still shape South Africa’s national cricket team


    In Australia and England, the story is not very different. Despite their efforts to diversify player sourcing, private schools still dominate. Even in cricketing nations that celebrate working-class grit, such as Australia, private school players continue to shape elite squads.

    The statistics say as much; for example: about 44% of Australian Ashes test series players since 2010 attended private schools, and for England, the figure is 45%. That’s not grassroots, it could be regarded as gated turf…

    Yet not all countries follow this route. The West Indies, Pakistan and Sri Lanka reflect very different models. Club cricket, informal play and community academies provide their players with opportunities to rise. These countries have lower reliance on private schools. Some of their finest players emerged from modest public schooling or neighbourhood cricketing networks.

    India provides an interesting hybrid. Although elite schools such as St. Xavier’s and Modern School contribute players, most national stars emerge from public institutions or small-town academies. The explosion of the Indian Premier League since 2008 has also democratised access, pulling in talent from previously overlooked and underdeveloped cities.

    In these regions, scouting is based on potential, not privilege.

    So why does this matter?

    At first glance, elite schools producing elite cricketers might appear logical. These institutions have the resources to nurture talent. But scratch beneath the surface and troubling questions appear.

    Are national teams truly reflecting their countries? Or are they simply echo chambers of social advantage?




    Read more:
    Cricket inequalities in England and Wales are untenable – our report shows how to rejuvenate the game


    In South Africa, almost every Black African cricketer to represent the country has come through a private school (often on scholarship). That suggests that talent without access remains potentially invisible. It also places unfair pressure on the few who make it through, as if they carry the hopes of entire communities.

    I found that in England, some county systems have started integrating players from state schools, but progress is slow. In New Zealand, where cricket is less centralised around private institutions, regional hubs and public schools have had more success in spreading opportunities. However, even there, Māori and Pasifika players remain underrepresented in elite squads.

    Four steps that can be taken

    1. One solution lies in recognising that schools don’t have a monopoly on talent. Cricket boards must increase investment in grassroots infrastructure, particularly in under-resourced areas. Setting up community hubs, supporting school-club partnerships and more regional competitions could discover hidden talent.

    2. Another step is to improve the visibility and reach of scouting networks. Too often, selection favours players from known institutions. By diversifying trial formats and leveraging technology (such as video submissions or performance-tracking apps), selectors can widen their net. It’s already happening in India, where IPL scouts visit the most unlikely of places.

    3. Coaching is another stumbling block. In many countries, high-level coaches are clustered in elite schools. National boards should consider optimising salaries as well as rotating certified coaches into public schools and regional academies. They should also ensure coaches are developed to be equipped to work with diverse learners and conditions.

    4. Technology offers other exciting possibilities too. Virtual simulations, motion tracking and AI-assisted video reviews are now common in high-performance centres. Making simplified versions available to lower-income schools could level the playing field. Imagine a township bowler in South Africa learning to analyse their technique using only a smartphone and a free app?

    Fairness in sport

    The conversation about schools and cricket is not just about numbers or stats. It is about fairness. Sport should be the great leveller, not another mechanism of exclusion. If cricket is to thrive, it needs to look beyond scoreboards and trophies. It must ask who gets to play and who never gets seen?




    Read more:
    Why is cricket so popular on the Indian sub-continent?


    A batter from a village school in India, a wicket-keeper from a government school in Sri Lanka or a fast bowler in a South African township; each deserves the chance to be part of the national story. Cricket boards, policymakers and educators must work together to make that possible.

    The game will only grow when it welcomes players from all walks of life. That requires more than scholarships. It requires a reset of how we think about talent. Because the next cricket superstar may not wear a crest on their blazer. They may wear resilience on their sleeve.

    Habib Noorbhai 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. Cricket’s great global divide: elite schools still shape the sport – https://theconversation.com/crickets-great-global-divide-elite-schools-still-shape-the-sport-261709

    MIL OSI Analysis

  • MIL-OSI USA: Senator Marshall: Let’s Get Government Employees Closer to the People They Serve

    US Senate News:

    Source: United States Senator for Kansas Roger Marshall

    Senator Marshall Joins RFD-TV to Discuss USDA Relocation & Trump Trade Deal
    Washington – On Thursday, U.S. Senator Roger Marshall, M.D. (R-Kansas), joined Suzanne Alexander on RFD-TV’s Market Day Report to discuss the USDA coming to Kansas City as part of their relocation efforts, President Trump’s trade deals and their significance to American agriculture, and his legislation to bring farmers more clarity, the Clear Waters Act.

    Click HERE or on the image above to listen to Senator Marshall’s full interview.
    On USDA reorganization:
    “You know, the farmers and ranchers were the original conservationists, and we need to keep bragging on the USDA reorganization. Look, I’m excited to get government employees closer to the people that they serve. So, 4000 USDA employees here in DC, by the way, only 6% of them were working in the offices until January of this year, February of this year. So, we’re going to move about half of those out to the country, and one of those places is Kansas City. And what I’m excited about moving more workers to the Kansas City offices, number one, we get more Kansas City Chiefs fans. But beyond that, they’re going to be closer to my alma mater, Kansas State University, Iowa State University, Nebraska, really some of the strongest ag schools in America, and that’s going to help populate that USDA program there in Kansas City. It’s agriculture economics they focus on, as well as handing out the grants for agriculture research. So, I just think getting USDA workers closer to their customers has to be a good thing. So, I’m excited.”
    On USDA relocation pushback in Congress:
    “Look, I have a great deal of respect for Senator Klobuchar. She’s a good friend, but I we respectfully disagree. This has been well thought out. The first time I met Secretary Rollins in person, back in, goodness, it may have been November, December of last year, she talked about this reorganization. So, I think every member on that committee has had a chance to have her come in and talk about this. This isn’t half-baked. The Assistant Secretary, Steven Vaden, former Judge Vaden, international trade court judge is in charge of this plan. I think it’s well thought out. And again, I just don’t know what American is going to come up to me and say, “It’s not a good idea to move people out of Washington, DC.” I would take two-thirds of the Federal officers that are working here in DC and move them out to those flyover states. It’s just such a different culture here in Washington, DC – it is the swamp. I just think when you have USDA workers going to church, going to soccer games, going to a Kansas State football game together, that they’re going to just have a better product when it’s all said and done.”
    On the Clear Waters Act:
    “Yeah, think about Waters of the US. This has been going on since 1972. You get a Democrat president in office, and they expand what water the US has. And we get President Trump in office, and he tries to cut it back. But what our bill does is clarify this and give our farmers certainty. Look, your listeners understand that a pothole, that a pond, that is not a navigable stream. So, we clearly define what navigable streams are, that it needs to be a body of water that can continuously flow and touches one of those main navigable streams. Kansas only has three navigable streams, for instance, throughout the years. So, it just gives us some clarity. But I want to emphasize to anyone on the other side of this that farmers and ranchers are the best environmentalists. Those that are that are practicing modern precision agriculture are decreasing the drift from their fields by 90% using modern-day agriculture techniques. We’re decreasing 90% of the drip from those fields. But I just want to get the farmers, the ranchers, some certainty, our dairy farmers, people that have feed lots, we need certainty in this area. And look, we’re going to do our best to take care of the environment as well.”
    On the Dairy Pride Act:
    “Well, I think there’s a lot of fake products out there, right? And with all due respect to almond juice and some of the other juices out there, they’re not milk products. As far as I’m concerned. I don’t know why they’re in the milk portion of the grocery store, just like I don’t want plant-based protein sitting beside a hamburger born and raised and processed in Kansas. So, I think again, we just want customers to know what they’re drinking or eating. And almond juice is not milk. And by the way, we’re getting closer and closer to getting whole milk, there it is, whole milk back into schools as well.”
    On how Trump trade deals are benefiting American agriculture:
    “I’m just so ecstatic to see these chickens come home to roost, right? President Trump has used these tariffs to negotiate better trade deals, trade deals that I hope are going to let our grandchildren continue to work on our farms. Look, we’ve not sold a cheeseburger to Europe, a gallon of ethanol to England in my lifetime. So, beyond just the tariffs, what the President is doing is removing non-tariff barriers. And again, your listeners are educated. They understand what China [and] the EU does to keep American agriculture products out of those countries. So, by removing those, we’re going to sell more and more products. And I just, you know, there are lots of things we could talk about, but look at President Trump’s strategy here, how he’s boxing in China. Last night, he announced a deal with South Korea, but beyond that, the EU, Indonesia, the Philippines, Vietnam, Japan, Australia, basically, he’s boxed China in here. China was doing a lot of trans shipments. So, they would make, say, t-shirts or tennis shoes. They would send it to Vietnam and bring it into this country on Vietnam tariff levels. Well, President Trump wasn’t born yesterday, so he’s tightening up that portion, and we’ll get that China trade deal soon, hopefully before the fall. Fall crops need to be harvested.”

    MIL OSI USA News

  • MIL-OSI Submissions: Why some underwater earthquakes cause tsunamis – and others, just little ripples

    Source: The Conversation – UK – By Matthew Blackett, Reader in Physical Geography and Natural Hazards, Coventry University

    After a massive earthquake off the coast of Kamchatka, a peninsula in the far east of Russia, on July 30 2025, the world watched as the resultant tsunami spread from the epicentre and across the Pacific Ocean at the speed of a jet plane.

    In some local areas, such as in Russia’s northern Kuril Islands, tsunami waves reached heights of over three metres. However, across the Pacific there was widespread relief in the hours that followed as the feared scenario of large waves striking coastal communities did not materialise. Why was this?

    Not all underwater earthquakes result in tsunamis. For a tsunami to be generated, the Earth’s crust at the earthquake site must be pushed upwards in a movement known as vertical displacement. This typically occurs during reverse faulting, or its shallow-angled form known as thrust faulting, where one block of the Earth’s crust is forced up and over another, along what is called a fault plane.

    It is no coincidence that this type of faulting movement occurred at a subduction zone on “the Pacific ring of fire”, where the dense oceanic Pacific plate is being forced beneath the less dense Eurasian continental plate.

    These zones are known for generating powerful earthquakes and tsunamis because they are sites of intense compression, which leads to thrust faulting and the sudden vertical movement of the seafloor. Indeed, it was the ring of fire that was also responsible for the two most significant tsunami-generating earthquakes of recent times: the 2004 Indonesian Boxing Day and March 2011 Tohoku earthquakes.

    Why did the Indonesian and Japanese earthquakes generate waves over 30 metres high, but the recent magnitude 8.8 earthquake off Kamchatka (one of the strongest ever recorded) didn’t? The answer lies in the geology involved in these events.

    In the case of the 2004 Indonesian tsunami, the sea floor was measured to have risen by up to five metres within a rupture zone of 750,000 sq km.

    For the tsunami that struck Japan in March 2011, estimates indicate the seafloor was thrust upwards by nearly three metres within a rupture zone of 90,000 sq km.

    Preliminary data from the recent Kamchatka event has been processed into what geologists call a finite fault model. Rather than representing the earthquake as a single point, these models show where and how the crust ruptured, including the length of that rupture in Earth’s crust, its depth and what direction it followed.

    The model results show that the two sides of the fault slipped by up to ten metres along a fault plane of 18°, resulting in about three metres of vertical uplift. Think of it like walking ten metres up an 18° slope: you don’t rise ten metres into the air, you only rise about three metres, because most of your movement is forward rather than upward.

    However, since much of this occurred at depths greater than 20km (over an area of 70,000 sq km) the seabed displacement would probably have been reduced as the overlying rock layers absorbed and diffused the motion before it reached the surface.

    For comparison, the associated slippage for the Tohoku and Indonesian events was as shallow as 5km in places.

    An added complication

    So, while the size of sea floor uplift is key to determining how much energy a tsunami begins with, it is the processes that follow – as the wave travels and interacts with the coastline – that can transform an insignificant tsunami into a devastating wall of water at the shore.

    As a tsunami travels across the open ocean it is often barely noticeable – a long, low ripple spread over tens of kilometres. But as it nears land, the front of the wave slows down due to friction with the seabed, while the back continues at speed, causing the wave to rise in height. This effect is strongest in places where the sea floor gets shallow quickly near the coast.

    The shape of the coastline is also important. Bays, inlets and estuaries can act like funnels that further amplify the wave as it reaches shore. Crescent City in California is a prime example. Fortunately however, when the wave arrived in Crescent City on July 30 2025, it reached a height of just 1.22 metres – still the highest recorded in the continental US.

    So, not every powerful undersea earthquake leads to a devastating tsunami — it depends not just on the magnitude, but on how much the sea floor is lifted and whether that vertical movement reaches the ocean surface.

    In the case of the recent Russian quake, although the slip was substantial, much of it occurred at depth, meaning the energy wasn’t transferred effectively to the water above. All of this shows that while earthquake size is important, it’s the precise characteristics of the rupture that truly decide whether a tsunami becomes destructive or remains largely insignificant.


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

    Matthew Blackett 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 some underwater earthquakes cause tsunamis – and others, just little ripples – https://theconversation.com/why-some-underwater-earthquakes-cause-tsunamis-and-others-just-little-ripples-262352

    MIL OSI

  • MIL-OSI Canada: Triple threat, FIBA 3×3 is a slam dunk for Alberta

    Source: Government of Canada regional news (2)

    MIL OSI Canada News

  • MIL-OSI USA: IAM District 4 Wins Voluntary Recognition for Maryland Veterans Home Nurses

    Source: US GOIAM Union

    In a significant development for healthcare workers at Charlotte Hall Veterans Home in Maryland, PruittHealth, the management company that runs the Home, has voluntarily recognized IAM District 4 as the official bargaining representative for approximately 80 Registered Nurses (RNs) and Licensed Practical Nurses (LPNs) employed at the facility.

    The decision came on July 9, 2025, just days before a union election was scheduled to take place. 

    IAM District 4 Organizer Kevin Gallegher had been in the process of bringing the group to a vote before IAM Eastern Territory International Representative Andrew Hounshell and the company’s legal counsel cordially agreed that PruittHealth would forgo a union election process. The company would instead voluntarily recognize IAM Union representation of the nurses based on a majority showing of support for the union through signed authorization cards.

    The bargaining unit includes all full-time and regular part-time RNs and LPNs at the veterans home, excluding managerial and certain supervisory roles. 

    IAM District 4 already represents multiple groups of workers at Charlotte Hall Veterans Home, including non-professional and service-related staff. Initial IAM representation at the facility started with maintenance staff, but the successful relationship between IAM Union and Charlotte Hall Veterans Home allowed for the IAM’s representation to grow to cover the entire facility’s non-managerial employees.

    “I’m very excited to see my home shop become completely unionized,” said IAM District 4 Business Representative Bonna McCarthy, who previously won voluntary recognition of drivers and the laundry and housekeeping staff with the company. “I’ve always believed we’re stronger together than divided like we have been for the past eight years. I look forward to preparing for negotiations and getting a fair contract so that the nurses’ voices can be heard.”

    Because of its strong presence at Charlotte Hall and its commitment to uplifting and supporting veterans, the IAM Union has put significant effort into bettering the veterans home to benefit all: In 2022, the IAM installed a new entry sign at the home after completely renovating and upgrading the communal courtyard space, all made possible with funds raised by the 2021 IAM International President’s Capital Classic Golf Tournament

    Additionally, IAM Veterans Services conducted collections of household and comfort items at IAM headquarters for Charlotte Hall veterans during the holiday season, and the IAM’s Winpisinger Center staff, which includes Local 4 members, host veterans from the home for lunch multiple times a year.

    “The recognition demonstrates a cooperative approach by PruittHealth to respect workers’ choices and avoid prolonged labor disputes,” said IAM District 4 Directing Business Representative Jay Wadleigh. “We’re proud to represent the staff at Charlotte Hall Veterans Home. We’re proud of the work they do, and we’re proud of the mutually beneficial relationship we have with management that ultimately leads to happy staff and well-cared-for veterans.”

    IAM District 4 now looks forward to entering negotiations with McCarthy at the helm to secure a first contract that reflects the needs and priorities of these dedicated nurses and new union members.

    “IAM District 4 is a strong force for good in Southern Maryland,” said IAM Eastern Territory General Vice President David Sullivan. “Their solidarity and union pride is strong, and we are pleased to welcome the rest of Charlotte Hall Veterans Home staff into our union. These are caregivers of our veterans, and we intend to make all of their lives better through the IAM.”

    The post IAM District 4 Wins Voluntary Recognition for Maryland Veterans Home Nurses appeared first on IAM Union.

    MIL OSI USA News

  • MIL-OSI: The Pink Salt Trick Recipe for Fast Weight Loss Trend in 2025: Why Trimology Is the Science-Backed Alternative

    Source: GlobeNewswire (MIL-OSI)

    New York City, NY, July 31, 2025 (GLOBE NEWSWIRE) —

    Pink Salt Trick Recipe Explained: Why It’s Trending for Weight Loss

    A viral wellness trend called the “Pink Salt Trick” has swept social media—particularly TikTok, Instagram, and wellness blogs. The hype: a morning ritual mixing Himalayan pink salt, water, lemon and honey claims to boost metabolism, reduce bloating, and even accelerate fat loss. But credible medical sources now label it a pseudoscientific fad with no proven weight‑loss benefits—and potential risks for high blood pressure sufferers.

    Enter Trimology, a science‑backed supplement brand positioned as a safer, evidence‑based alternative. Rather than quick fixes or social media stunts, Trimology takes its inspiration from a traditional Ugandan weight‑maintenance ritual: women consuming bitter green bananas rich in resistant starch (RS2), which naturally support gut microbiome health and metabolic resilience. Trimology translates that ritual into a modern capsule form by delivering concentrated RS2 plus supporting pre‑ and probiotics. 

    While the Pink Salt Trick rides on viral popularity, Trimology is introduced as a metabolic reset system—one that doesn’t promise overnight miracles, but rather aims for sustainable internal recalibration through gut‑brain‑fat signaling pathways. Want to Learn More About Trimology? Click Here

    Why Trimology Is the Safer, Science‑Backed Alternative

    Enter Trimology — a next‑generation, gut‑first weight‑loss supplement designed to offer credible, long‑term benefit rather than a viral illusion. Unlike the Pink Salt Trick, which hinges on vague mineral magic and untested methods, Trimology is rooted in microbiome science and targeted metabolic support.

    • Biological foundation: Trimology blends resistant starch (RS2), chicory inulin, and a signature probiotic triad (including Clostridium butyricum, Akkermansia muciniphila, Bifidobacterium infantis) to feed fat‑regulating gut bacteria and restore healthy metabolic signals.
    • Ancient inspiration: Derived from research into a traditional Ugandan practice—women consuming bitter green bananas rich in RS2 stayed lean well into older age—Trimology replicates the benefits in a clean capsule instead of a literal banana ritual.
    • Transparent formulation: Ingredients and microbial strains are fully disclosed, sourced at pharmaceutical quality, and backed by peer‑reviewed research—not buried in proprietary blends.
    • User‑friendly delivery: One capsule taken daily with breakfast. No meal‑timing restrictions, no yo‑yo dieting, no fasting requirements—just simple consistency. That ease of use appeals especially to women juggling busy schedules.
    • Safety and clarity: Trimology does not rely on caffeine, stimulants, hormone disruptors, or laxatives. It’s not sold as a cure, but a metabolic reset—respecting the body’s natural systems with traceable ingredients and no outrageous promises.

    While the Pink Salt Trick offers instant visual appeal and anecdotal enthusiasm, Trimology emphasizes measured improvement, restoring the gut‑brain‑fat axis, promoting satiety, and supporting energy through internal recalibration—not by shocking the system or inflating expectations. Unlock the Full Story Behind Trimology– Learn More Now

    Why the Internet Believed Deep‑Fake Celebrities Promoted the Pink Salt Trick

    The Pink Salt Trick’s rapid rise is strongly tied to deep‑fake endorsements and manipulated celebrity faces. Reports indicate that creators used AI‑generated clips mimicking well‑known public figures “trying” or “endorsing” the trend. Sensational headlines and algorithm‑driven reach amplified the illusion of legitimacy.

    The strategy tapped into users’ trust in celebrities, piggy‑backing on FOMO (fear of missing out) by suggesting these are insider weight‑loss secrets. Social platforms prioritized visually compelling before‑after testimonials and simplified recipes—despite medical experts warning the trend is unsupported or potentially unsafe.

    In essence, trust was manufactured—the product had no clinical trials, no published data—but looked persuasive because of faux celebrity endorsement and viral momentum. In contrast, Trimology emphasizes transparency, open ingredient sourcing, and no misleading influencer claims.

    Why the Pink Salt Trick Doesn’t Work — and Might Be Harmful

    At first glance, the Pink Salt Trick Recipe seems harmless. After all, pink Himalayan salt is often marketed as a “natural” source of minerals like magnesium, calcium, and potassium. But when used improperly—or in excess—it becomes not only ineffective, but potentially dangerous.

    Here’s why:

    • Too much sodium: One teaspoon of pink Himalayan salt contains about 2,300 mg of sodium—the maximum daily limit recommended by most health authorities. Those doing the trick multiple times a day (as some videos suggest) could be ingesting well over the safe threshold, increasing risk of high blood pressure, fluid retention, and cardiovascular strain.
    • No real metabolic effect: Despite its reputation, there is no clinical evidence that pink salt boosts metabolism, burns fat, or suppresses appetite in any meaningful way. The minor effects people feel—such as increased fullness or reduced cravings—are likely due to hydration or placebo, not salt-specific properties.
    • Dehydration and electrolyte imbalance: In some versions of the trick, users consume large quantities of saltwater without adjusting their hydration elsewhere. This can disrupt the body’s sodium-potassium balance, especially dangerous for people with kidney conditions, hypertension, or existing heart issues.
    • No support for gut health: While pink salt may contain trace minerals, it offers no prebiotic or probiotic benefit, meaning it does nothing to support the gut microbiome—which scientists now agree plays a crucial role in regulating metabolism, insulin sensitivity, and weight stability.
    • Not FDA-regulated: Most of the Pink Salt Trick kits sold online are unregulated and vary widely in quality. Some are sourced from poorly tested suppliers and may contain microplastics or industrial contaminants.

    In contrast, Trimology was developed to avoid all of these pitfalls. Its probiotic strains and resistant starches are carefully dosed for metabolic safety, backed by lab data, and formulated in cGMP-certified facilities. There’s no sodium loading, no electrolyte disruption, and no gimmicky biohacks.

    Trimology’s gut-first approach helps re-establish satiety signaling, healthy blood sugar control, and long-term fat regulation—all while nurturing the digestive ecosystem, not irritating it. Its gradual, cumulative effects are exactly what the body needs—not a one-time shock that confuses internal systems and creates dependency.

    Perhaps most importantly, Trimology doesn’t promise miracles. It encourages consistency, not urgency, which is critical in breaking the cycle of fad-based dieting that trends like the Pink Salt Trick perpetuate. Trimology provides a more intelligent, research-backed solution

    How Trimology Supports Weight Loss

    Trimology supports weight loss by targeting foundational metabolic pathways—not by temporary suppression or dehydration. Its key strategy: nourish beneficial gut bacteria with RS2 and inulin to optimize butyrate production. Butyrate enhances insulin sensitivity, reduces systemic inflammation, and reinforces the gut lining—helping the body regulate blood sugar and fat storage more effectively.

    The included probiotic strains further support natural hunger regulation: Akkermansia is linked with improved satiety hormone function and better insulin response; Clostridium butyricum promotes sustained butyrate output; and Bifidobacterium infantis may help stabilize mood, reduce food cravings, and normalize ghrelin/leptin balance.

    Users are advised to take a single capsule each morning with water or coffee—no complex fasting windows, no food tracking. Over time (usually 2–4 weeks), users report sharper energy, fewer cravings, less bloating, and gradual weight reduction—consistent with internal metabolic reset before visible change.

    Trimology positions weight loss not as an immediate outcome, but as a secondary benefit of restoring internal harmony and resilience—ideally paired with healthy eating and movement, but not dependent on them.

    Key Ingredients of Trimology

    Trimology’s formula stands on five core active components:

    • Pharmaceutical‐grade RS2 (resistant starch): sourced from green banana or potato starch; resists digestion until it reaches the colon, where specific bacteria ferment it, producing butyrate—a short-chain fatty acid central to metabolic regulation.
    • Chicory root (inulin): a soluble fiber and prebiotic that nourishes a diverse gut microbiome, amplifying butyrate production and improving digestion and glucose response.
    • Clostridium butyricum: a robust butyrate-producer that helps lower inflammation, stabilize gut environment, and support fat-burning pathways.
    • Akkermansia muciniphila: known to improve gut barrier integrity, increase satiety hormone responses, and enhance insulin sensitivity—like a natural appetite regulator.
    • Bifidobacterium infantis: associated with reduced cravings, hormone regulation, better digestion, and mood balance—all supportive of sustainable weight.

    These ingredients were chosen not for hype, but for measurable roles in reactivating the gut‑brain‑fat axis. Together, they form what Trimology refers to as the “Signal Reset Triad”—a synergy that supports calm inflammatory processes, improved satiety, and metabolic resilience.

     Visit Trimology Official Website To Know More About ……..

    What Makes Trimology Different From Other Weight Loss Supplements

    Trimology diverges from traditional fat burners or appetite suppressants in several key ways:

    1. No stimulants or synthetic hormones: unlike energizing fat‑burners loaded with caffeine or hormone‑mimicking compounds, Trimology works through microbiome support—not chemical triggers.
    2. Transparent labeling: ingredients are clearly identified, including specific probiotic strains and prebiotic sources. No proprietary blends or ambiguous fillers—each component was selected based on clinical research.
    3. Simplicity and compatibility: single capsule daily, compatible with most lifestyles and diet plans. No food tracking, no cycles, no loading phases. Reviewers consistently praise its integration ease and non‑aggressive positioning.
    4. Sustainable orientation: Trimology encourages long‑term use to rebuild metabolic signaling—not short bursts of weight loss that fade when the supplement ends.
    5. Gut‑focused rather than symptom focused: Rather than treating appetite or bloating as surface issues, Trimology treats them as symptoms of disrupted gut‑brain communication, aiming for root‑cause recalibration.

    Why Women Over 30 Are More Likely to Fall for These Weight Loss Trends

    Women over 30—especially in their late 30s and 40s—often encounter metabolic shifts as hormonal cycles evolve and gut microbiome diversity diminishes. Age-related declines in resistant starch intake, poorer insulin sensitivity, and changing satiety hormone patterns can make weight less responsive to diet and exercise alone.

    Traditional diet programs often backfire for this demographic, causing fatigue, rebound weight gain, or hormonal disruption. Many women report frustration after trying numerous programs with limited long-term results. This vulnerability makes them more susceptible to quick-fix trends like the Pink Salt Trick—offering false hope with minimal effort and social proof.

    Trimology acknowledges these real challenges. Unlike superficial hacks, it works by targeting age‑sensitive systems: gut‑brain communication, butyrate deficit recovery, and hormone stability. Its gentle, supportive approach aligns with women’s busy lives and biological realities: a daily capsule versus restrictive detoxes or influencer‑pushed gimmicks.

    By addressing the invisible drivers of metabolic slowdown—not just calories or fat—Trimology offers a credible alternative for those most affected by modern metabolic.

    Is This Product Backed by Science?

    Yes—while Trimology is a supplement, its formula is built on published scientific research into resistant starch, gut microbiota, and metabolic signaling.

    • RS2 has been shown in multiple studies to increase butyrate production, reduce inflammation, and support healthy glycemic response.
    • Akkermansia muciniphila has clinical data linking it to improved insulin sensitivity and satiety hormone levels.
    • Clostridium butyricum is documented for its resilience and butyrate‑producing capacity.
    • Bifidobacterium infantis has been associated with reduced appetite and improved digestion.

    Although Trimology capsules themselves haven’t undergone large‑scale clinical trials, each ingredient is supported by peer‑reviewed research. Independent reviewers and affiliate health blogs repeatedly cite these scientific underpinnings in endorsement articles.

    Furthermore, Trimology emphasizes ingredient sourcing transparency, avoids false claims or miracle marketing, and communicates realistic expectations—traits aligned with science‑based consumer trust.

    Where To Get Trimology?

    Trimology is available exclusively through its official website. This direct‑to‑consumer model helps ensure authenticity, clarity in pricing and subscription options, and avoids counterfeit distribution common in third‑party marketplaces.

    In contrast to viral “Pink Salt Trick” videos with undisclosed affiliate links, Trimology’s official site provides detailed ingredient listings, FAQ sections, customer support contacts, and opt‑out cancellation policies at no hidden fees.

    Users should purchase only via the official domain to avoid scams or unauthorized resellers. Many reviewers also recommend starting with the introductory offer (typically 30‑day supply) before committing to longer subscriptions.

    Final Thoughts: Why This Trend Matters More Than It Seems

    On the surface, the Pink Salt Trick appears harmless: a pinch of salt, a glass of water, maybe lemon and honey. But beneath the glossy viral veneer lies the risk of misinformation, procedural mimicry, and potential health issues for those with hypertension or kidney conditions.

    This trend exemplifies what happens when social media bypasses scientific validation—when AI‑generated celebrity testimonials and simplified ritual hacks displace rigorous evidence and expert guidance. It’s a warning sign: even well‑meaning health culture can propagate dangerous fads fast.

    Trimology represents the opposite trajectory. It doesn’t promise instant transformation but offers a model of sustainable metabolic realignment rooted in gut science, real‑food traditions, and transparent sourcing. It shifts the narrative from external fixes to internal recalibration.

    In a cultural moment flooded with wellness trends, the difference between viral popularity and scientific credibility matters. The Pink Salt Trick may vanish as its lack of efficacy becomes clearer; Trimology, by contrast, seeks longer‑term trust through measurable ingredients and consumer empowerment.

    For consumers—especially women over 30—it’s a reminder to prioritize evidence over endorsement, gut‑health over gimmicks, and sustainable support over superficial trend chasing.

    Media Contact:
    Brand website: https://trimologyweight.com/
    Project name: Trimology
    Email: support@trimologyweight.com
    Phone: +1 (302) 467-2939

    Attachment

    The MIL Network

  • MIL-OSI: The Pink Salt Trick Recipe for Fast Weight Loss Trend in 2025: Why Trimology Is the Science-Backed Alternative

    Source: GlobeNewswire (MIL-OSI)

    New York City, NY, July 31, 2025 (GLOBE NEWSWIRE) —

    Pink Salt Trick Recipe Explained: Why It’s Trending for Weight Loss

    A viral wellness trend called the “Pink Salt Trick” has swept social media—particularly TikTok, Instagram, and wellness blogs. The hype: a morning ritual mixing Himalayan pink salt, water, lemon and honey claims to boost metabolism, reduce bloating, and even accelerate fat loss. But credible medical sources now label it a pseudoscientific fad with no proven weight‑loss benefits—and potential risks for high blood pressure sufferers.

    Enter Trimology, a science‑backed supplement brand positioned as a safer, evidence‑based alternative. Rather than quick fixes or social media stunts, Trimology takes its inspiration from a traditional Ugandan weight‑maintenance ritual: women consuming bitter green bananas rich in resistant starch (RS2), which naturally support gut microbiome health and metabolic resilience. Trimology translates that ritual into a modern capsule form by delivering concentrated RS2 plus supporting pre‑ and probiotics. 

    While the Pink Salt Trick rides on viral popularity, Trimology is introduced as a metabolic reset system—one that doesn’t promise overnight miracles, but rather aims for sustainable internal recalibration through gut‑brain‑fat signaling pathways. Want to Learn More About Trimology? Click Here

    Why Trimology Is the Safer, Science‑Backed Alternative

    Enter Trimology — a next‑generation, gut‑first weight‑loss supplement designed to offer credible, long‑term benefit rather than a viral illusion. Unlike the Pink Salt Trick, which hinges on vague mineral magic and untested methods, Trimology is rooted in microbiome science and targeted metabolic support.

    • Biological foundation: Trimology blends resistant starch (RS2), chicory inulin, and a signature probiotic triad (including Clostridium butyricum, Akkermansia muciniphila, Bifidobacterium infantis) to feed fat‑regulating gut bacteria and restore healthy metabolic signals.
    • Ancient inspiration: Derived from research into a traditional Ugandan practice—women consuming bitter green bananas rich in RS2 stayed lean well into older age—Trimology replicates the benefits in a clean capsule instead of a literal banana ritual.
    • Transparent formulation: Ingredients and microbial strains are fully disclosed, sourced at pharmaceutical quality, and backed by peer‑reviewed research—not buried in proprietary blends.
    • User‑friendly delivery: One capsule taken daily with breakfast. No meal‑timing restrictions, no yo‑yo dieting, no fasting requirements—just simple consistency. That ease of use appeals especially to women juggling busy schedules.
    • Safety and clarity: Trimology does not rely on caffeine, stimulants, hormone disruptors, or laxatives. It’s not sold as a cure, but a metabolic reset—respecting the body’s natural systems with traceable ingredients and no outrageous promises.

    While the Pink Salt Trick offers instant visual appeal and anecdotal enthusiasm, Trimology emphasizes measured improvement, restoring the gut‑brain‑fat axis, promoting satiety, and supporting energy through internal recalibration—not by shocking the system or inflating expectations. Unlock the Full Story Behind Trimology– Learn More Now

    Why the Internet Believed Deep‑Fake Celebrities Promoted the Pink Salt Trick

    The Pink Salt Trick’s rapid rise is strongly tied to deep‑fake endorsements and manipulated celebrity faces. Reports indicate that creators used AI‑generated clips mimicking well‑known public figures “trying” or “endorsing” the trend. Sensational headlines and algorithm‑driven reach amplified the illusion of legitimacy.

    The strategy tapped into users’ trust in celebrities, piggy‑backing on FOMO (fear of missing out) by suggesting these are insider weight‑loss secrets. Social platforms prioritized visually compelling before‑after testimonials and simplified recipes—despite medical experts warning the trend is unsupported or potentially unsafe.

    In essence, trust was manufactured—the product had no clinical trials, no published data—but looked persuasive because of faux celebrity endorsement and viral momentum. In contrast, Trimology emphasizes transparency, open ingredient sourcing, and no misleading influencer claims.

    Why the Pink Salt Trick Doesn’t Work — and Might Be Harmful

    At first glance, the Pink Salt Trick Recipe seems harmless. After all, pink Himalayan salt is often marketed as a “natural” source of minerals like magnesium, calcium, and potassium. But when used improperly—or in excess—it becomes not only ineffective, but potentially dangerous.

    Here’s why:

    • Too much sodium: One teaspoon of pink Himalayan salt contains about 2,300 mg of sodium—the maximum daily limit recommended by most health authorities. Those doing the trick multiple times a day (as some videos suggest) could be ingesting well over the safe threshold, increasing risk of high blood pressure, fluid retention, and cardiovascular strain.
    • No real metabolic effect: Despite its reputation, there is no clinical evidence that pink salt boosts metabolism, burns fat, or suppresses appetite in any meaningful way. The minor effects people feel—such as increased fullness or reduced cravings—are likely due to hydration or placebo, not salt-specific properties.
    • Dehydration and electrolyte imbalance: In some versions of the trick, users consume large quantities of saltwater without adjusting their hydration elsewhere. This can disrupt the body’s sodium-potassium balance, especially dangerous for people with kidney conditions, hypertension, or existing heart issues.
    • No support for gut health: While pink salt may contain trace minerals, it offers no prebiotic or probiotic benefit, meaning it does nothing to support the gut microbiome—which scientists now agree plays a crucial role in regulating metabolism, insulin sensitivity, and weight stability.
    • Not FDA-regulated: Most of the Pink Salt Trick kits sold online are unregulated and vary widely in quality. Some are sourced from poorly tested suppliers and may contain microplastics or industrial contaminants.

    In contrast, Trimology was developed to avoid all of these pitfalls. Its probiotic strains and resistant starches are carefully dosed for metabolic safety, backed by lab data, and formulated in cGMP-certified facilities. There’s no sodium loading, no electrolyte disruption, and no gimmicky biohacks.

    Trimology’s gut-first approach helps re-establish satiety signaling, healthy blood sugar control, and long-term fat regulation—all while nurturing the digestive ecosystem, not irritating it. Its gradual, cumulative effects are exactly what the body needs—not a one-time shock that confuses internal systems and creates dependency.

    Perhaps most importantly, Trimology doesn’t promise miracles. It encourages consistency, not urgency, which is critical in breaking the cycle of fad-based dieting that trends like the Pink Salt Trick perpetuate. Trimology provides a more intelligent, research-backed solution

    How Trimology Supports Weight Loss

    Trimology supports weight loss by targeting foundational metabolic pathways—not by temporary suppression or dehydration. Its key strategy: nourish beneficial gut bacteria with RS2 and inulin to optimize butyrate production. Butyrate enhances insulin sensitivity, reduces systemic inflammation, and reinforces the gut lining—helping the body regulate blood sugar and fat storage more effectively.

    The included probiotic strains further support natural hunger regulation: Akkermansia is linked with improved satiety hormone function and better insulin response; Clostridium butyricum promotes sustained butyrate output; and Bifidobacterium infantis may help stabilize mood, reduce food cravings, and normalize ghrelin/leptin balance.

    Users are advised to take a single capsule each morning with water or coffee—no complex fasting windows, no food tracking. Over time (usually 2–4 weeks), users report sharper energy, fewer cravings, less bloating, and gradual weight reduction—consistent with internal metabolic reset before visible change.

    Trimology positions weight loss not as an immediate outcome, but as a secondary benefit of restoring internal harmony and resilience—ideally paired with healthy eating and movement, but not dependent on them.

    Key Ingredients of Trimology

    Trimology’s formula stands on five core active components:

    • Pharmaceutical‐grade RS2 (resistant starch): sourced from green banana or potato starch; resists digestion until it reaches the colon, where specific bacteria ferment it, producing butyrate—a short-chain fatty acid central to metabolic regulation.
    • Chicory root (inulin): a soluble fiber and prebiotic that nourishes a diverse gut microbiome, amplifying butyrate production and improving digestion and glucose response.
    • Clostridium butyricum: a robust butyrate-producer that helps lower inflammation, stabilize gut environment, and support fat-burning pathways.
    • Akkermansia muciniphila: known to improve gut barrier integrity, increase satiety hormone responses, and enhance insulin sensitivity—like a natural appetite regulator.
    • Bifidobacterium infantis: associated with reduced cravings, hormone regulation, better digestion, and mood balance—all supportive of sustainable weight.

    These ingredients were chosen not for hype, but for measurable roles in reactivating the gut‑brain‑fat axis. Together, they form what Trimology refers to as the “Signal Reset Triad”—a synergy that supports calm inflammatory processes, improved satiety, and metabolic resilience.

     Visit Trimology Official Website To Know More About ……..

    What Makes Trimology Different From Other Weight Loss Supplements

    Trimology diverges from traditional fat burners or appetite suppressants in several key ways:

    1. No stimulants or synthetic hormones: unlike energizing fat‑burners loaded with caffeine or hormone‑mimicking compounds, Trimology works through microbiome support—not chemical triggers.
    2. Transparent labeling: ingredients are clearly identified, including specific probiotic strains and prebiotic sources. No proprietary blends or ambiguous fillers—each component was selected based on clinical research.
    3. Simplicity and compatibility: single capsule daily, compatible with most lifestyles and diet plans. No food tracking, no cycles, no loading phases. Reviewers consistently praise its integration ease and non‑aggressive positioning.
    4. Sustainable orientation: Trimology encourages long‑term use to rebuild metabolic signaling—not short bursts of weight loss that fade when the supplement ends.
    5. Gut‑focused rather than symptom focused: Rather than treating appetite or bloating as surface issues, Trimology treats them as symptoms of disrupted gut‑brain communication, aiming for root‑cause recalibration.

    Why Women Over 30 Are More Likely to Fall for These Weight Loss Trends

    Women over 30—especially in their late 30s and 40s—often encounter metabolic shifts as hormonal cycles evolve and gut microbiome diversity diminishes. Age-related declines in resistant starch intake, poorer insulin sensitivity, and changing satiety hormone patterns can make weight less responsive to diet and exercise alone.

    Traditional diet programs often backfire for this demographic, causing fatigue, rebound weight gain, or hormonal disruption. Many women report frustration after trying numerous programs with limited long-term results. This vulnerability makes them more susceptible to quick-fix trends like the Pink Salt Trick—offering false hope with minimal effort and social proof.

    Trimology acknowledges these real challenges. Unlike superficial hacks, it works by targeting age‑sensitive systems: gut‑brain communication, butyrate deficit recovery, and hormone stability. Its gentle, supportive approach aligns with women’s busy lives and biological realities: a daily capsule versus restrictive detoxes or influencer‑pushed gimmicks.

    By addressing the invisible drivers of metabolic slowdown—not just calories or fat—Trimology offers a credible alternative for those most affected by modern metabolic.

    Is This Product Backed by Science?

    Yes—while Trimology is a supplement, its formula is built on published scientific research into resistant starch, gut microbiota, and metabolic signaling.

    • RS2 has been shown in multiple studies to increase butyrate production, reduce inflammation, and support healthy glycemic response.
    • Akkermansia muciniphila has clinical data linking it to improved insulin sensitivity and satiety hormone levels.
    • Clostridium butyricum is documented for its resilience and butyrate‑producing capacity.
    • Bifidobacterium infantis has been associated with reduced appetite and improved digestion.

    Although Trimology capsules themselves haven’t undergone large‑scale clinical trials, each ingredient is supported by peer‑reviewed research. Independent reviewers and affiliate health blogs repeatedly cite these scientific underpinnings in endorsement articles.

    Furthermore, Trimology emphasizes ingredient sourcing transparency, avoids false claims or miracle marketing, and communicates realistic expectations—traits aligned with science‑based consumer trust.

    Where To Get Trimology?

    Trimology is available exclusively through its official website. This direct‑to‑consumer model helps ensure authenticity, clarity in pricing and subscription options, and avoids counterfeit distribution common in third‑party marketplaces.

    In contrast to viral “Pink Salt Trick” videos with undisclosed affiliate links, Trimology’s official site provides detailed ingredient listings, FAQ sections, customer support contacts, and opt‑out cancellation policies at no hidden fees.

    Users should purchase only via the official domain to avoid scams or unauthorized resellers. Many reviewers also recommend starting with the introductory offer (typically 30‑day supply) before committing to longer subscriptions.

    Final Thoughts: Why This Trend Matters More Than It Seems

    On the surface, the Pink Salt Trick appears harmless: a pinch of salt, a glass of water, maybe lemon and honey. But beneath the glossy viral veneer lies the risk of misinformation, procedural mimicry, and potential health issues for those with hypertension or kidney conditions.

    This trend exemplifies what happens when social media bypasses scientific validation—when AI‑generated celebrity testimonials and simplified ritual hacks displace rigorous evidence and expert guidance. It’s a warning sign: even well‑meaning health culture can propagate dangerous fads fast.

    Trimology represents the opposite trajectory. It doesn’t promise instant transformation but offers a model of sustainable metabolic realignment rooted in gut science, real‑food traditions, and transparent sourcing. It shifts the narrative from external fixes to internal recalibration.

    In a cultural moment flooded with wellness trends, the difference between viral popularity and scientific credibility matters. The Pink Salt Trick may vanish as its lack of efficacy becomes clearer; Trimology, by contrast, seeks longer‑term trust through measurable ingredients and consumer empowerment.

    For consumers—especially women over 30—it’s a reminder to prioritize evidence over endorsement, gut‑health over gimmicks, and sustainable support over superficial trend chasing.

    Media Contact:
    Brand website: https://trimologyweight.com/
    Project name: Trimology
    Email: support@trimologyweight.com
    Phone: +1 (302) 467-2939

    Attachment

    The MIL Network

  • MIL-OSI Russia: Marat Khusnullin: About 700 km of roads to sports facilities will be updated in 2025 thanks to the national project “Infrastructure for Life”

    Translation. Region: Russian Federal

    Source: Government of the Russian Federation – Government of the Russian Federation –

    An important disclaimer is at the bottom of this article.

    Thanks to the national project “Infrastructure for Life”, work continues on upgrading roads leading to stadiums, clubs, youth schools and other sports facilities. In total, this year it is planned to upgrade about 700 km of such sections of regional and local roads, Deputy Prime Minister Marat Khusnullin reported.

    “Updating roads to sports facilities is an important part of creating a comfortable environment. This helps ensure convenient and unimpeded access to sports facilities for thousands of residents. First of all, this is important for popularizing a healthy lifestyle. Thanks to the national project “Infrastructure for Life”, in 2025 we plan to bring 225 sections of the regional and local road network leading to stadiums, clubs, children’s and youth schools and other sports facilities to a regulatory state – this is 695 km of regional and local roads,” said Marat Khusnullin.

    Sporting events often attract large crowds. Good road conditions ensure safe traffic and pedestrian traffic, and reduce the risk of accidents and injuries.

    “In 2024 alone, 270 road sections were updated under the already completed national project “Safe High-Quality Roads”. Their total length was more than 800 km. Sports facilities are visited by people of all ages, including children. Therefore, we pay special attention to safety elements: we equip the necessary signs, traffic lights, sidewalks and pedestrian crossings,” said Minister of Transport Andrei Nikitin.

    In Bryansk, Menzhinsky Street is undergoing a major overhaul along its entire length – 2.3 km. This is the route to the Spartak stadium, which was renovated in 2020. The stadium is home to a sports school of the same name, where more than 200 young football players study. The road surface is being renovated, sidewalks and storm drains are being installed at the site. To ensure traffic safety, a pedestrian fence, outdoor electric lighting lines, speed bumps, bus stops, public transport access pockets and a new bus shelter will be installed, as well as new road signs, paint and thermoplastic markings with reflective elements.

    In the Bolsheglushitsky District of the Samara Region, a 1.4 km section of the access road to the village of Bolshaya Glushitsa is being overhauled. The road leads to the Yubileiny sports complex, which houses a structural division of the children’s and youth sports school based at Secondary Comprehensive School No. 2. There are 10 sports sections here. The school is attended by more than 150 children aged 5 to 18.

    Another significant “sports” route that is being repaired under the national project is a 9.2 km section of the Moscow Highway in Samara. This is part of the route to the Olympic Reserve Sports School No. 7 for Cycling named after Honored Coach of the USSR V.P. Petrov. More than 370 athletes undergo basic training here.

    The road to the sports facility is also being renovated in the Bogatovsky District. A section of the Bogatoye – Samara – Orenburg highway, almost 10 km long, is being repaired here. The highway leads to the district center – the village of Bogatoye. A children’s and youth sports school is located here on the basis of a secondary comprehensive school. 550 children are involved in sections in several areas: football, volleyball and judo. In addition to local children, the school is attended by children from nearby villages, including Andreyevka and Vilovatoye.

    In total, 10 road facilities leading to 25 sports facilities, with a total length of 80.87 km, will be renovated in the Samara Region under the national project “Infrastructure for Life” this year.

    In Krasnoyarsk, a 3.3 km section of Partizana Zheleznyaka Street is being repaired this year under the national project “Infrastructure for Life”. The street leads to the Sokol Ice Palace. Children’s and youth teams of the sports school train here in hockey. In addition, sports matches and figure skating competitions are held, which are attended by thousands of spectators from all over the region.

    Also this year, a 3.6 km section of Sverdlovskaya Street from Aleksandra Matrosova Street to house No. 73 was renovated. Now residents and guests of Krasnoyarsk can comfortably get to the Bobrovy Log ski resort, which includes trails of varying difficulty, a snowboard park, a cross-country ski route and other locations. This is a popular place for active winter recreation. More than 550 thousand residents and guests of the city visit it annually.

    In total, 12 sections of roads to sports facilities with a total length of more than 20 km will be updated in Krasnoyarsk Krai under the national project “Infrastructure for Life” this year.

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News

  • MIL-OSI Asia-Pac: Hong Kong Science Museum’s new exhibition to showcase country’s achievements in aerospace, aviation and navigation (with photos)

    Source: Hong Kong Government special administrative region – 4

         Jointly presented by the Hong Kong Special Administrative Region Government and the China National Space Administration (CNSA), the “Bank of China (Hong Kong) Presents: National Development and Achievements Series – Endless Exploration: The Journey of Chinese Aerospace, Aviation and Navigation” exhibition will be launched at the Hong Kong Science Museum (HKScM) from tomorrow (August 1) to September 7. This is the first time for Hong Kong to showcase the country’s achievements in these three major arenas in the same exhibition. Featuring a rich array of artefacts, models, graphics, videos and interactive exhibits, the exhibition not only presents important developments in relevant fields, but also aims to inspire the public, especially youngsters, with a passion for technological innovation while enhancing national confidence in science and technology.
     
         Addressing the opening ceremony today (July 31), the Chief Secretary for Administration, Mr Chan Kwok-ki, said that the Chang’e-6’s successful return to earth bringing lunar soil samples from the far side of the Moon last year represents a global first, underscoring China’s leading position in lunar exploration. Hong Kong is proactively integrating into national development matters and making significant contributions, with local scientists having the opportunity to participate in major national scientific research projects. These achievements affirm Hong Kong’s unique advantages in contributing to national development with an international vision. He further said that this exhibition showcases the remarkable achievements of the Chang’e lunar exploration programme as well as the country’s remarkable accomplishments in aerospace, aviation and navigation. It also highlights Hong Kong’s role as a cultural hub connecting China with the world, telling the good story of China and promoting patriotism to the public.

         Other officiating guests today included the Chief Engineer of the CNSA, Dr Li Guoping; the First-level Inspector of the Department of Educational, Scientific and Technological Affairs of the Liaison Office of the Central People’s Government in the Hong Kong Special Administrative Region, Mr Liu Maozhou; the Vice Chairman and Chief Executive of Bank of China (Hong Kong) Limited, Mr Sun Yu; the Under Secretary for Culture, Sports and Tourism, Mr Raistlin Lau; the Convenor of the Working Group on Patriotic Education under the Constitution and Basic Law Promotion Steering Committee, Legislative Council Member, Dr Starry Lee; the Chairperson of the Science Sub-committee of the Museum Advisory Committee, Professor Alexander Wai; the Director of Leisure and Cultural Services, Ms Manda Chan; and the Museum Director of the HKScM, Mr Patrick Lau.
     
         This exhibition achieves several “firsts”, including the first concurrent display in Hong Kong of lunar soil samples collected from the far side and near side of the Moon by the Chang’e-6 and the Chang’e-5 respectively. Other exhibits debuting in Hong Kong include the Chang’e-6 returner and parachute, seawater samples collected from 10,000 metres under the sea, as well as models of the “three pearls” of the shipbuilding industry, namely an aircraft carrier, a luxury cruise ship and a liquefied natural gas carrier.
     
    Moreover, the HKScM will display large-scale aerospace, aviation and maritime models concurrently, including an approximately 12m-tall 1:5 Long March-5 launch vehicle and a full-size Fendouzhe full-ocean-depth manned submersible with a length of approximately 10m displayed outdoors, as well as a 1:8 model of a Y-20 heavy lifter with a wingspan of approximately 6m displayed indoors for the first time.
     
         Apart from the exhibits from the Mainland, the exhibition also presents Hong Kong’s significant contributions to the space and deep-sea exploration projects of the country. There are also interactive exhibits, namely the “Lunar Base”, the “Zhurong Rover Expedition” and more, for visitors to experience the challenges of building a lunar base and exploring Mars.
     
    Fixed-point guided tours will be provided on Saturdays and Sundays from August 9 to September 7. A series of lectures will be conducted on August 1 and August 4 by experts invited from the Mainland, who will share their knowledge of aviation, aerospace and navigation, as well as the achievements and future plans of the country in related fields. Members of the public are welcome to participate in the tours and lectures on-site. Other activities include experiment classes, workshops and demonstrations for the public to explore the scientific principles behind aviation and deep-sea navigation.
       
         The exhibition is jointly organised by the Leisure and Cultural Services Department and the News Center of the CNSA, as solely sponsored by the Bank of China (Hong Kong) Limited. It is one of the activities of the Chinese Culture Promotion Series. For details of the exhibition and activities, please visit the HKScM website at hk.science.museum/en/web/scm/exhibition/exploration2025.html.

    MIL OSI Asia Pacific News

  • MIL-OSI USA: NCDHHS Urges Caution Outdoors Amid Record High Heat-Related Illnesses

    Source: US State of North Carolina

    Headline: NCDHHS Urges Caution Outdoors Amid Record High Heat-Related Illnesses

    NCDHHS Urges Caution Outdoors Amid Record High Heat-Related Illnesses
    jawerner

    As summer temperatures continue to soar, the North Carolina Department of Health and Human Services is urging caution when spending time outdoors or in areas that are not air conditioned. Halfway through the summer season, from May 1 to July 12, 2025, NCDHHS has documented more than 3,300 emergency department visits for heat-related illness, the highest number in the last five years. In comparison, there was an average of 1,675 heat-related illness emergency department visits in the same time period in 2020 to 2024.

    “We are seeing more people coming to emergency departments across the state with heat-related illnesses this summer,” said Dr. Zack Moore, NCDHHS State Epidemiologist. “Heat-related illnesses can affect anyone, regardless of age or physical condition, but some groups are at higher risk, including outdoor workers, infants and children, older adults, pregnant people, athletes, low-income individuals and people with underlying health conditions.”

    Recognizing the symptoms of heat illness is key to preventing serious complications, including death. Some signs and symptoms include heavy sweating, paleness, muscle cramps, racing or weak pulse, dizziness, headache, fainting, and nausea or vomiting.

    To help prevent heat-related illness, the NCDHHS Heat Health Alert System sends out heat alerts when the forecast is projected to reach unhealthy levels. From May 1 to July 18 of this year, more than 900 county-level alerts were distributed in English and Spanish across the state. Visit the NCDHHS Climate and Health webpage to sign up for heat alerts. 

    NCDHHS also recommends the following tips to stay safe in hot weather:

    • Stay hydrated: Drink plenty of water throughout the day and don’t wait until you’re thirsty to drink. Avoid or reduce alcohol and caffeine intake.
    • Limit time outside: Avoid outdoor activity during the hottest parts of the day if possible. Wear light, loose clothing and take frequent breaks in shade or air conditioning.
    • Seek air conditioning: If you don’t have air conditioning and it’s hotter than 95 degrees, go to a public building where it’s cooler.
    • Stay informed: Sign up for NCDHHS heat alerts and stay updated on local weather forecasts so you can safely plan outdoor activities.

    The NCDHHS Division of Public Health continues to provide reports and outreach to minimize extreme heat impacts. In addition to the Heat-Related Illness Surveillance System and Heat Health Alert System, the NCDHHS Climate and Health Team provides other services to prevent heat-related illness, including:

    • Providing 1,300 high-velocity cooling fans to farmworkers across the state and to partners in the sandhills region;
    • Creating training for doctors and care teams to treat and prevent heat-related illnesses in farmworkers in collaboration with the NCDHHS Office of Rural Health;
    • Distributing educational materials to populations at risk of extreme heat exposure, including water bottles, cooling towels and hats that include guidance on heat prevention strategies; and
    • Supporting the NC Department of Environmental Quality in planning and leading the Extreme Heat Cohort Program for local governments and partners to develop a heat action plan.

    A medida que las temperaturas del verano continúan aumentando, el Departamento de Salud y Servicios Humanos de Carolina del Norte urge en tener precaución al pasar tiempo al aire libre o en áreas que no tienen aire acondicionado. A mitad de la temporada de verano, entre el 1 de mayo al 12 de julio de 2025, el Departamento de Salud y Servicios Humanos de Carolina del Norte (NCDHHS, por sus siglas en inglés), ha documentado más de 3,300 visitas al departamento de emergencias debido a enfermedades relacionadas con el calor, siendo el número más alto en los últimos cinco años. En comparación, hubo un promedio de 1,675 visitas al departamento de emergencia por enfermedades relacionadas con el calor en el mismo período de 2020 a 2024.

    “Estamos viendo a más personas acudiendo a los departamentos de emergencias en todo el estado con enfermedades relacionadas con el calor este verano”, dijo el Dr. Zack Moore, epidemiólogo estatal de NCDHHS. “Las enfermedades relacionadas con el calor pueden afectar a cualquier persona, independientemente de su edad o condición física, pero algunos grupos corren un mayor riesgo, incluso los trabajadores al aire libre, los bebés y los niños, los adultos mayores, las personas embarazadas, los atletas, las personas de bajos ingresos y las personas con afecciones de salud subyacentes”.

    Reconocer los síntomas de la enfermedad por calor es clave para prevenir complicaciones graves, incluso la muerte. Algunos signos y síntomas incluyen sudoración intensa, palidez, calambres musculares, pulso acelerado o débil, mareos, dolor de cabeza, desmayos y náuseas o vómitos.

    Para ayudar a prevenir enfermedades relacionadas con el calor, el Sistema de Alerta de Salud por Calor de NCDHHS envía alertas de calor cuando se prevé que el pronóstico del calor alcanzará niveles insalubres. Del 1 de mayo al 18 de julio de este año, se distribuyeron más de 900 alertas a nivel de condado en inglés y español en todo el estado. Visite la página web NCDHHS Clima y Salud para suscribirse a las alertas de calor. 

    NCDHHS también recomienda los siguientes consejos para mantenerse a salvo en climas cálidos:

    • Manténgase hidratado: beba mucha agua durante todo el día y no espere hasta que tenga sed para beber. Evite o reduzca el consumo de alcohol y cafeína.
    • Limite el tiempo al aire libre: evite la actividad al aire libre durante el tiempo más caluroso del día si es posible. Use ropa ligera y suelta y tome descansos frecuentes en la sombra o en el aire acondicionado.
    • Busque aire acondicionado: si no tiene aire acondicionado y la temperatura está más elevada que 95 grados, vaya a un edificio público donde hace más fresco.
    • Manténgase informado: suscríbase a las alertas de calor de NCDHHS y manténgase actualizado sobre los pronósticos meteorológicos locales para que pueda planificar actividades al aire libre de manera segura.

    La División de Salud Pública de NCDHHS continúa proporcionando informes y actividades de alcance para minimizar los impactos del calor extremo. Además del Sistema de Vigilancia de Enfermedades Relacionadas con el Calor y el Sistema de Alerta de Salud por Calor, el Equipo de Clima y Salud de NCDHHS proporciona otros servicios para prevenir enfermedades relacionadas con el calor, incluso:

    • Proporcionando 1,300 ventiladores de alta velocidad a los trabajadores agrícolas en todo el estado y a los colaboradores en la región de Sandhills;
    • Creando capacitación para médicos y equipos de atención para tratar y prevenir enfermedades relacionadas con el calor en trabajadores agrícolas en colaboración con la Oficina de Salud Rural de NCDHHS;
    • Distribuyendo materiales educativos a las poblaciones en riesgo de exposición al calor extremo que incluyen orientación sobre estrategias de prevención para el calor, además botellas de agua, toallas refrescantes y sombreros; y
    • Apoyando al Departamento de Calidad Ambiental de Carolina del Norte en la planificación y dirección del Programa cohorte de calor extremo para que los gobiernos locales y los colaboradores desarrollen un plan de acción contra el calor.
    Jul 31, 2025

    MIL OSI USA News

  • MIL-OSI USA: Risch, Colleagues Introduce Legislation to Ensure Fairness for Firearm Small Businesses

    US Senate News:

    Source: United States Senator for Idaho James E Risch

    WASHINGTON – U.S. Senator Jim Risch (R-Idaho) and 17 Republican colleagues today introduced the Equal Shot Act. The legislation prohibits the Small Business Administration (SBA) from discriminating against firearm-related businesses.

    “Federal agencies have no authority to deny critical support to small businesses based on ideological bias,” said Risch. “The Equal Shot Actdefends the Second Amendment rights of Idaho’s small business firearm industry and ensures these law-abiding Americans have fair access to resources that will help them thrive.”

    Risch is joined by U.S. Senators Mike Crapo (R-Idaho), Marsha Blackburn (R-Tenn.), Ted Budd (R-N.C.), Shelley Moore Capito (R-W.Va.), Bill Cassidy (R-La.), Steve Daines (R-Mont.), Deb Fischer (R-Neb.), Lindsey Graham (R-S.C.), Cindy Hyde-Smith (R-Miss.), Jim Justice (R-W.Va.), John Kennedy (R-La.), James Lankford (R-Okla.), Mike Lee (R-Utah), Cynthia Lummis (R-Wyo.), Tim Scott (R-S.C.), Tim Sheehy (R-Mont.), and Tommy Tuberville (R-Ala.) in introducing the Equal Shot Act.

    The Equal Shot Act was introduced in the House by U.S. Representative Roger Williams (R-Texas), chairman of the House Committee on Small Business.

    “The Equal Shot Act ensures every eligible small business is treated fairly and without political bias,” said Williams. “Under the Biden Administration, firearm-related businesses were targeted and singled out by federal agencies and financial institutions simply because of what they represent. These law-abiding job creators should not be punished for supporting the Second Amendment. I want to thank Senator Risch for his support on this important legislation. Every business on Main Street deserves the same opportunity to succeed.”

    “Under the last administration, the Small Business Administration was caught red-handed adopting discriminatory policies aimed at denying financial assistance to members of the firearm industry that provide the means for Americans to exercise their Second Amendment rights,” said Lawrence G. Keane, National Shooting Sports Foundation (NSSF) Senior Vice President and General Counsel. “The federal government should not be picking winners and losers in a free market based on political ideology. Every lawful business should have an equal shot at success. NSSF is grateful to Senator Risch for his leadership in sponsoring the Equal Shot Act which will ensure the Small Business Administration can never again be weaponized to deny financial assistance to help small businesses in our industry grow and create jobs that are vital to the future of our nation’s economy and the Second Amendment.”

    MIL OSI USA News

  • MIL-OSI Analysis: Accessible, high-quality summer programs and Black joy support Black children’s return to school

    Source: The Conversation – Canada – By Ardavan Eizadirad, Associate Professor, Faculty of Education, Wilfrid Laurier University

    Summer is popularly imagined as bringing joy to all young people. Yet it is not an equal break or of the same quality for all students.

    Learning loss is the decline in academic skills and knowledge that can occur when students are not engaged in structured learning, especially during extended breaks like summer.

    It disproportionately impacts Black and low-income students who face greater systemic disadvantages within the education system.

    Black families face challenges in accessing culturally relevant and affirming summer opportunities. As work by education researcher Obianuju Juliet Bushi and others has documented, for many Black families, the question isn’t just “what will my child do this summer?” It’s “where can my child go to be safe, affirmed and supported?”




    Read more:
    Where can Black children go in summer? Black families face disparities and need equitable options


    Without access to affordable enrichment programs during the summmer, many students fall behind in reading and math, further widening the opportunity gap when school resumes in September.

    As the manager of research with the charitable, Black-led non-profit organization Youth Association for Academics, Athletics and Character Education (YAAACE) in the Jane Finch area of Toronto, I share insights about how culturally responsive community programs can address opportunity gaps, and how parents in Black families can support their kids’ successful transition back to school.

    This article draws on insights from conversations I have had with various YAAACE program participants, parents and educators, as well as leadership, including Devon Jones, Nene, and Dave Mitchell.




    Read more:
    If I could change one thing in education: Community-school partnerships would be top priority


    Anti-Black racism in education

    Despite Canada’s reputation for multiculturalism, systemic anti-Black racism remains deeply embedded in the education system, contributing to unequal opportunities for students.

    The opportunity gap refers to the unequal access to resources, supports and learning experiences that affect students’ ability to succeed, often based on race, income and geography.

    In March 2025, the Ontario Human Rights Commission released a report, “Dreams Delayed: Addressing Systemic Anti-Black Racism and Discrimination in Ontario’s Public Education System.”

    The findings confirmed that Ontario’s schools are saturated with systemic barriers for Black children and their families. These barriers include: disproportionate discipline; being streamed into non-academic tracks; lack of Black leadership in schools; Eurocentric curriculum; insufficient disaggregated identity-based data collection; and lack of access to culturally affirming environments.




    Read more:
    ‘Dreams delayed’ no longer: Report identifies key changes needed around Black students’ education


    The cost is devastating and contributes to academic underachievement, racial trauma, disengagement and the reproduction of the school-to-prison pipeline.

    This is particularly the case in low-income communities.

    Centring Black excellence

    Black youth often face higher exposure to poverty, systemic underemployment, community violence and the emotional weight of intergenerational trauma and racism.

    While these experiences shape the mental health and academic outcomes of students, schools often lack culturally relevant supports or trauma-informed responses.

    Summer programs are one important part of countering anti-Black racism in schools. These can support student transitions by mitigating learning loss and helping to close the opportunity gap.

    Programs that centre Africentricity and Black excellence led by staff with lived experiences provide culturally responsive and emotionally supportive environments that affirm Black identities.




    Read more:
    Ontario can close students’ access and opportunity gaps with community-led projects


    This builds confidence in Black students and ensures students return to school in the fall better prepared to thrive academically, socially, emotionally and culturally.

    Community-driven youth programs

    Since 2007, YAAACE has provided academic, athletic, family supports, employment and mentorship to more than 1,000 children and families annually across Toronto. Its programs are led by Black educators and mentors who reflect the community and understand the lived experiences of the youth they serve in low-income communities like the Jane and Finch neighbourhood.

    YAAACE’s seven-week Summer Institute offers a model that affirms identity, cultivates belonging and accelerates achievement. Each summer, approximately 300 students from grades 3 through 12 attend the institute, which blends literacy and numeracy instruction with culturally responsive learning, arts-based programming, robotics, mentorship and athletics.

    Students are taught by Ontario certified teachers and supported by Black staff and practitioners trained in trauma-informed care. For families who can’t afford camp fees, the program is free or subsidized.

    This is a results-based, community-driven intervention that mitigates the opportunity gap for Black students from low-income communities by creating access to experiential learning opportunities. It’s also violence prevention and intervention that builds character and supports students, with a focus on the early years.

    Cycle of empowerment

    YAAACE’s Inspire Academy Mathematics Program provides early access to high school math courses. Grade 8 graduates earn a high school math credit through an intensive summer course led by a team of teachers and teacher assistants in a supportive, inclusive environment. In cases where students are behind provincial standards, they receive additional supports with low staff-to-student ratios.

    Based on assessments administered by the teachers and reports provided to all the parents, students leave the institute more confident in their academics, better prepared to return to school and grounded culturally in who they are. Families report higher levels of engagement and lower levels of stress knowing their children are in safer, affirming spaces.

    Many of YAAACE’s youth return as peer leaders and mentors, reinforcing a cycle of empowerment.

    Programs like YAAACE do not just help kids do better in school. They also reduce long-term costs to the health-care, justice and social service systems by interrupting cycles of trauma and marginalization before they escalate.

    Tips for parents

    Summer is a crucial time to support children’s learning and well-being, especially for Black families navigating systems that often overlook their strengths.

    Below are three practical ways to support your child during the summer break and when school starts in September.

    Centre empowering examples of Black identity and culture: Expose your children to books, films, music and conversations that celebrate Black history and excellence, Africentricity and positive role models. Affirming cultural roots builds pride, resilience and a sense of belonging in systems that too often erase or distort those narratives from stereotypical perspectives.

    Create routines that balance learning and Black joy: Set daily routines that include reading, writing or problem solving but just as much make space for rest, play, creativity and movement rooted in Black joy. Learning should be holistic and joyful. It’s important as parents, guardians and community leaders that we not only talk about this but more importantly model it.

    ‘Refresh, Revive, Thrive: Black Joy in Education’ with Andrew B. Campbell, assistant professor at the University of Toronto.

    Stay engaged and be an advocate: Get to know your child’s teachers and school administrators, review school policies to be familiar with how to navigate them (for example, getting accommodations for your child’s needs) and request culturally affirming resources. Don’t hesitate to raise concerns, as your advocacy helps create more supportive learning environments and shows your child that their success is worth fighting for.

    Partnerships with Black-led organizations

    Trauma-informed, culturally responsive education must become a system-wide standard.

    This becomes a reality by building long-term partnerships with Black-led community organizations. It means embedding mental health supports and curriculum content that reflect the cultural identities and lived realities of Black diasporas. And it means collecting disaggregated race-based data to track progress and guide informed decision-making.

    It starts by funding proven data-driven programs, training educators and holding systems accountable to measurable outcomes.

    Ardavan Eizadirad receives funding from Social Sciences and Humanities Research Council (SSHRC).

    ref. Accessible, high-quality summer programs and Black joy support Black children’s return to school – https://theconversation.com/accessible-high-quality-summer-programs-and-black-joy-support-black-childrens-return-to-school-261908

    MIL OSI Analysis

  • MIL-OSI USA: Lummis, Hageman Rebrand ESA to Highlight Recovery Over Endless Listings

    US Senate News:

    Source: United States Senator for Wyoming Cynthia Lummis

    Washington, D.C. – Senator Cynthia Lummis (R-WY) and Representative Harriet Hageman (R-WY) today introduced the Endangered Species Recovery Act, legislation that would rename the Endangered Species Act of 1973 to better reflect the law’s original intent.

    “Washington bureaucrats have lost sight of the original mission of the Endangered Species Act,” said Sen. Lummis. “Instead of celebrating recovery success by removing federal intervention, they’ve created a system that keeps species listed indefinitely. The Endangered Species Recovery Act refocuses this law on its original purpose: recovering species and then getting the federal government out of the way. States like Wyoming have proven track records in wildlife management, and when species recover, we should celebrate that success by allowing appropriate local management to resume.”

    “For over 50 years, the Endangered Species Act has operated under a misleading title and a failed model, with only 3% of listed species ever delisted,” said Rep. Hageman. “This is land control, not conservation. By renaming it the Endangered Species Recovery Act, we are reflecting the law’s true intent, actually recovering species. This change is long overdue. With this legislation, we are putting action and accountability back into environmental policy.”

    The Endangered Species Recovery Act has received support from:

    “The Endangered Species Act is a remarkable law that was created to protect and recover species,” said Angi Bruce, Director of Wyoming Game and Fish. “While this landmark act has primarily focused on species protection over the past 50 years, this revision in the name of the Act is necessary to refocus how we think about listed species and better reflect its original intent. Changing the name sets the stage for emphasizing future work on recovery. With over 1600 species listed, now is the time to focus on actions needed for delisting. Special thanks to Senator Lummis for her leadership on endangered species reform.”

    “The ultimate goal of federally listing a species as endangered or threatened has always been the recovery of that species to a level where the species is no longer imperiled and can thrive without the need of federal protections,” said Judy Camuso, Commissioner of the Maine Department of Inland Fisheries and Wildlife and President of the Association of Fish & Wildlife Agencies. “Successfully recovering and delisting species allows limited resources to be focused on the species most in need of attention. State fish and wildlife agencies are dedicated partners in species recovery and management, and we appreciate Senator Lummis’ acknowledgment of the importance of species recovery and raising its prominence by including it in the title of the Endangered Species Recovery Act.”

    “The Congressional Sportsmen’s Foundation (CSF) thanks Congressional Sportsmen’s Caucus Member Senator Lummis for introducing the Endangered Species Recovery Act,” said CSF Senior Vice President Taylor Schmitz. “Despite the Endangered Species Act (ESA) becoming an endless place of entrapment for many listed fish and wildlife species, the intent behind the ESA was and remains to recover species and return the management of the species to state wildlife agencies, who have the primary authority over the majority of fish and wildlife across the country. This legislation reaffirms the intent of the ESA to recover species rather than needlessly keeping them on a list once they have met population recovery goals.”

    “I commend Senator Lummis for her legislation and trying to focus the Endangered Species Act (ESA) more on recovery,” said James L. Cummins, Executive Director, Wildlife Mississippi. “Many in our nation want the ESA to go away.  Others say don’t change one word.  That is like owning an International Scout with two plans: one is sell it and the other is never changing the oil.  Neither of those are helpful at the hunting club unless walking is your goal.  I think we need to keep and use the Scout but fix it when it needs fixing. The ESA should be treated no differently.  The ESA has been effective in preventing some species from becoming extinct; however, it can be significantly improved by creating new recovery efforts.  As long as the status quo of not increasing habitat, therefore not increasing populations, is maintained, the recovery and delisting of many species will not occur.”  

    “Renaming the Endangered Species Act as the Endangered Species Recovery Act is a thoughtful way to refocus national attention on what matters most—recovering imperiled wildlife,” said David Willms, associate vice president, public lands at the National Wildlife Federation. “This bill emphasizes outcomes over process, reinforcing that the goal isn’t to manage decline, but to return species to healthy, sustainable populations that don’t require the Act’s protections. It’s a commonsense update that aligns the name of the law with its original purpose.” 

    Senator John Barrasso (R-WY), Senator Pete Ricketts (R-NE), Senator Mike Crapo (R-ID), and Senator Jim Risch (R-ID) are Senate cosponsors. 

    Read the entire bill here.

    MIL OSI USA News

  • MIL-OSI USA News: Fact Sheet: President’s Council on Sports, Fitness, and Nutrition, and the Reestablishment of the Presidential Fitness Test

    Source: US Whitehouse

    RESTORING HEALTH AND FITNESS FOR AMERICA’S YOUTH: Today, President Donald J. Trump signed an Executive Order revitalizing the President’s Council on Sports, Fitness, and Nutrition, and reestablishing the Presidential Fitness Test.

    • The Order reestablishes the President’s Council on Sports, Fitness, and Nutrition to develop bold and innovative fitness goals for young Americans with the aim of fostering a new generation of healthy, active citizens.
    • The Order directs the Council to create school-based programs that reward excellence in physical education and develop criteria for a Presidential Fitness Award.
    • The Order reestablishes the Presidential Fitness Test, which shall be administered by the Secretary of Health and Human Services.
    • This Order ensures American youth will have opportunities at the global, national, State, and local levels that emphasize the importance of an active lifestyle, good nutrition, American sports, and military readiness.
    • The Order instructs the Council to partner with professional athletes, sports organizations, and influential figures.

    MAINTAINING A STRONG AND VITAL AMERICA: President Trump is addressing the widespread epidemic of declining health and physical fitness with a time-tested approach celebrating the exceptionalism of America’s sports and fitness traditions.

    • Rates of obesity, chronic disease, inactivity, and poor nutrition are at crisis levels, particularly among our children.
    • These trends weaken our economy, military readiness, academic performance, and national morale.
    • President Eisenhower recognized this issue when he created the President’s Council on Youth Fitness in response to reports on the poor state of youth fitness in America.
    • President Trump is creating a national culture of strength, vitality, and excellence for the next generation by promoting the physical, mental, and civic benefits of exercise and good nutrition.

    MAKING AMERICA ACTIVE AGAIN: President Trump is taking action to end the nationwide health crisis and restore urgency in improving the health of all Americans.

    • In 2018, President Trump originally revitalized the Council, renaming it the “President’s Council on Sports, Fitness, and Nutrition.”
    • In 2019, The Trump Administration launched the National Youth Sports Strategy to unify U.S. youth sports culture around a shared vision that one day all youth will have the opportunity, motivation, and access to play sports.
    • In May 2025, President Trump proclaimed May 2025 as National Physical Fitness and Sports Month.
    • Over the next three years, America will host the Ryder Cup, the President’s Cup, the FIFA World Cup, and the Olympic Games –- the world’s premiere sporting competitions. 
    • In 2026, we will celebrate the 250th anniversary of our great Nation, honor the 70th anniversary of the original President’s Council on Youth Fitness, and showcase America’s continued global dominance in sports. 

    MIL OSI USA News

  • MIL-OSI New Zealand: Crown Minerals Amendment Bill a Step in the Right Direction

    Source: Energy Resources Aotearoa

    Energy Resources Aotearoa welcomes the passage of the Crown Minerals Amendment Bill into law, describing it as an important contribution to restoring investment confidence and strengthening New Zealand’s energy security.
    The Bill reverses the 2018 ban on new petroleum permits, restores the promotional purpose of the Act, provides greater flexibility in how petroleum permits are allocated, and recalibrates the decommissioning rules while retaining suitable safeguards.
    Energy Resources Aotearoa Chief Executive John Carnegie says the legislation goes some way towards rebuilding the confidence to invest in New Zealand’s petroleum sector, which is essential for backing up the country’s renewable electricity system, especially during periods of low hydro inflows and peak winter demand.
    “This Bill reverses policy that has done real damage to New Zealand’s long-term energy security, our economic resilience, and our reputation as a place to invest.
    Energy prices tell this story. Without a secure domestic gas supply, the alternative is greater reliance on emissions-intensive imports – most likely from coal.
    To meet our growing energy needs, we must make better use of the resources beneath our feet to enhance economic, social, and environmental resilience.”
    Carnegie acknowledged the Government’s willingness to engage with the sector throughout these changes.
    “We appreciate the time Minister Jones and officials have taken to listen to industry concerns and understand the on-the-ground realities. That engagement is reflected in final legislation, which is more workable for our sector.”
    Carnegie says the changes are a pragmatic step forward, but more will be needed to achieve the Government’s objectives of restoring investor confidence and revitalising the sector.
    “Securing New Zealand’s energy future will require a system firing on all cylinders – which means backing technologies like carbon capture and ensuring all energy options remain on the table, including hydrogen, green gas, biomass, and large-scale renewable generation.
    This new Act is an important part of the puzzle, but to attract the kind of long-term investment New Zealand needs, there must be durable, predictable policy settings that survive beyond election cycles.”
    Carnegie says energy policy shouldn’t be treated as a political football.
    “The stakes are too high, and it’s ordinary Kiwis who end up paying the price when supply is unnecessarily constrained or uncertain.
    Today’s reform is a big step in the right direction. Now we need to build on it with consistent policy and a clear long-term plan for how domestic natural gas will help deliver affordable, secure energy and economic growth.”

    MIL OSI New Zealand News

  • Several areas in Delhi witness rainfall, more rain likely in NCR: IMD

    Source: Government of India

    Source: Government of India (4)

    Several areas in the national capital, including Janpath, Lajpat Nagar, and the Minto Bridge stretch, received rainfall on Thursday morning, a day after intense showers were recorded across the city.

    The India Meteorological Department (IMD) has forecast light to moderate rainfall for parts of Delhi and the National Capital Region (NCR) during the day. According to the IMD, areas such as Bahadurgarh and Manesar are also likely to witness light thunderstorms accompanied by lightning.

    In a post on X, the IMD said, “Light to moderate rainfall accompanied with light thunderstorm and lightning is very likely to occur at NCR (Bahadurgarh, Manesar). Light rainfall is very likely to occur at the entire Delhi, NCR (Loni Dehat, Hindon AF Station, Ghaziabad, Indirapuram, Chhapraula, Noida, Greater Noida, Gurugram, Faridabad, Ballabhgarh). Very light rainfall/drizzle is very likely to occur over the entire Delhi during the next 2 hours.”

    Rainfall data between 8:30 am on Wednesday and 6:30 am on Thursday showed that Salwan Public School in East Delhi recorded 42 mm of rainfall, followed by Pusa in Central Delhi (40 mm), Sports Complex in New Delhi (38 mm), and Safdarjung (34 mm).

    Other locations that received measurable rainfall included Najafgarh (23.5 mm), Pragati Maidan (22.1 mm), KV Narayana (20.5 mm), Lodi Road (18.5 mm), KV Janakpuri (18 mm), and Aya Nagar (13 mm).

    The maximum and minimum temperatures in Delhi are expected to remain between 30 to 32 degrees Celsius and 23 to 25 degrees Celsius, respectively — up to four degrees below the seasonal average.

  • MIL-OSI: Euronext to launch voluntary share exchange offer for all ATHEX shares

    Source: GlobeNewswire (MIL-OSI)

    Euronext to launch voluntary share exchange offer for all ATHEX shares

    • Euronext announces the submission of a voluntary share exchange offer to acquire all shares of HELLENIC EXCHANGES-ATHEX STOCK EXCHANGE S.A. (“ATHEX”), in exchange for newly issued Euronext shares, at a fixed conversion rate of 20.000 ATHEX ordinary shares for each new Euronext share1.
    • The combination between Euronext and ATHEX is in line with Euronext’s ambition to integrate European capital markets. The combined Group will foster harmonisation of European capital markets on a unified technology. Greek markets would benefit from increased visibility towards global investors as part of the largest single liquidity pool in Europe.
    • €12 million of run-rate annual cash synergies are expected by 2028, with implementation costs related to these synergies expected at €25 million.
    • The Offer is in line with Euronext’s investment criteria of ROCE > WACC in year 3 to 5 after the acquisition and is expected to be accretive for Euronext shareholders after delivery of synergies in year 1.
    • ATHEX Board of Directors is unanimously supportive of the Offer to ATHEX shareholders and entered into a cooperation agreement with Euronext.

    Amsterdam, Brussels, Dublin, Lisbon, Milan, Oslo and Paris – 31 July 2025 – Euronext, the leading European capital market infrastructure, today announces the submission of an all-share voluntary share exchange offer (the ‘Offer’) addressed to all shareholders of HELLENIC EXCHANGES-ATHENS STOCK EXCHANGE S.A. (“ATHEX”), the parent company of the Greek financial infrastructure group ATHEX Group, in accordance with Greek Law 3461/2006 (the “Law”). Euronext initiated the Offer process by informing the Hellenic Capital Market Commission (the “HCMC”) and the Board of Directors of ATHEX of the Offer and submitting to them a draft of the Greek information circular (the “Information Circular”), in accordance with article 10, paragraph 1 of the Law. The Board of Directors of ATHEX is unanimously supportive of the Offer to ATHEX shareholders, and entered into a cooperation agreement with Euronext.

    Euronext’s Offer is subject to certain customary conditions and regulatory approvals. This Offer would be structured as a share exchange at a fixed conversion rate of 20.000 ATHEX ordinary shares for each new Euronext share. Based on Euronext’s closing price of €142.7 as of 30 July 2025, the proposed Offer values ATHEX at €7.14 per share and the entire issued and to be issued ordinary share capital of ATHEX2 at approximately €412.8 million on a fully diluted basis.

    As the leading European market infrastructure, Euronext serves as the backbone of the European Savings and Investments Union, particularly at a time when strengthening the European Union’s global competitiveness is a key and shared priority. A potential combination with ATHEX would bring significant benefits to the Greek market by enhancing its international visibility, attracting investment, and providing access to Euronext’s integrated, state-of-the-art trading, clearing, and post-trade services. This transaction would also create new growth and synergy opportunities, support the harmonisation of European capital markets through a unified technology platform, and position Greece as a vital and permanent element of the broader EU financial ecosystem.

    Euronext is the largest liquidity pool in Europe, managing approximately 25% of European cash equity trading activity3 and operating markets in major financial hubs such as Amsterdam, Brussels, Dublin, Lisbon, Milan, Oslo and Paris. The combination would allow Greek financial markets participants to join a network of over 1,800 listed companies with a combined market capitalisation exceeding €6 trillion. The interest of Euronext for ATHEX reflects the strong confidence of Euronext in the development of the Greek economy and the growth potential coming from further integration of Greek capital markets into the Eurozone and improved access to international investors.

    Stéphane Boujnah, CEO and Chairman of the Managing Board of Euronext said:
    “With the announced Offer to acquire ATHEX, the Greek capital market operator, Euronext makes a significant step towards a more integrated and more competitive capital market in Europe. Today, the commitment to progress towards a Savings and Investments Union in Europe is unprecedented, and we are fully dedicated to transform this commitment into a reality. Over the past years, thanks to our unique integration capabilities, we have created the leading European capital market infrastructure. Euronext targets to further expand its geographical footprint to Greece and establish a financing hub in the Southeast Europe region through ATHEX. Greece has experienced strong economic growth in recent years, supported by rising investment, growing international confidence, and solid economic indicators. This is the right time, the right moment to invest in Greece. Joining Euronext’s best-in-class trading and post trade technology will boost the visibility and attractiveness of the Greek markets at an international scale.”

    ATHEX Group overview

    ATHEX (ATHENS STOCK EXCHANGE – GRS395363005 – EXAE) is the operator of the Greek capital market, with operations diversified across custody and settlement, clearing, cash equity and derivatives trading, IT and digital services, listing and data services. In H1 2025, 49% of ATHEX revenues were generated from its CSD and clearing business. ATHEXCLEAR, the group Central Counterparty, conducts the group’s clearing activities in Greece, as well as the derivative clearing in neighbouring countries. As of H1 2025, close to 150 companies were listed on ATHEX, with an average total market capitalisation of €127 billion. During H1 2025, ATHEX recorded average daily volumes of c.€198 million in cash equity and 51,600 average daily derivatives contracts traded. ATHEX owns 21% of the Greek power exchange EnEx.

    Over the past years, ATHEX has benefitted from a supportive macro environment, fuelled by the ongoing recovery of the Greek economy. In 2024, ATHEX generated net revenue of €52.0 million, a +76% increase compared to 2020, and €23.7 million of EBITDA (x3 vs. 2020). The Greek economy is expected to continue to significantly support the exchange business, through a continued re-pricing of assets and increased international appeal.

    Strategic rationale

    The Offer underscores Euronext’s unparalleled track record in integrating European capital markets, to the benefit of the competitiveness of the national and European financial markets.

    Since 2018, Euronext has demonstrated its ability to deliver strong benefits for the local ecosystem of acquired market operators. ATHEX would join Europe’s largest liquidity pool, bringing greater visibility and broader access to Greek issuers and investors, while enhancing overall market liquidity. The combination would increase the visibility of the Greek markets to a global investor base and enhance attractiveness of listing on Greek markets. Following the migration of Euronext Dublin, Euronext Oslo Børs and Borsa Italiana onto Euronext’s trading platform Optiq®, the average daily value traded on the markets has materially increased, and market quality metrics have improved significantly.

    With ATHEX joining Euronext, Europe’s leading equity listing venue in Europe, Greece would become a key hub for listings in the Southeast Europe region, under a harmonised framework, offering greater scale, visibility, and access to European liquidity.

    The fragmentation of the European post-trade landscape has been highlighted as major barrier to the integration and competitiveness of European capital markets. Euronext has significantly reduced this fragmentation with the expansion of its clearing house Euronext Clearing to its seven regulated markets in 2024. As part of its ‘Innovate for Growth 2027’ strategic plan, Euronext aims to position Euronext Securities as the CSD of choice for Europe. With the contemplated acquisition of ATHEX, Euronext further enhances the harmonisation of European post trade.

    The combination would allow Euronext to continue the geographic diversification of the Group, and position ATHEX as a new hub for Euronext’s development in the Southeast Europe region. Euronext and ATHEX would seek to strengthen the links between EnEx Group, the Greek exchange for power derivative and spot trading, and Euronext’s European electricity exchange Nord Pool. In addition, Euronext’s leading position, knowledge and state-of-the-art technology in fixed income could be leveraged to foster the development of Greek fixed income markets.

    Financial impact and integration plan

    Euronext expects to deliver significant synergies from the integration of ATHEX into its European market infrastructure. €12 million annual run-rate cash synergies are targeted by the end of 2028, notably through (i) the migration of Greek trading to Optiq, and (ii) harmonisation of central functions. Implementation costs to deliver those synergies are expected to amount to €25 million. The transaction is expected to be accretive for Euronext shareholders after delivery of synergies in year 1.

    Principal terms of the transaction

    The Offer would be made at a fixed ratio of 20.000 ATHEX ordinary shares for each new Euronext share. Based on Euronext’s closing price of €142.7 as of 30 July 2025, the proposed Offer values   ATHEX at €7.14 per share and the entire issued and to be issued ordinary share capital of ATHEX4 at approximately €412.8 million on a fully diluted basis.

    The Offer Price represents a premium of approximately 27% on ATHEX 3-month volume-weighted average undisturbed share price as of 30 June 2025.

    The transaction would allow ATHEX’ shareholders to remain invested in the enlarged and significantly more diversified group by exchanging their ATHEX’ shares for Euronext’s shares and accordingly benefit from continued growth, value creation potential, liquidity and exposure to a multi-country pan-European group.

    The Offer is subject to a minimum acceptance condition of 67% of voting share capital of ATHEX. Euronext reserves the right to amend this level at its discretion in accordance with Greek law.

    The transaction is in line with Euronext’s investment criteria of ROCE above WACC in year 3 to 5 after the acquisition. The proposed Offer enables Euronext to preserve spare debt capacity to finance further diversification deals and to enhance the free float liquidity of the stock.

    The Offer is expected to be open for acceptance, subject to approval of the Information Circular, from Q4 2025. Shareholders of ATHEX are encouraged to review the Offer Announcement, which is available on www.euronext.com/investor-relations/offering-information-2025. The transaction is expected to be completed by end of 2025, subject to regulatory approvals. All Directors of the Board owning shares and the CEO of ATHEX have signed undertakings to tender their shares, subject to the issuance of a reasoned opinion by the Board in favour of the Offer as mandated by Greek law.

    As per the cooperation agreement, the Board of Directors of ATHEX shall not propose, without prior written consent of Euronext declaration, payment, or distribution of dividends to the shareholders or other distributions for 2024 or any interim dividends for 2025.

    Governance, management and supervision

    As a new major country in the Euronext federal model, Greece would be represented at Group level in Euronext’s governance. An independent figure of the Greek financial ecosystem would be proposed to join the Supervisory Board of Euronext at the 2026 AGM, in replacement for one of the current independent members of the Supervisory Board. In line with Euronext’s federal model, the CEO of ATHEX would be proposed to join the Managing Board of Euronext N.V. The Hellenic Capital Markets Commission would remain the primary supervisory authority for Greek markets and would be invited to join Euronext’s College of Regulators, becoming part of the supervision of Euronext at group level pari passu with other European regulators with a rotating chair every semester.

    CONTACTS – EURONEXT

    ANALYSTS & INVESTORS – ir@euronext.com

    Investor Relations        Aurélie Cohen         +33 6 85 99 86 76         

            Judith Stein         +33 6 15 23 91 97        

    MEDIA – mediateam@euronext.com 

    Europe        Aurélie Cohen         +33 1 70 48 24 45

            Andrea Monzani         +39 02 72 42 62 13 

    Belgium        Marianne Aalders         +32 26 20 15 01                 

    France, Corporate        Flavio Bornancin-Tomasella        +33 1 70 48 24 45                 

    Ireland        Catalina Augspach        +39 02 72 42 62 13                 

    Italy         Ester Russom         +39 02 72 42 67 56                 

    The Netherlands        Marianne Aalders         +31 20 721 41 33                 

    Norway         Cathrine Lorvik Segerlund        +47 41 69 59 10                 

    Portugal         Sandra Machado        +351 91 777 68 97                

    GREECE – V+O Communication

    ao@vando.gr        Argyro Oikonomou        +30 6936026335

    ia@vando.gr        Ioanna Alexopoulou        +30 6977403050         

             

    About Euronext

    Euronext is the leading European capital market infrastructure, covering the entire capital markets value chain, from listing, trading, clearing, settlement and custody, to solutions for issuers and investors. Euronext runs MTS, one of Europe’s leading electronic fixed income trading markets, and Nord Pool, the European power market. Euronext also provides clearing and settlement services through Euronext Clearing and its Euronext Securities CSDs in Denmark, Italy, Norway and Portugal.
    As of June 2025, Euronext’s regulated exchanges in Belgium, France, Ireland, Italy, the Netherlands, Norway and Portugal host nearly 1,800 listed issuers with €6.3 trillion in market capitalisation, a strong blue-chip franchise and the largest global centre for debt and fund listings. With a diverse domestic and international client base, Euronext handles 25% of European lit equity trading. Its products include equities, FX, ETFs, bonds, derivatives, commodities and indices.
    For the latest news, go to euronext.com or follow us on X and LinkedIn.

    Disclaimer

    This press release is for information purposes only: it is not a recommendation to engage in investment activities and is provided “as is”, without representation or warranty of any kind. While all reasonable care has been taken to ensure the accuracy of the content, Euronext does not guarantee its accuracy or completeness. Euronext will not be held liable for any loss or damages of any nature ensuing from using, trusting or acting on information provided. No information set out or referred to in this publication may be regarded as creating any right or obligation. The creation of rights and obligations in respect of financial products that are traded on the exchanges operated by Euronext’s subsidiaries shall depend solely on the applicable rules of the market operator. All proprietary rights and interest in or connected with this publication shall vest in Euronext. This press release speaks only as of this date. Euronext refers to Euronext N.V. and its affiliates. Information regarding trademarks and intellectual property rights of Euronext is available at www.Euronext.com/terms-use.

    © 2025, Euronext N.V. – All rights reserved. 

    The Euronext Group processes your personal data in order to provide you with information about Euronext (the “Purpose”). With regard to the processing of this personal data, Euronext will comply with its obligations under Regulation (EU) 2016/679 of the European Parliament and Council of 27 April 2016 (General Data Protection Regulation, “GDPR”), and any applicable national laws, rules and regulations implementing the GDPR, as provided in its privacy statement available at: www.Euronext.com/privacy-policy. In accordance with the applicable legislation you have rights with regard to the processing of your personal data: for more information on your rights, please refer to: www.Euronext.com/data_subjects_rights_request_information. To make a request regarding the processing of your data or to unsubscribe from this press release service, please use our data subject request form at connect2.Euronext.com/form/data-subjects-rights-request or email our Data Protection Officer at dpo@Euronext.com.


    1 Offer is subject to customary and regulatory approvals.
    2 Based on a total number of shares as at 30 June 2025 of 57,850,000, which exclude the number of treasury shares of 2,498,000
    3 Including lit and Periodic Auctions
    4 Based on a total number of shares as at 30 June 2025 of 57,850,000, which exclude the number of treasury shares of 2,498,000

    Attachment

    The MIL Network

  • MIL-OSI Asia-Pac: Appointments to Betting and Lotteries Commission

    Source: Hong Kong Government special administrative region

    Appointments to Betting and Lotteries Commission 
    The Secretary for Home and Youth Affairs, Miss Alice Mak, welcomed the appointments. She said, “The Government will continue to work closely with the Betting and Lotteries Commission, and we would like to express our gratitude to the outgoing members for their efforts and contributions to the work of the Commission during their term of service.”
     
    The membership list of the Commission, with effect from August 1, 2025, is as follows:
     
    Chairman
    ——–
    Mr Adrian Yip Chun-to

    Members
    ——–
    Mr Henry Chan Chi-chiu
    Ms Cheung Lai-chu
    Reverend Canon Peter Douglas Koon Ho-ming
    Ms Nixie Lam Lam
    Ms Anthea Lee Shuk-wai
    Ms Vivian Tsui Sau-yin
    Dr Rizwan Ullah
    Ms Iris Wan Lai-sze
    Miss Kay Wong Kam-yan
    Ms Annie Wong Pak-yan
     
    The Commission is a statutory body established in accordance with the provisions of the Betting Duty Ordinance. Its function is to advise the Secretary for Home and Youth Affairs on the regulation of the conduct of horse race betting, football betting and lotteries.
    Issued at HKT 15:00

    NNNN

    MIL OSI Asia Pacific News

  • MIL-OSI Africa: Petrofund Launches Flagship Scholarship to Empower Namibian Youth in Oil and Gas

    Source: APO

    Namibia’s Petroleum Training and Education Fund (Petrofund) officially launched its flagship scholarship program during the 2nd Youth in Oil and Gas Summit, reinforcing its commitment to building a highly skilled national workforce for the country’s burgeoning oil and gas sector. The new scholarship complements the Namibian government’s free tertiary education policy by fully funding undergraduate and postgraduate students in engineering, geosciences, paramedics and technical vocational training disciplines relevant to upstream oil and gas operations. Courses will be offered at accredited institutions across the Southern African Development Community region and internationally.

    As the voice of the African energy sector, the African Energy Chamber (AEC) commends Petrofund’s leadership and forward-thinking strategy to anchor Namibian youth at the core of the country’s growing energy economy. With major discoveries in the Orange Basin and increasing momentum towards first oil, initiatives like this are essential to ensure local capacity meets international operational standards.

    In addition to its flagship scholarship program, Petrofund has introduced several strategic initiatives to accelerate youth integration into Namibia’s oil and gas industry. Through its expanded on-the-job training program, more than 82 young professionals have been deployed across various technical roles in collaboration with premier service and operating companies including TechnipFMC, SBM, Subsea 7, Baker Hughes, Halliburton, SLB, BW Energy, Shell, ReconAfrica, TotalEnergies and QatarEnergy. Petrofund has also signed ten memoranda of understanding to deepen these partnerships and enhance practical industry exposure. Additionally, the government-led fund is developing a national oil and gas CV repository – set to launch in Q4 2025 – to bridge the gap between skilled graduates and industry demand.

    Petrofund is also strengthening its collaboration with Namibian institutions of higher learning. Partners include the Namibia University of Science and Technology and University of Namibia, along with regulatory authorities such as the Namibia Qualifications Authority; National Council for Higher Education; Namibia Training Authority; and Ministry of Education, Innovation, Youth, Sports, Art and Culture. This initiative aims to introduce and accredit more oil and gas-related programs locally, enhancing access to technical education aligned with global industry standards. To date, Petrofund has invested over N$115 million to support 438 Namibians in petroleum-related studies, achieving a 90% internship and employment placement rate for its Master’s level beneficiaries.

    As Namibia progresses towards final investment decisions for high-impact offshore projects led by operators such as TotalEnergies and Shell, this program ensure that Namibians are equipped with the technical expertise to actively participate and lead in-country value creation. Imminent first production means Petrofund’s holistic approach to human capital development can align with the country’s Local Content Policy and sets the foundation for long-term, inclusive growth. The AEC supports these efforts as a model for Africa’s youth empowerment in energy.

    “Petrofund is setting the standard for what youth empowerment in Africa’s energy sector should look like. By aligning skills development with industry demand and embracing inclusivity, Namibia is not just preparing its young people for jobs – it’s preparing them for leadership. The Chamber fully supports these efforts, which will ensure that Namibians are not just bystanders, but key drivers of their energy future,” states NJ Ayuk, Executive Chairman, AEC.

    Distributed by APO Group on behalf of African Energy Chamber.

    Media files

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    MIL OSI Africa

  • MIL-OSI Africa: Bold Sports marks major digital milestone during Super Falcons’ Women’s Africa Cup of Nations (WAFCON) 2024 victory

    Source: APO

    Bold Sports (www.BoldSportsng.com), Nigeria’s emerging digital sports media platform, announced today that it recorded unprecedented audience growth across its digital platforms during the recently concluded Women’s Africa Cup of Nations (WAFCON) 2024, where the Super Falcons lifted their 10th continental title.

    From July 5 to 26, 2025, the tournament period saw Bold Sports significantly increase its reach and engagement across its digital platforms, positioning it as one of the most active and influential sports content creators in Nigeria during the championship.

    On Facebook, Bold Sports attracted over 18 million video views, with reach climbing to over 4 million users and visits increasing by around 120% to over 120,000. The engagement also rose by over 141% to 1.2 million, while the platform gained more than 65,000 new followers, bringing its total Facebook community to over 130,000 followers.

    TikTok content during the same period recorded over 1.2 million video views, with 90,000 likes, over 13,000 profile views, and a significant increase in user engagement, including comments and shares from football fans across the continent.

    The official website, www.BoldSportsng.com, crossed 20,000 page views, while the brand’s YouTube channel registered over 146,000 views, fueled largely by interactive watch-along sessions and fan commentary during matchdays.

    “The Super Falcons’ journey to a 10th WAFCON title was a historic moment for Nigerian football, and we were proud to capture it with the energy and passion it deserved,” CEO and Editor-in-Chief of Bold Sports, Tosin Oluwalowo, said. “We made a clear decision to cover the tournament from a fan-first, Nigerian perspective — and the numbers show that our audience responded powerfully to that approach.”

    “Bold Sports really came through during WAFCON,” Tolu Onigbinde, a Nigerian football fan based in Lagos said. “It wasn’t just the scores from the matches, they made us feel like part of the journey. From the behind-the-scenes stories to the fan banter and post-match reactions, it felt fresh. I followed everything through them.”

    Chief Operating Officer and Managing Editor, Kelvin Ekerete, added: “What we’ve seen in the past few weeks validates our belief that Nigerian fans want relatable, and quality content. Our team worked tirelessly across formats and the audience stayed with us every step of the way.”

    The Super Falcons sealed their historic title win by defeating host nation Morocco 1–0 in the final played in Casablanca. The victory also marked the successful achievement of the Nigeria Football Federation’s “Mission X” campaign, which was launched prior to the tournament with the goal of winning Nigeria’s 10th WAFCON crown

    Throughout the tournament, Bold Sports delivered dynamic coverage, including pre-match previews, behind-the-scenes, player features, match reactions, and engaging social commentary that resonated deeply with fans in Nigeria and across Africa.

    The growth achieved during WAFCON 2024 highlights Bold Sports’ rising status as a trusted voice in Nigerian sports media, and underlines the company’s mission to tell Nigerian sports stories through a proudly local, digital-first lens.

    Distributed by APO Group on behalf of Bold Sports.

    Media Contact:
    admin@boldsportsng.com

    Follow Us:
    Instagram: https://apo-opa.co/44Udy7Z
    Facebook: https://apo-opa.co/45hZV1v
    X: https://apo-opa.co/3UFg4ZG
    TikTok: https://apo-opa.co/3IRIxJi

    About Bold Sports:
    Bold Sports, published by Bold Media Innovations & Creative Hub Limited, is Nigeria’s leading digital sports media platform, providing high-quality, data-driven coverage of Nigerian athletes at home and abroad. Through video, storytelling, and real-time engagement, Bold Sports connects a passionate community of fans with the moments that matter — from grassroots to global competitions.

    With a bold, multimedia-first approach, we celebrate Nigeria’s sporting excellence and foster national pride across generations and geographies.

    Motto: Boldly Nigerian. Passionately Sporty.

    Website: www.BoldSportsng.com

    Media files

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    MIL OSI Africa

  • MIL-OSI Russia: Kirill Prigoda is our champion!

    Translation. Region: Russian Federal

    Source: Peter the Great St. Petersburg Polytechnic University –

    An important disclaimer is at the bottom of this article.

    The renowned polytechnician, assistant of the Higher School of Sports Education of the Institute of Physical Culture and Sport, Kirill Prigoda became the winner of the World Aquatics Championships in Singapore. He won gold in the 4×100 m combined relay. And before that, he won silver in the individual event at the 50 m breaststroke.

    The World Championships are being held in Singapore from July 11 to August 3. On July 30, Kirill Prigoda, Miron Lifintsev, Darya Klepikova and Darya Trofimova won the combined relay. Our team not only won a confident victory in the final, but also set a new world championship record – 3:37.37. This victory went down in history – before it, Russian swimmers had not won the relay at major international tournaments for 22 years! The last time our athletes won was in 2003. Then Kirill Prigoda was seven years old.

    The emotions are very pleasant, because the team gave 110%. The guys are great, but the championship is not over yet. We will celebrate at the end of the competition, – said Kirill Prigoda on air at Match TV.

    Let us remind you that the Russian team is performing in Singapore in a neutral status. Thus, during the swim it was forbidden to chant “Russia”. This is a strict condition of the International Swimming Federation. The team was given a special guide. If we violated it, we were threatened with exclusion from the championship. And even though we did not see the Russian flag or hear our anthem at the awards ceremony, everyone in the world understood that the Russians were on the top step of the podium.

    Less than an hour before the team victory, Kirill Prigoda secured the title of vice-champion in the 50-meter breaststroke. In the final swim, he showed a result of 26.62 seconds. This medal was the 11th for the Russians and the first personal award for Russian swimmers at the current championship.

    We are proud of Kirill and once again we are convinced that Polytechnic University helps develop abilities and talents in science, creativity, and sports! – noted SPbPU Rector Andrey Rudskoy.

    Kirill Prigoda is already an eight-time world champion! He is also a four-time world championship medalist, a two-time European champion, and a silver and bronze medalist at the European Short Course Championships. He currently holds three world records.

    The World Championships are ongoing, and Kirill Prigoda has a great opportunity to add to the Russian team’s medal collection.

    Photo: © RIA Novosti / Maxim Bogodvid / EPA / TASS

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    .

    MIL OSI Russia News

  • MIL-OSI Russia: The deadline for accepting applications for the XI All-Russian Prize “For Loyalty to Science” has been extended

    Translation. Region: Russian Federal

    Source: Official website of the State –

    An important disclaimer is at the bottom of this article.

    The State University of Management invites you to take part in the XI All-Russian Prize “For Loyalty to Science”. Applications are accepted until August 17.

    Participants may include scientists, journalists, press service workers popularizing Russian science, as well as business representatives who have made a significant contribution to supporting the prestige of professional scientific activity and popularizing domestic scientific achievements.

    This year the Award includes 11 nominations:

    Scientific press service of the year. Scientific journalist of the year. Author of digital content. Recognition. Russian science to the world (nomination named after Konstantin Eduardovich Tsiolkovsky). On the use of artificial intelligence technology in scientific research. Working with experience: scientists’ contribution to the Victory. Science for children. Special prize named after Khristophor Ledentsov. Special prize named after Daniil Granin. Special prize for the 80th anniversary of the nuclear industry.

    All winners will receive a cash prize from the Art, Science and Sport charity foundation, and the winners of the Special Prize for the 80th Anniversary of the Nuclear Industry nomination will also go on a trip on a nuclear icebreaker organized by the Rosatom State Corporation.

    The award ceremony will take place at the end of October in Moscow.

    Let us recall that the All-Russian Prize “For Loyalty to Science” is awarded annually for outstanding achievements in the field of scientific communication, popularization of scientific achievements and support of the prestige of scientific activity in the Russian Federation. In 2022, the Prize became one of the flagship projects of the Decade of Science and Technology announced by the President of Russia.

    You can find out more about the Award and submit an application on the official website, and ask any questions by email at zavernostnauke@minobrnauki.gov.ru.

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    .

    MIL OSI Russia News

  • MIL-OSI: Introducing Commerce, the New Parent Brand of BigCommerce, Feedonomics and Makeswift, Powering an AI-Driven Future

    Source: GlobeNewswire (MIL-OSI)

    Commerce’s open, intelligent ecosystem connects the tools and systems that drive growth and empower businesses to unlock data potential and deliver seamless, personalized experiences at scale

    Commerce unveils unified AI vision to enable every merchant to thrive in the agentic commerce era

    AUSTIN, Texas, July 31, 2025 (GLOBE NEWSWIRE) — BigCommerce Holdings, Inc. (Nasdaq: BIGC), a leading open SaaS ecommerce platform for B2C and B2B businesses, today announced the launch of its new parent brand, Commerce, and that it has officially changed its corporate name to Commerce.com, Inc. (“Commerce” or the “Company”), unifying BigCommerce, Feedonomics and Makeswift to power the next era of agentic commerce. In connection with the name change and rebranding, effective on or about August 1, 2025, the Company’s common stock will begin trading on the Nasdaq Global Market under the ticker symbol “CMRC” and cease trading under “BIGC.” This strategic move introduces a bold vision for the future where AI navigates choices for consumers and businesses adapt with intelligent, composable tools.

    In conjunction with the rebrand, Commerce also unveiled the company’s vision and strategy for powering agentic commerce where AI acts on behalf of consumers to research, recommend and even transact. To support this shift, Commerce is focused on enabling merchants with the data infrastructure and intelligent storefronts needed to thrive in this next chapter of digital commerce.

    “Launching the Commerce brand is about more than a new name and logo,” said Commerce CEO Travis Hess. “It is a clear declaration to our customers, partners, investors and team that we are doubling down on innovation to give brands, retailers, manufacturers, distributors and wholesalers the flexibility, connectivity and care to help them move faster, scale smarter and grow on their terms. Agentic commerce requires a new playbook, and Commerce is here to deliver it with an open ecosystem built for speed, intelligence and flexibility.”

    Unifying Three Market-leading Solutions

    The individual BigCommerce, Feedonomics and Makeswift brands will continue to exist as three powerful solutions with a unified purpose:

    • BigCommerce is the flexible ecommerce platform that grows with merchants. It is trusted by teams that value speed and scalability, empowering innovation without constraint.
    • Feedonomics turns data into a competitive advantage, ensuring every product is AI-ready and optimized across hundreds of global channels.
    • Built for both marketers and developers, Makeswift is the intuitive visual editor that lets whole teams collaborate to create cutting-edge, personalized digital experiences.

    Together, Commerce connects the tools and systems that drive growth, whether it is part of our family of brands or a trusted outside partner. Its open, intelligent ecosystem empowers businesses to unlock data potential and deliver seamless, personalized experiences at scale.

    “Commerce is more than just another ecommerce company,” said Hess. “We are a trusted partner, an innovation engine and a champion that stands behind what we promise, and one of those promises is to provide an AI-driven ecosystem that aligns innovation with outcomes.”

    Delivering AI to Drive Results

    The way consumers discover and purchase products online is undergoing a dramatic transformation. Traditional organic search is rapidly losing ground as the “front door” of the internet. Instead, shoppers are turning to answer engines—AI-powered platforms like ChatGPT, Perplexity, Copilot and Google Cloud with Gemini—to find what they need and even buy it. In this new era, AI agents act on behalf of shoppers, searching, comparing, and even checking out across multiple channels, often without ever visiting a merchant’s website. These AI-driven experiences are seamless, contextual and increasingly the default for how consumers interact with commerce online.

    For large retail brands and technology companies, this means that web traffic is already shifting as the old playbook of SEO and paid ads becomes less effective. The conversation is focused on regaining visibility and relevance in a fundamentally new digital landscape.

    Commerce offers a complete solution for the AI era. Feedonomics optimizes merchant data for every touchpoint and holds strategic partnerships with leading AI platforms. BigCommerce provides the operating system for merchants of record. Makeswift powers AI-optimized storefronts. Every merchant needs an end-to-end strategy with these pillars for success in AI-driven commerce.

    Over the last few weeks, Commerce brands BigCommerce and Feedonomics have expanded partnerships with AI leaders Perplexity and Google Cloud to help businesses capitalize on agentic commerce opportunities to meet consumer expectations and create a competitive advantage.

    “At Commerce, we leverage AI where it delivers real, measurable results: powering personalization, automation and data orchestration across the entire customer journey from discovery to checkout,” said Vipul Shah, chief product officer at Commerce. “By delivering relevant, context-optimized data to digital channels including answer engines, and creating agentic tools to help merchants optimize their operations, Commerce helps businesses adapt in real time and grow intelligently. We’re not just following the AI wave; we’re in the room with the product and engineering teams from the leading AI companies shaping the future of the internet so that we are positioned to help our customers win.”

    Adventure brand Revelyst, the parent company of Bell, Bushnell, CamelBak and Giro; global consumer brand URBN, the parent company of Urban Outfitters, Anthropologie and many others; and Tapestry, the parent company of fashion brands such as Coach and Kate Spade New York; and Dell Technologies are already leveraging Commerce’s product data integrations to improve visibility, protect brand consistency and boost performance across AI-driven search experiences.

    “Since Travis stepped into the CEO role, he has assembled an experienced and visionary leadership team that came together with clarity and conviction to transform the company,” said Ellen Siminoff, executive chair of the board of directors at Commerce. “The launch of Commerce is the culmination of bold thinking, careful planning and hard work during a period of rapid industry change. This transformation positions the company for a return to long-term, sustainable growth. We are proud of our progress thus far and look forward to continuous execution.”

    Conference Call Information

    Commerce will host its first quarterly earnings call under the Commerce name later this morning at 7:00 a.m. CT (8:00 a.m. ET) Thursday, July 31, 2025. The conference call can be accessed by dialing (833) 634-1254 from the United States and Canada or (412) 317-6012 internationally and requesting to join the “Commerce conference call.” The live webcast of the conference call can be accessed from BigCommerce’s investor relations website at http://investors.bigcommerce.com.

    Following the completion of the call through 11:59 p.m. ET on Thursday, August 7, 2025, a telephone replay will be available by dialing (877) 344-7529 from the United States, (855) 669-9658 from Canada or (412) 317-0088 internationally with conference ID 7863771. A webcast replay will also be available at http://investors.bigcommerce.com for 12 months.

    About Commerce

    Commerce empowers businesses to innovate, grow, and thrive by providing an open, AI-driven commerce ecosystem. As the parent company of BigCommerce, Feedonomics, and Makeswift, Commerce connects the tools and systems that power growth, enabling businesses to unlock the full potential of their data, deliver seamless and personalized experiences across every channel, and adapt swiftly to an ever-changing market. Trusted by leading businesses like Coldwater Creek, Cole Haan, Harvey Nichols, King Arthur Baking Co., Melissa & Doug, Mizuno, Patagonia, Perry Ellis, Puma, SportsShoes, and Uplift Desk, Commerce delivers the storefront control, optimized data, and AI-ready tools businesses need to grow, serve diverse buyers, and operate with confidence in an increasingly intelligent, multi-surface world. For more information, visit commerce.com or follow us on X and LinkedIn.

    BigCommerce,® the Commerce logo, and other brands are the trademarks or registered trademarks of BigCommerce Pty. Ltd. Third-party trademarks and service marks are the property of their respective owner.

    Forward-Looking Statements

    This press release contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. In some cases, you can identify forward-looking statements by terms such as “anticipate,” “believe,” “estimate,” “expect,” “intend,” “outlook,” “may,” “might,” “plan,” “project,” “will,” “would,” “should,” “could,” “can,” “predict,” “potential,” “strategy, “target,” “explore,” “continue,” or the negative of these terms, and similar expressions intended to identify forward-looking statements. However, not all forward-looking statements contain these identifying words. These statements may relate to our ability to successfully execute our rebranding initiative, our increased focus on AI enablement, market size and growth strategy, our estimated and projected costs, margins, revenue, expenditures and customer and financial growth rates, our plans and objectives for future operations, growth, initiatives or strategies. By their nature, these statements are subject to numerous uncertainties and risks, including factors beyond our control, that could cause actual results, performance or achievement to differ materially and adversely from those anticipated or implied in the forward-looking statements. These assumptions, uncertainties and risks include that, among others, our business would be harmed by any decline in new customers, renewals or upgrades, our limited operating history makes it difficult to evaluate our prospects and future results of operations, we operate in competitive markets, we may not be able to sustain our revenue growth rate in the future, our business would be harmed by any significant interruptions, delays or outages in services from our platform or certain social media platforms, and a cybersecurity-related attack, significant data breach or disruption of the information technology systems or networks could negatively affect our business. Additional risks and uncertainties that could cause actual outcomes and results to differ materially from those contemplated by the forward-looking statements are included under the caption “Risk Factors” and elsewhere in our filings with the Securities and Exchange Commission (the “SEC”), including our Annual Report on Form 10-K for the year ended December 31, 2024 and the future quarterly and current reports that we file with the SEC. Forward-looking statements speak only as of the date the statements are made and are based on information available to Commerce at the time those statements are made and/or management’s good faith belief as of that time with respect to future events. Commerce assumes no obligation to update forward-looking statements to reflect events or circumstances after the date they were made, except as required by law.

    Media Contact:
    Brad Hem
    pr@commerce.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/0e3864e0-299e-4612-a8de-892adb7645e8

    The MIL Network

  • MIL-OSI: PROS and Commerce Announce Strategic Partnership to Redefine B2B Digital Commerce

    Source: GlobeNewswire (MIL-OSI)

    HOUSTON and AUSTIN, Texas, July 31, 2025 (GLOBE NEWSWIRE) — PROS Holdings, Inc. (NYSE: PRO), a leading provider of AI-powered SaaS pricing and selling solutions, and Commerce (Nasdaq: BIGC) (formerly BigCommerce Holdings, Inc.), an open, intelligent ecosystem of technology solutions that empower businesses to unlock data potential and deliver seamless, personalized experiences at scale, today announced a strategic partnership to redefine B2B digital commerce.

    Today’s B2B buyers demand accuracy, speed and transparency at every step of the purchase journey. However, the complexity of large-scale B2B operations can push the boundaries of typical ecommerce platforms. By integrating PROS enterprise-grade pricing and CPQ with Commerce’s portfolio of industry-leading applications, businesses can meet these demands head-on, resulting in fewer delays, reducing errors and accelerating time to revenue.

    “Pricing is the heartbeat of every commercial interaction, and when it’s disconnected or overly complex, it disrupts the entire buying experience,” said Jeff Cotten, President and Chief Executive Officer, PROS. “By embedding our AI-powered pricing and selling capabilities directly into the ecommerce experience, we’re enabling businesses to optimize pricing and product recommendations, streamline complex quoting and deliver real-time, market-relevant offers that build buyer confidence, accelerate decision-making and drive profitability. The future of B2B commerce is not just digital, it’s dynamic, intelligent and deeply contextualized.”

    The combined power of PROS and Commerce delivers on the promise of intelligent commerce, reshaping how companies engage buyers, drive revenue and scale in a digital-first world. This collaboration equips businesses to anticipate customer needs, respond to real-time market dynamics and deliver buying experiences that are both seamless and relevant. For B2B organizations selling with complex catalogs, global operations and diverse sales channels, it translates into faster time-to-value, higher conversion rates and a distinct competitive advantage in an increasingly dynamic market.

    “B2B companies are no longer asking whether they should go digital — they’re asking how quickly they can get there,” said Travis Hess, Chief Executive Officer, Commerce. “By partnering with PROS, we’re giving our customers, from mid-market to global enterprises, the tools to not only sell online, but to do so intelligently, competitively and at scale. And we see this impact going beyond B2B to B2C retailers managing large, dynamic catalogs across multiple channels to improve margin and drive conversion across storefronts and marketplaces. This collaboration sets a new standard for what modern commerce can achieve.”

    About PROS 
    PROS Holdings, Inc. (NYSE: PRO) is a leading provider of SaaS solutions that optimize omnichannel shopping and selling experiences, powering intelligent commerce. Leveraging leadership in revenue and pricing science, the PROS Platform combines predictive AI, real-time analytics, and powerful automation to dynamically match offers to buyers and prices to products. Businesses win more with PROS. Learn how at pros.com.  

    About Commerce
    Commerce empowers businesses to innovate, grow, and thrive by providing an open, AI-driven commerce ecosystem. As the parent company of BigCommerce, Feedonomics, and Makeswift, Commerce connects the tools and systems that power growth, enabling businesses to unlock the full potential of their data, deliver seamless and personalized experiences across every channel, and adapt swiftly to an ever-changing market. Trusted by leading businesses like Coldwater Creek, Cole Haan, Harvey Nichols, King Arthur Baking Co., Melissa & Doug, Mizuno, Patagonia, Perry Ellis, Puma, SportsShoes, and Uplift Desk, Commerce delivers the storefront control, optimized data, and AI-ready tools businesses need to grow, serve diverse buyers, and operate with confidence in an increasingly intelligent, multi-surface world. For more information, visit commerce.com or follow us on X and LinkedIn.

    PROS Media Contact   
    Amy Williams   
    +1 713-335-5916   
    awilliams@pros.com   

    Commerce Media Contact   
    Brad Hem 
    +1 281-543-0669 
    pr@commerce.com    

    The MIL Network

  • MIL-OSI: Brazil’s Grupo Petrópolis Uses Descartes Routing Solution to Optimize Nationwide Beverage Distribution

    Source: GlobeNewswire (MIL-OSI)

    SÃO PAULO and ATLANTA, July 31, 2025 (GLOBE NEWSWIRE) — Descartes Systems Group (Nasdaq:DSGX) (TSX:DSG), the global leader in uniting logistics-intensive businesses in commerce, announced that Brazil’s Grupo Petrópolis is using Descartes’ routing and fleet management solution to enhance its nationwide beverage distribution operations using approximately 2,900 vehicles. The Descartes solution helped Grupo Petrópolis achieve an on-time delivery rate of 98%, reduce overtime hours by 9% and decrease fuel consumption by 5%. These improvements reflect more efficient and sustainable fleet operations.

    “To better meet customer needs, we wanted a fleet management platform to enhance on-time performance, improve service in case of returns or customer concerns and advance sustainability goals by reducing carbon emissions,” said Luís Moura, Manager at Grupo Petrópolis. “The Descartes solution gives us a new level of control and visibility into our large distribution network. Across 160 locations, routes are now more intelligent and efficient, and we track all routes in real-time. If a driver goes off a planned route, the system immediately signals the detour so our team can respond quickly, which is critical to providing reliable service. And, because we can act with much more delivery precision and agility, we have lowered fuel and maintenance costs, gained visibility into idle vehicles and overcome challenges with product and delivery traceability.”

    Part of Descartes’ routing, mobile and telematics solution suite, the Descartes routing and fleet management solution helps retail food and beverage distribution companies, like Grupo Petrópolis, manage routes for optimal efficiency and minimize the impact of unforeseen events on customer service levels, mileage and costs. By continually re-optimizing route plans based on real-time traffic data and other variables, the solution enhances customer service by improving on-time delivery performance, lowers mileage by guiding drivers through shorter route paths, and decreases total route time and costs by helping drivers navigate through heavy traffic with alternate routes and stop sequences. The solution also monitors planned vs. actual deliveries, product traceability, journey control (including lunch breaks, overnights and overtime), route deviations, unplanned stops and departure or arrival delays.

    “Our collaboration with Grupo Petrópolis highlights how advanced routing solutions can help transform complex distribution environments into highly efficient, sustainable, and customer-focused logistics operations,” said Douglas Alves, Sales Executive at Descartes. “As food and beverage distributors look for opportunities to enhance last mile performance, our solution suite can help rebalance distribution networks; improve route productivity, execution and sustainability; respond more dynamically to demand; and accelerate cash flow with electronic proof-of-delivery.”

    Learn more about Descartes’ route execution and fleet performance management solutions and its Routing, Mobile and Telematics solution suite.

    About Grupo Petrópolis

    Grupo Petrópolis is the only major company in the beer sector with 100% Brazilian capital. It produces the beer brands Itaipava, Crystal, Petra, Black Princess, Cacildis, Cabaré, Lokal, and Weltenburger; the vodkas Blue Spirit Ice and Nordka; Cabaré Ice; the energy drinks TNT Energy Drink and Magneto; the liquid dietary supplement TNT Sports Drink; Petra mineral water; Petra tonic; and the soft drink It!. Through environmental projects, it promotes the planting and maintenance of thousands of trees, as well as sustainability initiatives and environmental education projects for public schools. Learn more at www.grupopetropolis.com.br and on LinkedIn.

    About Descartes

    Descartes (Nasdaq:DSGX) (TSX:DSG) is the global leader in providing on-demand, software-as-a-service solutions focused on improving the productivity, security and sustainability of logistics-intensive businesses. Customers use our modular, software-as-a-service solutions to route, track and help improve the safety, performance and compliance of delivery resources; plan, allocate and execute shipments; rate, audit and pay transportation invoices; access global trade data; file customs and security documents for imports and exports; and complete numerous other logistics processes by participating in the world’s largest, collaborative multimodal logistics community. Our headquarters are in Waterloo, Ontario, Canada and we have offices and partners around the world. Learn more at www.descartes.com, and connect with us on LinkedIn and Twitter.

    Global Media Contact
    Cara Strohack                                                                     
    Tel: 226-750-8050                                 
    cstrohack@descartes.com  

    Cautionary Statement Regarding Forward-Looking Statements

    This release contains forward-looking information within the meaning of applicable securities laws (“forward-looking statements”) that relate to Descartes’ routing, mobile and telematics solution offerings and potential benefits derived therefrom; and other matters. Such forward-looking statements involve known and unknown risks, uncertainties, assumptions and other factors that may cause the actual results, performance or achievements to differ materially from the anticipated results, performance or achievements or developments expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the factors and assumptions discussed in the section entitled, “Certain Factors That May Affect Future Results” in documents filed with the Securities and Exchange Commission, the Ontario Securities Commission and other securities commissions across Canada including Descartes’ most recently filed management’s discussion and analysis. If any such risks actually occur, they could materially adversely affect our business, financial condition or results of operations. In that case, the trading price of our common shares could decline, perhaps materially. Readers are cautioned not to place undue reliance upon any such forward-looking statements, which speak only as of the date made. Forward-looking statements are provided for the purposes of providing information about management’s current expectations and plans relating to the future. Readers are cautioned that such information may not be appropriate for other purposes. We do not undertake or accept any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements to reflect any change in our expectations or any change in events, conditions or circumstances on which any such statement is based, except as required by law.

    The MIL Network

  • MIL-OSI United Kingdom: Island youth shine at cricket skills festival 31 July 2025 Island youth shine at Chance to Shine Cricket Skills Festival

    Source: Aisle of Wight

    The final event of the Isle of Wight’s ‘Chance to Shine Cricket Skills Festival’ saw more than 100 children take part in a day of fun, teamwork and cricket at Newclose County Cricket Ground.

    Young players from across the Island came together for a packed schedule of cricket-based activities and games, with children showing off everything from powerful batting to diving catches.

    Andy Day, event coordinator, said: “This festival isn’t just about cricket, it’s about building confidence, encouraging teamwork, and creating a love for the game from a young age, especially for those who might not otherwise get the chance.”

    The event was the last of four free festivals held this summer at cricket grounds across the Island, all part of a national programme designed to bring cricket into more state schools. Every Island primary school is invited to take part.

    Councillor Ian Dore, chair of the Isle of Wight Council, who supported the event, said: “It was a truly joyous event, beautifully organised and a real celebration of everything cricket has to offer young people.

    “Cricket encourages physical fitness through regular activity, building strength, coordination, and endurance. Just as importantly, it instils discipline, patience, and teamwork, nurturing social skills and mutual respect.

    “I believe this may have been a first for the Chair — being asked to wear the chain with sports kit! Sadly, it didn’t improve my cricketing ability, which was certainly outshone by the impressive talent on display.”

    A team of young leaders from Carisbrooke College helped run this final festival, having completed the Chance to Shine Young Leaders programme earlier this term alongside students from The Bay, Ryde Academy, and The Island Free School.

    Chance to Shine has worked with over 7 million young people across the UK since 2005, introducing many to the sport for the very first time through coaching, competition, and leadership training.

    Councillor Dore added: “The Island is clearly leading the way in this, and participation in cricket helps foster a strong sense of belonging and community. 

    “Cricket can also open doors to further education and professional opportunities. Most importantly, it’s fun! It offers children a chance to enjoy healthy, structured physical activity in a supportive environment.

    “If your child is interested in trying cricket outside of school, visit the Isle of Wight Cricket Board to find out more.”

    MIL OSI United Kingdom

  • MIL-OSI: Glasswing Ventures Expands Exclusive Advisory Network to Accelerate AI-Native Portfolio Success

    Source: GlobeNewswire (MIL-OSI)

    BOSTON, July 31, 2025 (GLOBE NEWSWIRE) — Glasswing Ventures, a first capital-in investor in startups applying AI and frontier technology to the enterprise and cybersecurity markets, today announced the appointment of 12 distinguished business and security leaders to its Connect and Protect Advisory Councils. The appointments bring the firm’s exclusive advisor count to 62, reinforcing Glasswing’s position as the definitive catalyst for founders building the next generation of intelligent enterprise and security solutions.

    The AI-Native & Vertical AI Advantage
    Glasswing Ventures invests in AI-native companies — companies that build AI into their core, leveraging proprietary models, deep workflow intelligence, and unique data access to unlock new revenue models and customer ROI that is unattainable with traditional SaaS models. Glasswing portfolio companies deliver purpose-built platforms designed to execute complex, multi-step tasks that redefine how enterprises operate across critical verticals, including supply chain orchestration, threat intelligence, procurement optimization, and data productivity acceleration.

    ABI Research projects that the AI market will surge to $467 billion by 2030. As demand for enterprise automation accelerates, vertical AI agents are emerging as critical differentiators that seamlessly integrate industry expertise with advanced automation capabilities. This convergence creates unprecedented opportunities for startups that understand both the technology and the domain-specific challenges they are solving.

    The Collective Advisor Impact
    Glasswing’s Advisory Councils are an exclusive, curated network of technologists, AI visionaries, successful entrepreneurs, and Fortune 500 executives who share strategic insight and operational expertise with the firm. Advisors include technology leaders and go-to-market executives from companies such as Google, Meta, and Salesforce, and academics from top-tier universities like the Massachusetts Institute of Technology, Harvard Business School, and the University of California, Berkeley.

    Glasswing advisors have founded 48 companies, secured 305 patents, and published 4,582 papers, culminating in an unmatched depth of intellectual property and thought leadership in AI and frontier technologies.

    “We invest in exceptional entrepreneurs who aren’t just applying AI—they are harnessing it to revolutionize enterprise and security software across vertical industries, delivering superior customer value that creates sustainable competitive advantages,” said Rudina Seseri, Founder and Managing Partner of Glasswing Ventures. “The appointment of our 12 additional Advisory Council members reinforces our commitment to maintaining a leadership position in the AI and frontier tech investment space, ensuring portfolio companies have access to the strategic guidance and industry connections necessary to transform their respective markets.”

    Beyond Capital: The Glasswing Multiplier Effect
    As prototypical end users for many of the firm’s portfolio companies, Glasswing’s advisors serve as a critical resource for accelerating the adoption of new AI and frontier tech products. They help founders prioritize the right product improvements, foster connections within the industry, and drive revenue. This hands-on approach creates a multiplier effect, where portfolio companies benefit from the combined decades of industry experience and extensive professional networks.

    “Our commitment to our companies extends beyond capital,” said Rick Grinnell, Founder and Managing Partner, Glasswing Ventures. “We aim to be our founders’ most trusted resource, fostering alignment and mutual success. Through our deep advisor relationships, we provide unparalleled access to customers, talent, and expertise, enabling our portfolio companies to achieve their full potential as they reinvent entire industries.”

    Glasswing Ventures’ Advisory Councils
    Glasswing’s advisors serve as an extension of the firm, providing tactical and nuanced guidance throughout every phase of the startup journey. They include:

    • Connect Council: Business leaders, academics, and AI pioneers providing expertise across business functions, from go-to-market strategy to breakthrough technological innovation.
    • Protect Council: Cybersecurity, regulatory compliance, and risk management leaders dedicated to leveraging frontier technology to secure enterprise organizations.

    Advisor Executive Appointments:

    • Wendy Batchelder, Senior Vice President & Chief Data Officer, Centene Corporation
    • Anand Devendran, Chief Growth Officer, Inrupt
    • Didi Dotan, Senior Director of Engineering, Cisco
    • Derya Isler, Vice President, AI Applications, Salesforce
    • Michael Israel, Chief Information & Technology Officer, The Kraft Group & Affiliates
    • Rich James, Senior Staff Software Engineer, Google
    • Jigar Kadakia, SVP, Head of Information and Data Security, GeneDx
    • Jayanthi Pillutla, SVP of Data, AI/ML, Engineering, Stitch Fix
    • Alyssa Robinson, Chief Information Security Officer, HubSpot
    • Kevin Routhier, Former Founder, President & CEO, Coretelligent
    • Dwayne Smith, Senior Vice President, Information Security and Global Chief Information Security Officer, Vensure Employer Solutions
    • Aaron Weismann, Chief Information Security Officer, Main Line Health

    “Glasswing’s advisors consistently go above and beyond in helping us navigate the complexities of our business environment, from refining our data strategies to identifying innovative solutions aligned with our goals and providing introductions to key decision-makers,” said Scott Matthews, CEO of Verusen, an AI platform purpose-built to optimize inventory spend and risk for asset-intensive manufacturers’ MRO (maintenance, repair and operations) supply chain. “Their expertise is pivotal to addressing today’s key challenges, particularly leveraging new technology and fostering meaningful partnerships that drive growth and operational excellence.”

    “The contributions from Glasswing’s Protect Council advisors have been transformative,” said Paul Paget, CEO of Black Kite, the AI-native platform for cyber risk detection and response in companies’ supply chains. “The advisors have introduced us to more than a dozen enterprises and large prospects, the majority of whom have become customers.”

    About Glasswing Ventures:
    Glasswing Ventures is a first-capital-in venture capital firm dedicated to investing in startups applying AI and frontier technology to enterprise and cybersecurity markets. The firm was founded by visionary partners with decades of experience in these markets, a disciplined investment approach, and a strong track record of industry-leading returns. Glasswing leverages its deep domain expertise and world-leading advisory councils to invest in exceptional founders who transform markets and revolutionize industries. Visit Glasswing Ventures for more information.

    PR Contact:
    Ilona Mohacsi
    PenVine for Glasswing Ventures
    ilonam@penvine.com
    +1 631 764 3729

    The MIL Network

  • MIL-OSI: Commerce Announces Second Quarter 2025 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    AUSTIN, Texas, July 31, 2025 (GLOBE NEWSWIRE) — Commerce.com, Inc. (Nasdaq: BIGC) (formerly BigCommerce Holdings, Inc.), a provider of an open, intelligent ecosystem of technology solutions that empower businesses to unlock data potential and deliver seamless, personalized experiences at scale, today announced financial results for its second quarter ended June 30, 2025. Earlier this morning, BigCommerce announced the launch of its new parent brand, Commerce, and that it has officially changed its corporate name to Commerce.com, Inc. (“Commerce” or the “Company”), unifying BigCommerce, Feedonomics and Makeswift to power the next era of agentic commerce. In connection with the name change and rebranding, the Company will change its ticker to the symbol “CMRC” on the Nasdaq Global Market effective on or about August 1, 2025.

    “The second quarter was a defining period for our company, and today we mark an important milestone as we reintroduce ourselves as Commerce,” said Travis Hess, CEO of Commerce. “The strategy, product and go-to-market engine we have built over the past year came together behind a singular focus: powering an AI-driven commerce ecosystem at scale. Our transformation phase is over. We have moved fully into execution and growth.”

    Second Quarter Financial Highlights:

    • Total revenue was $84.4 million, up 3% compared to the second quarter of 2024.
    • Total annual revenue run-rate (“ARR”) as of June 30, 2025 was $354.6 million, up 3% compared to June 30, 2024.
    • Subscription solutions revenue was $63.7 million, up 3% compared to the second quarter of 2024.
    • ARR from accounts with at least one enterprise plan (“Enterprise Accounts”) was $269.3 million as of June 30, 2025, up 6% from June 30, 2024.
    • ARR from Enterprise Accounts as a percent of total ARR was 76% as of June 30, 2025, compared to 73% as of June 30, 2024.
    • GAAP gross margin was 79%, compared to 76% in the second quarter of 2024. Non-GAAP gross margin was 80%, compared to 77% in the second quarter of 2024.

    Other Key Business Metrics

    • Number of enterprise accounts was 5,803, down 3% compared to the second quarter of 2024.
    • Average revenue per account (“ARPA”) of enterprise accounts was $46,403, up 9% compared to the second quarter of 2024.
    • Revenue in the United States grew by 3% compared to the second quarter of 2024.
    • Revenue in EMEA grew by 7% and revenue in APAC declined by 4% compared to the second quarter of 2024.

    Loss from Operations and Non-GAAP Operating Income (Loss)

    • GAAP loss from operations was ($6.8) million, compared to ($13.5) million in the second quarter of 2024.
    • Included in GAAP loss from operations was a restructuring charge of $1.6 million.
    • Non-GAAP operating income was $4.8 million, compared to $1.9 million in the second quarter of 2024.

    Net Income (Loss) and Earnings Per Share

    • GAAP net loss was ($8.4) million, compared to ($11.3) million in the second quarter of 2024.
    • Non-GAAP net income was $3.2 million or 4% of revenue, compared to $4.1 million or 5% of revenue in the second quarter of 2024.
    • GAAP basic net loss per share was ($0.10) based on 80.1 million shares of common stock, compared to ($0.15) based on 77.5 million shares of common stock in the second quarter of 2024.
    • Non-GAAP basic net income per share was $0.04 based on 80.1 million shares of common stock, compared to $0.05 based on 77.5 million shares of common stock in the second quarter of 2024.

    Adjusted EBITDA

    • Adjusted EBITDA was $5.7 million, compared to $3.0 million in the second quarter of 2024.

    Cash

    • Cash, cash equivalents, restricted cash, and marketable securities totaled $135.6 million as of June 30, 2025.
    • For the three months ended June 30, 2025, net cash provided by operating activities was $13.6 million, compared to $11.7 million provided by operating activities for the same period in 2024. We reported free cash flow of $11.9 million in the three months ended June 30, 2025.

    Business Highlights:

    Corporate Highlights

    • Former Adobe Fellow and Vice President of Technology Anil Kamath joined the Company’s Board of Directors.
    • In July, BigCommerce scored 24 out of 24 total medals in the 2025 Paradigm B2B Combines for Digital Commerce Solutions (Enterprise and Midmarket Editions) for the third consecutive year. The Company advanced its rankings in five categories in both Editions and achieved more Gold medals in Midmarket than other platforms.
    • In July, BigCommerce also announced the launch of the B2B Quick Start Accelerator, a partner-led implementation program built to help mid-market B2B sellers launch faster, reduce risk and realize ROI sooner.
    • TrustRadius recognized Commerce with a 2025 Top Rated Award for ecommerce, based on the Company’s strong customer reviews.

    Customer Highlights

    • Minerva Beauty, a large salon and spa equipment showroom in the United States, launched a new storefront in partnership with Commerce agency partner Forix, featuring a custom shipping app that improves service and transparency for clients.
    • Great Star Tools, a leading manufacturer of innovative hand and power tools, used Commerce’s Multi-Storefront functionality to build B2B and B2C sites for its companies Primeline Parts and Arrow Tool Group.
    • Belami e-Commerce, a fast-growing online retailer and ecommerce services provider launched three storefronts on Catalyst and Makeswift using Commerce’s Multi-Storefront functionality and leveraging Commerce’s integration with PayPal Fastlane.
    • NanoTemper Technologies, a manufacturer of high-quality biophysical instruments and solutions that deliver reliable, precise results to customers, primarily laboratories, across Europe and the United States, launched a new storefront using Commerce’s B2B Edition.
    • Bright SG, a software company that provides cloud-based solutions for accounting, payroll, and HR to businesses across the UK and Ireland, worked with Commerce partner Brave Bison to implement a custom recurring payment solution using Stripe and Bright’s ERP system, Maxio, along with a custom WordPress integration.

    Partner Highlights

    • In June, Commerce announced their customers now have access to cutting-edge AI-powered search engine Perplexity to optimize visibility and relevance for brands in AI search results. Commerce now provides Perplexity with pre-optimized, structured product data, ensuring that the LLM understands and recognizes merchants’ products, leading to superior search results that favor the brand.
    • In July, Commerce announced a deepened partnership with Google Cloud to accelerate merchant performance using Google Cloud’s next-generation AI tools.
    • In July, Commerce announced the launch of a powerful ecommerce accelerator purpose-built for the UK building materials industry. Developed in collaboration with leading digital agency Brave Bison, Product Information Management technology provider Pimberly, and construction industry consultant The Journey, the “Branch of the Future” accelerator provides building merchants with a comprehensive toolkit to digitize operations, meet the expectations of next-generation buyers and future-proof their businesses.

    Q3 and 2025 Financial Outlook:

    For the third quarter of 2025, we currently expect:

    • Total revenue between $85 million to $87 million.
    • Non-GAAP operating income is expected to be between $2.3 million to $3.3 million.

    For the full year 2025, we currently expect:

    • Total revenue between $339.6 million and $346.6 million.
    • Non-GAAP operating income between $19 million and $25 million.

    Our third quarter and 2025 financial outlook is based on a number of assumptions that are subject to change and many of which are outside our control. If actual results vary from these assumptions, our expectations may change. There can be no assurance that we will achieve these results.

    We do not provide guidance for loss from operations , the most directly comparable GAAP measure to Non-GAAP operating income, and similarly cannot provide a reconciliation between its forecasted Non-GAAP operating income and Non-GAAP income per share and these comparable GAAP measures without unreasonable effort due to the unavailability of reliable estimates for certain items. These items are not within our control and may vary greatly between periods and could significantly impact future financial results.

    Conference Call Information

    The financial results and business highlights will be discussed on a conference call and webcast scheduled at 7:00 a.m. CT (8:00 a.m. ET) on Thursday, July 31, 2025. The conference call can be accessed by dialing (833) 634-1254 from the United States and Canada or (412) 317-6012 internationally and requesting to join the “Commerce conference call.” The live webcast of the conference call can be accessed from Commerce’s investor relations website at http://investors.bigcommerce.com.

    Following the completion of the call through 11:59 p.m. ET on Thursday, August 7, 2025, a telephone replay will be available by dialing (877) 344-7529 from the United States, (855) 669-9658 from Canada or (412) 317-0088 internationally with conference ID 7863771. A webcast replay will also be available at http://investors.bigcommerce.com for 12 months.

    About Commerce

    Commerce empowers businesses to innovate, grow, and thrive by providing an open, AI-driven commerce ecosystem. As the parent company of BigCommerce, Feedonomics, and Makeswift, Commerce connects the tools and systems that power growth, enabling businesses to unlock the full potential of their data, deliver seamless and personalized experiences across every channel, and adapt swiftly to an ever-changing market. Trusted by leading businesses like Coldwater Creek, Cole Haan, Harvey Nichols, King Arthur Baking Co., Melissa & Doug, Mizuno, Patagonia, Perry Ellis, Puma, SportsShoes, and Uplift Desk, Commerce delivers the storefront control, optimized data, and AI-ready tools businesses need to grow, serve diverse buyers, and operate with confidence in an increasingly intelligent, multi-surface world. For more information, visit commerce.com or follow us on X and LinkedIn.

    Forward-Looking Statements

    This press release contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. In some cases, you can identify forward-looking statements by terms such as “anticipate,” “believe,” “estimate,” “expect,” “intend,” “outlook,” “may,” “might,” “plan,” “project,” “will,” “would,” “should,” “could,” “can,” “predict,” “potential,” “strategy,” “target,” “explore,” “continue,” or the negative of these terms, and similar expressions intended to identify forward-looking statements. However, not all forward-looking statements contain these identifying words. These statements may relate to our ability to successfully execute our rebranding initiative, our increased focus on AI enablement, market size and growth strategy, our estimated and projected costs, margins, revenue, expenditures and customer and financial growth rates, our Q3 and fiscal 2025 financial outlook, our plans and objectives for future operations, growth, initiatives or strategies. By their nature, these statements are subject to numerous uncertainties and risks, including factors beyond our control, that could cause actual results, performance or achievement to differ materially and adversely from those anticipated or implied in the forward-looking statements. These assumptions, uncertainties and risks include that, among others, our business would be harmed by any decline in new customers, renewals or upgrades, our limited operating history makes it difficult to evaluate our prospects and future results of operations, we operate in competitive markets, we may not be able to sustain our revenue growth rate in the future, our business would be harmed by any significant interruptions, delays or outages in services from our platform or certain social media platforms, and a cybersecurity-related attack, significant data breach or disruption of the information technology systems or networks could negatively affect our business. Additional risks and uncertainties that could cause actual outcomes and results to differ materially from those contemplated by the forward-looking statements are included under the caption “Risk Factors” and elsewhere in our filings with the Securities and Exchange Commission (the “SEC”), including our Annual Report on Form 10-K for the year ended December 31, 2024 and the future quarterly and current reports that we file with the SEC. Forward-looking statements speak only as of the date the statements are made and are based on information available to Commerce at the time those statements are made and/or management’s good faith belief as of that time with respect to future events. Commerce assumes no obligation to update forward-looking statements to reflect events or circumstances after the date they were made, except as required by law.

    Use of Non-GAAP Financial Measures

    We have provided in this press release certain financial information that has not been prepared in accordance with generally accepted accounting principles in the United States (“GAAP”). Our management uses these Non-GAAP financial measures internally in analyzing our financial results and believes that use of these Non-GAAP financial measures is useful to investors as an additional tool to evaluate ongoing operating results and trends and in comparing our financial results with other companies in our industry, many of which present similar Non-GAAP financial measures. Non-GAAP financial measures are not meant to be considered in isolation or as a substitute for comparable financial measures prepared in accordance with GAAP and should be read only in conjunction with our consolidated financial statements prepared in accordance with GAAP. A reconciliation of our historical Non-GAAP financial measures to the most directly comparable GAAP measures has been provided in the financial statement tables included in this press release, and investors are encouraged to review these reconciliations.

    Annual Revenue Run-Rate

    We calculate annual revenue run-rate at the end of each month as the sum of: (1) contractual monthly recurring revenue at the end of the period, which includes platform subscription fees, invoiced growth adjustments, feed management subscription fees, recurring professional services revenue, and other recurring revenue, multiplied by twelve to prospectively annualize recurring revenue, and (2) the sum of the trailing twelve-month non-recurring and variable revenue, which includes one-time partner integrations, one-time fees, payments revenue share, and any other revenue that is non-recurring and variable.

    Enterprise Account Metrics

    To measure the effectiveness of our ability to execute against our growth strategy, we calculate ARR attributable to Enterprise Accounts. We define Enterprise Accounts as accounts with at least one unique Enterprise plan subscription or an enterprise level feed management subscription (collectively “Enterprise Accounts”). These accounts may have more than one Enterprise plan or a combination of Enterprise plans and non-enterprise plans.

    Average Revenue Per Account

    We calculate average revenue per account (“ARPA”) for accounts in the Enterprise cohort at the end of a period by including customer-billed revenue and an allocation of partner and services revenue, where applicable. We allocate partner revenue, where applicable, primarily based on each customer’s share of gross merchandise volume (“GMV”) processed through that partner’s solution. For partner revenue that is not directly linked to customer usage of a partner’s solution, we allocate such revenue based on each customer’s share of total platform GMV. Each account’s partner revenue allocation is calculated by taking the account’s trailing twelve-month partner revenue, then dividing by twelve to create a monthly average to apply to the applicable period in order to normalize ARPA for seasonality.

    Adjusted EBITDA

    We define Adjusted EBITDA as our net loss, excluding the impact of stock-based compensation expense and related payroll tax costs, amortization of intangible assets, acquisition related costs, restructuring charges, depreciation, gain on convertible notes extinguishment, interest income, interest expense, other expense, and our provision or benefit for income taxes.

    Acquisition related costs include contingent compensation arrangements entered into in connection with acquisitions and achieved earnout related to an acquisition.

    Restructuring charges include severance benefits, right-of-use asset impairments, lease termination gain, software impairments, accelerated depreciation and amortization, and professional services costs.

    Depreciation includes depreciation expenses related to the Company’s fixed assets.

    The most directly comparable GAAP measure is net loss.

    Non-GAAP Operating Income (Loss)

    We define Non-GAAP Operating Income (Loss) as our GAAP Loss from operations, excluding the impact of stock-based compensation expense and related payroll tax costs, amortization of intangible assets, acquisition related costs, and restructuring charges. The most directly comparable GAAP measure is our loss from operations.

    Non-GAAP Net Income (Loss)

    We define Non-GAAP Net Income (Loss) as our GAAP net loss, excluding the impact of stock-based compensation expense and related payroll tax costs, amortization of intangible assets, acquisition related costs, restructuring charges, and gain on convertible notes extinguishment. The most directly comparable GAAP measure is our net loss.

    Non-GAAP Basic and Dilutive Net Income (Loss) per Share

    We define Non-GAAP Basic and Dilutive Net Income (Loss) per Share as our Non-GAAP net income (loss), defined above, divided by our basic and diluted GAAP weighted average shares outstanding. The most directly comparable GAAP measure is our basic net loss per share.

    Free Cash Flow

    We define Free Cash flow as our GAAP cash flow provided by (used in) operating activities less our cash paid for website domain name and GAAP purchases of property, equipment, leasehold improvements and capitalized internal-use software (Capital Expenditures). The most directly comparable GAAP measure is our cash flow provided by (used in) operating activities.

    BigCommerce,® the Commerce logo, and other brands are the trademarks or registered trademarks of BigCommerce Pty. Ltd. Third-party trademarks and service marks are the property of their respective owner.

    Media Relations Contact Investor Relations Contact
    Brad Hem Tyler Duncan
    PR@Commerce.com InvestorRelations@Commerce.com
     
    Commerce.com, Inc.

    Condensed Consolidated Balance Sheets
    (in thousands)

     
        June 30,     December 31,  
        2025     2024  
        (unaudited)        
    Assets            
    Current assets            
    Cash and cash equivalents   $ 46,265     $ 88,877  
    Restricted cash     1,164       1,479  
    Marketable securities     88,190       89,283  
    Accounts receivable, net     51,767       48,117  
    Prepaid expenses and other assets, net     14,722       14,641  
    Deferred commissions     7,556       8,822  
    Total current assets     209,664       251,219  
    Property and equipment, net     8,983       9,128  
    Operating lease, right-of-use-assets     7,114       1,993  
    Prepaid expenses and other assets, net of current portion     5,797       3,146  
    Deferred commissions, net of current portion     4,143       5,559  
    Intangible assets, net     14,906       17,317  
    Goodwill     51,927       51,927  
    Total assets   $ 302,534     $ 340,289  
    Liabilities and stockholders’ equity            
    Current liabilities            
    Accounts payable   $ 8,775     $ 7,018  
    Accrued liabilities     3,464       3,194  
    Deferred revenue     55,738       46,590  
    Operating lease liabilities     1,766       2,438  
    Other liabilities     28,538       28,766  
    Total current liabilities     98,281       88,006  
    Convertible notes     157,545       216,466  
    Operating lease liabilities, net of current portion     6,709       1,680  
    Other liabilities, net of current portion     1,233       768  
    Total liabilities     263,768       306,920  
    Stockholders’ equity            
    Common stock     7       7  
    Additional paid-in capital     669,068       654,905  
    Accumulated other comprehensive income     114       145  
    Accumulated deficit     (630,423 )     (621,688 )
    Total stockholders’ equity     38,766       33,369  
    Total liabilities and stockholders’ equity   $ 302,534     $ 340,289  
     
    Commerce.com, Inc.

    Condensed Consolidated Statements of Operations
    (in thousands, except per share amounts)
    (unaudited)

     
        For the three months ended June 30,     For the six months ended June 30,  
        2025     2024     2025     2024  
    Revenue   $ 84,433     $ 81,829     $ 166,803     $ 162,189  
    Cost of revenue (1)     17,739       19,811       34,723       38,250  
    Gross profit     66,694       62,018       132,080       123,939  
    Operating expenses:                        
    Sales and marketing(1)     35,071       34,425       65,437       66,857  
    Research and development(1)     18,310       20,287       37,516       40,275  
    General and administrative(1)     15,855       15,436       29,499       30,365  
    Amortization of intangible assets     2,520       2,452       4,855       4,919  
    Acquisition related costs     111       334       444       667  
    Restructuring charges     1,614       2,572       3,526       2,572  
    Total operating expenses     73,481       75,506       141,277       145,655  
    Loss from operations     (6,787 )     (13,488 )     (9,197 )     (21,716 )
    Gain on convertible note extinguishment     0       0       3,931       0  
    Interest income     1,171       3,196       2,471       6,374  
    Interest expense     (2,522 )     (720 )     (5,065 )     (1,440 )
    Other expense     (23 )     (111 )     (130 )     (443 )
    Loss before provision for income taxes     (8,161 )     (11,123 )     (7,990 )     (17,225 )
    Provision for income taxes     (221 )     (132 )     (745 )     (422 )
    Net loss   $ (8,382 )   $ (11,255 )   $ (8,735 )   $ (17,647 )
    Basic net loss per share   $ (0.10 )   $ (0.15 )   $ (0.11 )   $ (0.23 )
    Shares used to compute basic net loss per share     80,122       77,456       79,482       77,041  
                         

    (1) Amounts include stock-based compensation expense and associated payroll tax costs, as follows:

        For the three months ended June 30,     For the six months ended June 30,  
        2025     2024     2025     2024  
    Cost of revenue   $ 720     $ 1,028     $ 1,466     $ 1,684  
    Sales and marketing     1,820       3,138       3,595       5,005  
    Research and development     2,740       3,273       5,782       6,749  
    General and administrative     2,045       2,582       1,901       5,174  
     
    Commerce.com, Inc.

    Condensed Consolidated Statements of Cash Flows
    (in thousands)
    (unaudited)

     
      Three months ended June 30,     Six months ended June 30,  
      2025     2024     2025     2024  
                           
    Cash flows from operating activities                      
    Net loss $ (8,382 )   $ (11,255 )   $ (8,735 )   $ (17,647 )
    Adjustments to reconcile net loss to net cash provided by (used in) operating activities:                      
    Depreciation and amortization expense   3,845       3,512       8,126       6,998  
    Amortization of discount on convertible notes   165       497       352       994  
    Amortization of premium on convertible notes   (408 )     0       (810 )     0  
    Stock-based compensation expense   7,236       10,009       12,445       18,397  
    Provision for expected credit losses   1,598       850       2,528       1,713  
    Gain on convertible notes extinguishment   0       0       (3,931 )     0  
    Other   0       (37 )     0       (37 )
    Changes in operating assets and liabilities:                      
    Accounts receivable   (9,005 )     (6,790 )     (5,985 )     (9,378 )
    Prepaid expenses and other assets   2,159       3,935       (2,925 )     (1,025 )
    Deferred commissions   747       (402 )     2,682       (191 )
    Accounts payable   444       (356 )     1,122       (1,245 )
    Accrued and other liabilities   8,078       4,168       (59 )     (433 )
    Deferred revenue   7,080       7,607       9,148       10,175  
    Net cash provided by operating activities   13,557       11,738       13,958       8,321  
    Cash flows from investing activities:                      
    Cash paid for website domain name   0       0       (2,444 )     0  
    Cash paid for acquisition   0       (100 )     0       (100 )
    Purchase of property, equipment, leasehold improvements and capitalized internal-use software   (1,651 )     (1,064 )     (2,476 )     (1,870 )
    Maturity of marketable securities   13,000       62,525       41,579       91,965  
    Purchase of marketable securities   (32,572 )     (1,037 )     (40,517 )     (36,602 )
    Net cash provided by (used in) investing activities   (21,223 )     60,324       (3,858 )     53,393  
    Cash flows from financing activities:                      
    Proceeds from exercise of stock options   1,973       271       3,069       1,245  
    Taxes paid related to net share settlement of stock options   (126 )     0       (1,351 )     (1,325 )
    Payment of convertible note issuance costs   0     0       (217 )   0  
    Repayment of convertible notes and financing obligation   0       (137 )     (54,528 )     (271 )
    Net cash provided by (used in) financing activities   1,847       134       (53,027 )     (351 )
    Net change in cash and cash equivalents and restricted cash   (5,819 )     72,196       (42,927 )     61,363  
    Cash and cash equivalents and restricted cash, beginning of period   53,248       62,012       90,356       72,845  
    Cash and cash equivalents and restricted cash, end of period $ 47,429     $ 134,208     $ 47,429     $ 134,208  
    Supplemental cash flow information:                      
    Cash paid for interest $ 0     $ 6     $ 5,685     $ 445  
    Cash paid for taxes $ 259     $ 42     $ 479     $ 182  
    Right-of-use asset obtained in exchange for new operating lease liability $ 0     $ 0     $ 5,516     $ 0  
    Noncash investing and financing activities:                      
    Capital additions, accrued but not paid $ 735     $ 117     $ 735     $ 117  
    Fair value of shares issued as consideration for acquisition $ 0     $ 248     $ 0     $ 248  
     
    Commerce.com, Inc.

    Disaggregation of Revenue

     
    Disaggregated Revenue:
     
        Three months ended June 30,     Six months ended June 30,  
    (in thousands)   2025     2024     2025     2024  
    Subscription solutions   $ 63,656     $ 61,796     $ 125,769     $ 122,755  
    Partner and services     20,777       20,033       41,034       39,434  
    Revenue   $ 84,433     $ 81,829     $ 166,803     $ 162,189  
    Revenue by Geography:
     
        Three months ended June 30,     Six months ended June 30,  
    (in thousands)   2025     2024     2025     2024  
    Revenue:                        
    United States   $ 64,405     $ 62,428     $ 127,026     $ 123,567  
    EMEA     9,889       9,281       19,854       18,473  
    APAC     6,118       6,343       12,043       12,597  
    Rest of World     4,021       3,777       7,880       7,552  
    Revenue   $ 84,433     $ 81,829     $ 166,803     $ 162,189  
     
    Commerce.com, Inc

    Reconciliation of GAAP to Non-GAAP Results
    (in thousands, except per share amounts)
    (unaudited)

     
    Reconciliation of loss from operations to Non-GAAP operating income:
     
        Three months ended June 30,     Six months ended June 30,    
        2025     2024     2025     2024    
    (in thousands)                          
    Revenue   $ 84,433     $ 81,829     $ 166,803     $ 162,189    
                               
    Loss from operations   $ (6,787 )   $ (13,488 )   $ (9,197 )   $ (21,716 )  
    Plus:                          
    Stock-based compensation expense and associated payroll tax costs     7,325       10,021       12,744       18,612    
    Amortization of intangible assets     2,520       2,452       4,855       4,919    
    Acquisition related costs     111       334       444       667    
    Restructuring charges     1,614       2,572       3,526       2,572    
    Non-GAAP operating income   $ 4,783     $ 1,891     $ 12,372     $ 5,054    
    Non-GAAP operating income as a percentage of revenue     5.7   %   2.3   %   7.4   %   3.1   %
     
    Reconciliation of net loss & basic net loss per share to Non-GAAP net income & Non-GAAP basic and diluted net income per share:
     
        Three months ended June 30,     Six months ended June 30,    
        2025     2024     2025     2024    
    (in thousands)                          
    Revenue   $ 84,433     $ 81,829     $ 166,803     $ 162,189    
                               
    Net loss   $ (8,382 )   $ (11,255 )   $ (8,735 )   $ (17,647 )  
    Plus:                          
    Stock-based compensation expense and associated payroll tax costs     7,325       10,021       12,744       18,612    
    Amortization of intangible assets     2,520       2,452       4,855       4,919    
    Acquisition related costs     111       334       444       667    
    Restructuring charges     1,614       2,572       3,526       2,572    
    Gain on convertible notes extinguishment     0       0       (3,931 )     0    
    Non-GAAP net income   $ 3,188     $ 4,124     $ 8,903     $ 9,123    
    Basic net loss per share   $ (0.10 )   $ (0.15 )   $ (0.11 )   $ (0.23 )  
    Non-GAAP basic net income per share   $ 0.04     $ 0.05     $ 0.11     $ 0.12    
    Non-GAAP diluted net income per share   $ 0.04     $ 0.05     $ 0.11     $ 0.12    
    Shares used to compute basic net loss per share and basic Non-GAAP net income per share     80,122       77,456       79,482       77,041    
    Shares used to compute diluted Non-GAAP net income per share     80,988       79,291       80,660       79,085    
    Non-GAAP net income as a percentage of revenue     3.8   %   5.0   %   5.3   %   5.6   %
     
    Reconciliation of net loss to adjusted EBITDA:
     
        Three months ended June 30,     Six months ended June 30,    
        2025     2024     2025     2024    
    (in thousands)                          
    Revenue   $ 84,433     $ 81,829     $ 166,803     $ 162,189    
                               
    Net loss   $ (8,382 )   $ (11,255 )   $ (8,735 )   $ (17,647 )  
    Plus:                          
    Stock-based compensation expense and associated payroll tax costs     7,325       10,021       12,744       18,612    
    Amortization of intangible assets     2,520       2,452       4,855       4,919    
    Acquisition related costs     111       334       444       667    
    Restructuring charges     1,614       2,572       3,526       2,572    
    Depreciation     946       1,060       2,190       2,079    
    Gain on convertible notes extinguishment     0       0       (3,931 )     0    
    Interest income     (1,171 )     (3,196 )     (2,471 )     (6,374 )  
    Interest expense     2,522       720       5,065       1,440    
    Other expenses     23       111       130       443    
    Provision for income taxes     221       132       745       422    
    Adjusted EBITDA   $ 5,729     $ 2,951     $ 14,562     $ 7,133    
    Adjusted EBITDA as a percentage of revenue     6.8   %   3.6   %   8.7   %   4.4   %
     
    Reconciliation of Cost of revenue to Non-GAAP cost of revenue:
     
        Three months ended June 30,     Six months ended June 30,    
        2025     2024     2025     2024    
    (in thousands)                          
    Revenue   $ 84,433     $ 81,829     $ 166,803     $ 162,189    
                               
    Cost of revenue   $ 17,739     $ 19,811     $ 34,723     $ 38,250    
    Less:                          
    Stock-based compensation expense and associated payroll tax costs     720       1,028       1,466       1,684    
    Non-GAAP cost of revenue   $ 17,019     $ 18,783     $ 33,257     $ 36,566    
    As a percentage of revenue     20.2   %   23.0   %   19.9   %   22.5   %
     
    Reconciliation of Sales and marketing expense to Non-GAAP sales and marketing expense:
     
        Three months ended June 30,     Six months ended June 30,    
        2025     2024     2025     2024    
    (in thousands)                          
    Revenue   $ 84,433     $ 81,829     $ 166,803     $ 162,189    
                               
    Sales and marketing   $ 35,071     $ 34,425     $ 65,437     $ 66,857    
    Less:                          
    Stock-based compensation expense and associated payroll tax costs     1,820       3,138       3,595       5,005    
    Non-GAAP sales and marketing   $ 33,251     $ 31,287     $ 61,842     $ 61,852    
    As a percentage of revenue     39.4   %   38.2   %   37.1   %   38.1   %
     
    Reconciliation of Research and development expense to Non-GAAP research and development expense:
     
        Three months ended June 30,     Six months ended June 30,    
        2025     2024     2025     2024    
    (in thousands)                          
    Revenue   $ 84,433     $ 81,829     $ 166,803     $ 162,189    
                               
    Research and development   $ 18,310     $ 20,287     $ 37,516     $ 40,275    
    Less:                          
    Stock-based compensation expense and associated payroll tax costs     2,740       3,273       5,782       6,749    
    Non-GAAP research and development   $ 15,570     $ 17,014     $ 31,734     $ 33,526    
    As a percentage of revenue     18.4   %   20.8   %   19.0   %   20.7   %
     
    Reconciliation of General and administrative expense to Non-GAAP general and administrative expense:
     
        Three months ended June 30,     Six months ended June 30,    
        2025     2024     2025     2024    
    (in thousands)                          
    Revenue   $ 84,433     $ 81,829     $ 166,803     $ 162,189    
                               
    General & administrative   $ 15,855     $ 15,436     $ 29,499     $ 30,365    
    Less:                          
    Stock-based compensation expense and associated payroll tax costs     2,045       2,582       1,901       5,174    
    Non-GAAP general & administrative   $ 13,810     $ 12,854     $ 27,598     $ 25,191    
    As a percentage of revenue     16.4   %   15.7   %   16.5   %   15.5   %
     
    Reconciliation of net cash provided by operating activities to free cash flow:
     
        Three months ended June 30,     Six months ended June 30,  
        2025     2024     2025     2024  
    (in thousands)                        
    Net cash provided by operating activities   $ 13,557     $ 11,738     $ 13,958     $ 8,321  
    Cash paid for website domain name     0       0       (2,444 )     0  
    Purchase of property, equipment, leasehold improvements and capitalized internal-use software     (1,651 )     (1,064 )     (2,476 )     (1,870 )
    Free cash flow   $ 11,906     $ 10,674     $ 9,038     $ 6,451  

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