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Category: Transport

  • MIL-OSI: Yuba City’s Tutoring Program by Fullmind Drives Sustained Student Growth

    Source: GlobeNewswire (MIL-OSI)

    YUBA CITY, Calif., July 07, 2025 (GLOBE NEWSWIRE) — Yuba City Unified School District announced end-of-year results from its tutoring partnership with Fullmind, showing students identified as needing additional support consistently outperformed their non-tutored peers across nearly 200 participants.

    The program expanded from 24 to 194 students while maintaining effectiveness. English Language Arts participants achieved 16 points of growth compared to 10.63 points among non-participants, a 50% advantage. Mathematics participants gained 8 points versus 7.93 points for non-participants.

    “When students identified as at-risk of underperformance outperform the general population, we know we’ve found an approach that truly accelerates learning,” said Dr. Nicholas Richter, the program lead.

    Exceptional Individual Results

    Twelve ELA students gained 50 or more points between mid-year and end-of-year assessments, with one student achieving over 100 points of growth in a single semester. Students completed 93,349 minutes of tutoring with a 71% attendance rate.

    Scale Without Compromise

    The eightfold expansion maintained program quality and student engagement. ELA participants averaged 9 hours each while math students averaged 7 hours, aligning with research on effective tutoring dosage.

    2025 Expansion Plans

    Based on strong results, the district plans to expand ELA participation to 250-plus students and expand math tutoring to over 100 students. The program will extend beyond lowest-performing students to include those just below grade level.

    “We’ve proven this model works at scale,” said Nicholas Richter. “Now we’re expanding access to reach even more students who can benefit from this intensive support.”

    The partnership represents a commitment to evidence-based interventions that address achievement gaps through high-quality tutoring services, using continuous monitoring to maintain effectiveness as it scales.

    About Yuba City Unified School District

    Yuba City Unified School District serves over 11,000 students across 17 schools in Yuba City, California, committed to providing equitable, high-quality education for college, career, and life success.

    Contact:

    • RE: Yuba City Unified School District
    • Hayley Spira-Bauer
    • Chief Operating Officer / Chief Academic Officer
    • hayley@fullmindlearning.com

    The MIL Network –

    July 8, 2025
  • MIL-OSI: Yuba City’s Tutoring Program by Fullmind Drives Sustained Student Growth

    Source: GlobeNewswire (MIL-OSI)

    YUBA CITY, Calif., July 07, 2025 (GLOBE NEWSWIRE) — Yuba City Unified School District announced end-of-year results from its tutoring partnership with Fullmind, showing students identified as needing additional support consistently outperformed their non-tutored peers across nearly 200 participants.

    The program expanded from 24 to 194 students while maintaining effectiveness. English Language Arts participants achieved 16 points of growth compared to 10.63 points among non-participants, a 50% advantage. Mathematics participants gained 8 points versus 7.93 points for non-participants.

    “When students identified as at-risk of underperformance outperform the general population, we know we’ve found an approach that truly accelerates learning,” said Dr. Nicholas Richter, the program lead.

    Exceptional Individual Results

    Twelve ELA students gained 50 or more points between mid-year and end-of-year assessments, with one student achieving over 100 points of growth in a single semester. Students completed 93,349 minutes of tutoring with a 71% attendance rate.

    Scale Without Compromise

    The eightfold expansion maintained program quality and student engagement. ELA participants averaged 9 hours each while math students averaged 7 hours, aligning with research on effective tutoring dosage.

    2025 Expansion Plans

    Based on strong results, the district plans to expand ELA participation to 250-plus students and expand math tutoring to over 100 students. The program will extend beyond lowest-performing students to include those just below grade level.

    “We’ve proven this model works at scale,” said Nicholas Richter. “Now we’re expanding access to reach even more students who can benefit from this intensive support.”

    The partnership represents a commitment to evidence-based interventions that address achievement gaps through high-quality tutoring services, using continuous monitoring to maintain effectiveness as it scales.

    About Yuba City Unified School District

    Yuba City Unified School District serves over 11,000 students across 17 schools in Yuba City, California, committed to providing equitable, high-quality education for college, career, and life success.

    Contact:

    • RE: Yuba City Unified School District
    • Hayley Spira-Bauer
    • Chief Operating Officer / Chief Academic Officer
    • hayley@fullmindlearning.com

    The MIL Network –

    July 8, 2025
  • MIL-OSI: Plantro Requisitions Shareholder Meeting of Dye & Durham, Nominates Three Highly-Qualified Individuals to Initiate Sale of Company

    Source: GlobeNewswire (MIL-OSI)

    Nearly $1 Billion in Shareholder Value Destroyed Under Engine Led Board Since December 2024

    Governance Failures: Four CEOs and Two CFOs in Six Months, an Entrenched Board Ignoring Credible Bids, Insiders Granted ~5% of the Company in Egregious $10 Stock Options, and Investors Actively Directing Management

    If the Current Board and its Misguided Strategy Remain in Place, Shareholders Risk Further Losses – It is Time to Immediately Initiate a Sale Process and Unlock a Change of Control Premium for Shareholders

    Today, a Financial Services Sale for ~$590 million or ~11x EBITDA Still Leaves Leverage at ~4.5x, with No Path to Sub-3x Until 2031

    ST. HELIER, Jersey, July 07, 2025 (GLOBE NEWSWIRE) — Plantro Ltd. (“Plantro” or the “Concerned Shareholder”) one of the largest shareholders of Dye & Durham Limited (“Dye & Durham” or the “Company”) (DND: TSX) which owns approximately 11% of the Company, today announced that it has requisitioned a special meeting of Dye & Durham shareholders (the “Special Meeting”) and nominated three highly qualified individuals for the Company’s board of directors (the “Board”): Brian J. Bidulka, David Danziger, and Martha Vallance. The requisition also calls for the removal of Board Chair Arnaud Ajdler, and directors Tracey E. Keates, and Ritu Khanna, from the Board.

    The value destruction at Dye & Durham since December of 2024 has reached crisis proportions and threatens the Company’s future. The current Board, steered by Engine Capital (“Engine”), EdgePoint Wealth Management Inc. (“EdgePoint”) and OneMove Capital Ltd. (“OneMove”) (together, the “Engine Activist Group”) has presided over the destruction of nearly $1 billion in shareholder value.

    The Engine Activist Group and the Board have pursued a misguided and haphazard strategy of customer price cuts and overspending. This has led to sharp declines in Adjusted EBITDA, cash flow, and rising debt, as evidenced by the Company’s recent quarterly results and a new debt covenant being imposed. As global real estate markets recently weakened, the Board doubled down on its strategy instead of adjusting course. This has caused a liquidity crisis, forcing the Company to aggressively draw on its revolving credit facility to make its April 2025 interest payment. With no clear or credible plan in place, leverage is expected to approach 6.0x Adjusted EBITDA by September 30, 20251.

    Remaining public is no longer a viable option. If the current Board remains unchanged, the Company will continue down the same failed path, resulting in further shareholder losses. A full sale of the Company is the only way to realize a control premium for current shareholders and restore stability in the business.

    Unfortunately, the current Board and the Engine Activist Group have fought for the past nine months against the sale of the Company or even presenting an offer to shareholders to consider. Before taking control, the Engine Activist Group publicly rejected multiple all-cash offers obtained by the prior board of approximately $25 per share. After the 2024 annual general meeting, as the stock declined significantly, Plantro submitted an offer to acquire the Company for $20 a share in February 2025. This offer was similarly rejected, and Plantro was threatened with litigation for privately submitting it. Furthermore, in April 2025, according to media reports, the Board refused to engage with Advent International, a credible well-funded buyer, who formally submitted offers of approximately $20 per share. The Board has also continued to deny basic due diligence access, actively undermining the possibility of negotiating higher bids.

    As outlined below, and in a presentation available at www.SellDnD.com, a sale of Dye & Durham is the only viable risk-adjusted path, free from execution risk, remaining for shareholders to preserve and maximize their value. Plantro invites its fellow shareholders to join in the push for urgent change. If elected, the Plantro nominees intend to immediately pursue a well-governed and thoughtful process to sell the Company without delay TO THE BUYER WILLING TO PAY THE HIGHEST PRICE.

    Stopgap Solutions Won’t Protect Shareholders: Dye & Durham Cannot Afford to Wait Any Longer and the Company Should Be Sold.

    The Engine Activist Group will try to sell you a half-baked plan — an asset sale and a plea for more time; but they are wrong. Just months ago, a sale of the Financial Services business may have been a viable path to reduce leverage, however, their misguided strategy and poor execution has damaged the business to the point where a sale of the Financial Services business would do little to reduce debt. Even if the Company sells additional assets, there are no realistic paths to reduce leverage below 4.0x any time soon.

    The Engine Activist Group and Engine-led Board have no plan to deliver anywhere near a $20 per share price on a risk- or time-adjusted basis. All they will do is sell you vague and hypothetical outcomes. Shareholders need to immediately realize a sale of the entire Company for the large control premium available for the following reasons:

    • It is Too Risky Not to Sell: A misguided and haphazard strategy, coupled with poor execution has led to significantly declining financial performance and excessive borrowing over the last six months. This has resulted in a new 5.8x debt covenant being imposed on the business, which sell-side analysts estimate the Company will be precariously close to breaching in the coming quarters2, putting shareholder equity at real risk of further erosion.
    • Divesting Financial Services Doesn’t Solve the Problem: Today, a sale of the Financial Services business at ~11x Adjusted EBITDA still leaves leverage at ~4.5x, with no path to sub-3x until 20313. Further, speculative claims of multiple expansion following a sale of the Financial Services business are unfounded as the Company will be a smaller, declining business, with leverage too high for public market investors to tolerate.
    • Generous Assumptions Point to a Lower Share Price: Waiting is not an option. Assuming the Company maintains its current 7.9x trading multiple the implied share price in Q3 FY2026 will be between $4.77 and $7.444, with the low-end of the range assuming the Company misses revenue estimates by only 5%.
    • There Are Still Credible Interested Buyers at the Table Right Now: Given the current negative trajectory, shareholders should pursue a full sale to capture an attractive all-cash change-of-control premium. Credible private equity buyers with the right expertise, risk appetite, and who bring the appropriate capital structure, are interested in acquiring the Company right now.

    The Engine Activist Group Has Usurped the Board and Now Dye & Durham is Not Suited to Operate as a Public Company.

    A revolving door of executives has destabilized the business and eradicated irreplaceable institutional memory at the worst possible time. The Company is now on its fourth CEO in six months, and its second CFO. Numerous other executives and employees at all levels have left or been terminated, with employee turnover now reportedly reaching 25%, compared to low single digits previously, creating paralysis and leaving the business rudderless. Retaining even a portion of this critical institutional knowledge would have informed better decision making and helped avoid multiple strategic blunders.

    In what appears to be an act of desperation, the Board delegated the recruitment of a new CEO and CFO to the principal of OneMove and a representative of EdgePoint, and in doing so appointed an unproven first-time CEO, with no public company or capital allocation experience, and a new CFO. They then granted the pair nearly 5% of the Company in options priced at just $10 per share. The pair stand to pocket over $30 million simply for getting shareholders back to where they were in December 2024.

    Plantro understands there is also ongoing infighting at the Board level that has a created a situation where management cannot operate effectively, and established governance structures are breaking down. Plantro has learned the Company was recently forced to engage an independent third party mediator to help navigate basic internal operations as a result of repeated shareholder-level interference with management. This kind of shareholder “skip-level” behaviour, where investors directly bypass a board of directors and provide instruction directly to management, is confusing and creates potential for further executive attrition. It is also virtually unheard of in a public company and raises serious concerns about accountability and proper oversight.

    Plantro’s Highly Qualified Nominees Are Committed to Leading a Process to Sell Dye & Durham.

    The Plantro nominees collectively bring experience in M&A, capital allocation, operations, technology, governance, public and private board service, and direct senior experience at Dye & Durham (which is necessary given excessive executive turnover under the Engine Activist Group). Together they have the right mix of skills, experience, expertise, and shareholder-centric perspective to stabilize Dye & Durham, and immediately commence a well-governed and thoughtful process to sell the Company for the highest price possible.

    Each of Plantro’s highly qualified individuals is independent of Plantro and each other, and will act as true fiduciaries with a mandate to preserve and maximize shareholder value:

    • Brian J. Bidulka, CPA, CA, is a corporate director and chartered accountant with extensive experience in technology, finance, and business analytics. Brian is the former Chief Financial Officer of Research in Motion. He has also served in senior executive roles at major Canadian companies including Porter Airlines, Postmedia, George Weston Limited, and Molson Coors. Currently, he is a member of the board at Andrew Peller Limited, and is also a board member and treasurer of Canada Basketball.
    • David Danziger, CPA, CA, is an experienced finance leader and corporate director with an extensive background in audit, accounting, and management consulting. Previously, he was the Senior Vice President, Assurance, and the National Leader of Public Companies at MNP LLP, Canada’s fifth largest accounting firm. David continues to serve as a Senior Advisor for MNP LLP working on special projects and supporting the Public Company Audit Team nationally. David has served as a director for a range of technology, mining, and life sciences companies listed on the TSX, TSXV, CSE, and NYSE.
    • Martha Vallance is a corporate director with significant experience in M&A, capital markets and technology. Most recently, Martha was the Chief Operating Officer of Dye & Durham after previously establishing and leading the company’s Corporate Development function and has deep knowledge of the company’s strategy and operations. Prior to this, Martha spent over 12 years in Investment & Corporate Banking at BMO Capital Markets, most recently holding a series of senior roles within both the Mergers & Acquisitions and Equity Capital Markets teams. In addition, Martha served as a Director on the Board of TSX-listed TMAC Resources and was also a member of the Special Committee during the sale of the company which concluded in January 2021.

    Plantro proposes that shareholders support incumbent directors Hans T. Gieskes, the recently deposed independent chairman of the Board, Anthony P. Kinnear, Sid Singh, and Eric Shahinian to maintain continuity on the Board. Both Gieskes and Singh served as interim CEOs of the Company, and collectively, these individuals have relevant C-Suite, public company, and capital markets experience at other companies.

    Plantro remains supportive of management and believes stability is required to execute a successful sales process and restore value to shareholders.

    Shareholders Need to Make their Voices Heard

    There is no debate – Dye & Durham does not have a viable long-term path as a public company and must be sold. The Board and management will claim they need more time, but the status quo for shareholders is simply intolerable. While the business drifts and headwinds build, the risks to Dye & Durham and its shareholders continue to accumulate. The time for decisive action has arrived.

    Plantro has heard from many shareholders who share its contention that the Company must run a formal sale process to preserve and maximize shareholder value. Now is the time to speak up. It is imperative that shareholders communicate their views directly to the Board and urge them to call and hold the Special Meeting without delay so the Company can be sold. Alternatively, the Board can spare shareholders the cost and distraction of a proxy contest, appoint the Plantro nominees to the Board, and commence a formal sale process immediately.

    Please visit www.SellDnd.com to view Plantro’s presentation to fellow shareholders and other important materials.

    Other Information Concerning the Plantro Nominees

    To the knowledge of Plantro, no Plantro nominee is, at the date hereof, or has been, within ten (10) years before the date hereof: (a) a director, chief executive officer or chief financial officer of any company that (i) was subject to a cease trade order, an order similar to a cease trade order or an order that denied the relevant company access to any exemption under securities legislation that was in effect for a period of more than thirty (30) consecutive days (each, an “order”), in each case that was issued while the Plantro nominee was acting in the capacity as director, chief executive officer or chief financial officer, or (ii) was subject to an order that was issued after the Plantro nominee ceased to be a director, chief executive officer or chief financial officer and which resulted from an event that occurred while that person was acting in the capacity as director, chief executive officer or chief financial officer; (b) a director or executive officer of any company that, while such Plantro nominee was acting in that capacity, or within one (1) year of such Plantro nominee ceasing to act in that capacity, became bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency or was subject to or instituted any proceedings, arrangement or compromise with creditors or had a receiver, receiver manager or trustee appointed to hold its assets; or (c) someone who became bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency, or became subject to or instituted any proceedings, arrangement or compromise with creditors, or had a receiver, receiver manager or trustee appointed to hold the assets of such Plantro nominee.

    To the knowledge of Plantro, as at the date hereof, no Plantro nominee has been subject to: (a) any penalties or sanctions imposed by a court relating to securities legislation, or by a securities regulatory authority, or has entered into a settlement agreement with a securities regulatory authority; or (b) any other penalties or sanctions imposed by a court or regulatory body that would likely be considered important to a reasonable securityholder in deciding whether to vote for a Plantro nominee.

    To the knowledge of Plantro, none of the directors or officers of Plantro, or any associates or affiliates of the foregoing, or any of the Plantro nominees or their respective associates or affiliates, has: (a) any material interest, direct or indirect, in any transaction since the commencement of the Company’s most recently completed financial year or in any proposed transaction which has materially affected or will materially affect the Company or any of its subsidiaries; or (b) any material interest, direct or indirect, by way of beneficial ownership of securities or otherwise, in any matter proposed to be acted on at the Special Meeting, other than the re-constitution of the Board.

    Plantro beneficially owns and controls 7,374,510 common shares representing approximately 11% of the outstanding shares of the Company. Martha Vallance beneficially owns and controls 38,600 common shares, representing approximately 0.06% of the outstanding shares of the Company. She also holds options to acquire an additional 425,433 common shares. Assuming full exercise of these options, she would beneficially own and control 464,033 common shares, representing approximately 0.69% of the then-outstanding shares of the Company, on a partially diluted basis. While the other Concerned Shareholder Nominees may purchase shares in the future, not of the other Concerned Shareholder Nominees currently hold any units of the Company.

    Additional Information

    The information contained in this news release does not and is not meant to constitute a solicitation of a proxy within the meaning of applicable corporate and securities laws. Although Plantro has requisitioned the Special Meeting, there is currently no record or meeting date and shareholders are not being asked at this time to execute a proxy in favour of the Plantro nominees or any other matter to be acted upon at the Special Meeting. In connection with the Special Meeting, Plantro may file a dissident information circular (the “Information Circular”) in due course in compliance with applicable corporate and securities laws.

    Notwithstanding the foregoing, Plantro is voluntarily providing the disclosure required under section 9.2(4) of National Instrument 51-102 – Continuous Disclosure Obligations (“NI 51-102”) and has filed this news release containing disclosure prescribed by applicable corporate law and disclosure required under section 9.2(6) of NI 51-102 in respect of Engine’s director nominees, in accordance with corporate and securities laws applicable to public broadcast solicitations. This news release is available under the Company’s profile on SEDAR+ at www.sedarplus.ca.

    This news release and any solicitation made by Plantro in advance of the Special Meeting is, or will be, as applicable, made by Plantro and not by or on behalf of the management of the Company. All costs incurred for any solicitation will be borne by Plantro, provided that, subject to applicable law, Plantro may seek reimbursement from the Company of Plantro’s out-of-pocket expenses, including proxy solicitation expenses and legal fees, incurred in connection with a successful reconstitution of the Board.

    Plantro is not soliciting proxies in connection with the Special Meeting at this time, and shareholders are not being asked at this time to execute proxies in favour of the Plantro nominees (in respect of the Special Meeting) or any matter to be acted upon at the Special Meeting. Proxies may be solicited by Plantro pursuant to an Information Circular sent to shareholders after which solicitations may be made by or on behalf of Plantro, by mail, telephone, fax, email or other electronic means as well as by newspaper or other media advertising, and in person by directors, officers and employees of Plantro, who will not be specifically remunerated therefor. Plantro may also solicit proxies in reliance upon the public broadcast exemption to the solicitation requirements under applicable Canadian corporate and securities laws, conveyed by way of public broadcast, including through press releases, speeches or publications, and by any other manner permitted under applicable corporate and securities laws. Plantro may engage the services of one or more agents and authorize other persons to assist in soliciting proxies on behalf of Plantro.

    Plantro has retained Morrow Sodali (Canada) Ltd. (“Sodali”) as its proxy advisor to assist Plantro in soliciting shareholders should Plantro commence a formal solicitation of proxies, for which Sodali will receive a fee not to exceed $200,000 plus a per call fee and certain success fees, together with reimbursement for reasonable and out-of-pocket expenses, and will be indemnified against certain liabilities and expenses, including certain liabilities under securities laws. Sodali’s responsibilities will principally include advising Plantro on governance best practices, where applicable, liaising with proxy advisory firms, developing and implementing shareholder engagement strategies, and advising with respect to meeting and proxy protocol.

    Plantro is not requesting that Dye & Durham shareholders submit a proxy at this time. Once Plantro has commenced a formal solicitation of proxies in connection with the Special Meeting, proxies may be revoked by instrument in writing by the shareholder giving the proxy or by its duly authorized officer or attorney, or in any other manner permitted by law (including subsection 110(4) of the Business Corporations Act (Ontario)). None of Plantro or, to its knowledge, any of its associates or affiliates, has any material interest, direct or indirect, (i) in any transaction since the beginning of Dye & Durham’s most recently completed financial year or in any proposed transaction that has materially affected or would materially affect Dye & Durham or any of its subsidiaries; or (ii) by way of beneficial ownership of securities or otherwise, in any matter proposed to be acted on at the Special Meeting, other than the election of directors to the Board.

    Dye & Durham’s principal office address is 25 York St., Suite 1100, Toronto, Ontario, M5J 2V5. A copy of this news release may be obtained on Dye & Durham’s SEDAR profile at www.sedar.com.

    Disclaimer for Forward-Looking Information

    Certain information in this news release may constitute “forward-looking information” within the meaning of applicable securities legislation. Forward-looking statements and information generally can be identified by the use of forward-looking terminology such as “may,” “will,” “expect,” “intend,” “estimate,” “anticipate,” “believe,” “should,” “plans,” “continue,” or similar expressions suggesting future outcomes or events. Forward-looking information in this news release may include, but is not limited to, statements of Plantro regarding (i) how Plantro intends to exercise its legal rights as a shareholder of the Company, and (ii) its plans to make changes at the Board of the Company.

    Although Plantro believes that the expectations reflected in any such forward-looking information are reasonable, there can be no assurance that such expectations will prove to be correct. Such forward-looking statements are subject to risks and uncertainties that may cause actual results, performance or developments to differ materially from those contained in the statements including, without limitation, the risks that (i) the Company may use tactics to thwart the rights of Plantro as a shareholder and (ii) the actions being proposed and the changes being demanded by Plantro, may not take place for any reason whatsoever. Except as required by law, Plantro does not intend to update these forward-looking statements.

    About Plantro

    Plantro is a privately held company, with an established track record of making successful investments in undervalued and high quality legal, financial, and information services businesses.

    Media Contact

    Gagnier Communications
    Riyaz Lalani / Dan Gagnier
    Plantro@gagnierfc.com

    ____________________________________
    1
    Source: CapIQ: based off of analyst consensus adjusted EBITDA estimates and Plantro’s calculations which are available within the investor presentation on www.SellDnD.com
    2The Company’s Consolidated First Lien Net Leverage Ratio will be materially higher in two quarters from now when it loses the ability to offset $185 million in restricted cash it holds to repay its 2026 convertible debentures, against its senior debt. Based on sell-side consensus estimates, the Company will be much closer to breaching its Consolidated First Lien Net Leverage Ratio covenant, should it remain in place.
    3Assumes 0.5% annual Adjusted EBITDA growth after the sale of financial services based off trailing 9-month results as at Q3 FY25; Further details on Plantro’s assumptions and calculations are available within the investor presentation on www.SellDnD.com
    4Future share price applies current EV / LTM EBITDA multiple to LTM EBITDA ending March 31, 2026 based on research consensus estimates and adjusting for net debt forecasted as at March 31, 2026 with cash flow assumptions as further detailed in the presentation available at www.SellDnD.com.

    The MIL Network –

    July 8, 2025
  • MIL-OSI: Plantro Requisitions Shareholder Meeting of Dye & Durham, Nominates Three Highly-Qualified Individuals to Initiate Sale of Company

    Source: GlobeNewswire (MIL-OSI)

    Nearly $1 Billion in Shareholder Value Destroyed Under Engine Led Board Since December 2024

    Governance Failures: Four CEOs and Two CFOs in Six Months, an Entrenched Board Ignoring Credible Bids, Insiders Granted ~5% of the Company in Egregious $10 Stock Options, and Investors Actively Directing Management

    If the Current Board and its Misguided Strategy Remain in Place, Shareholders Risk Further Losses – It is Time to Immediately Initiate a Sale Process and Unlock a Change of Control Premium for Shareholders

    Today, a Financial Services Sale for ~$590 million or ~11x EBITDA Still Leaves Leverage at ~4.5x, with No Path to Sub-3x Until 2031

    ST. HELIER, Jersey, July 07, 2025 (GLOBE NEWSWIRE) — Plantro Ltd. (“Plantro” or the “Concerned Shareholder”) one of the largest shareholders of Dye & Durham Limited (“Dye & Durham” or the “Company”) (DND: TSX) which owns approximately 11% of the Company, today announced that it has requisitioned a special meeting of Dye & Durham shareholders (the “Special Meeting”) and nominated three highly qualified individuals for the Company’s board of directors (the “Board”): Brian J. Bidulka, David Danziger, and Martha Vallance. The requisition also calls for the removal of Board Chair Arnaud Ajdler, and directors Tracey E. Keates, and Ritu Khanna, from the Board.

    The value destruction at Dye & Durham since December of 2024 has reached crisis proportions and threatens the Company’s future. The current Board, steered by Engine Capital (“Engine”), EdgePoint Wealth Management Inc. (“EdgePoint”) and OneMove Capital Ltd. (“OneMove”) (together, the “Engine Activist Group”) has presided over the destruction of nearly $1 billion in shareholder value.

    The Engine Activist Group and the Board have pursued a misguided and haphazard strategy of customer price cuts and overspending. This has led to sharp declines in Adjusted EBITDA, cash flow, and rising debt, as evidenced by the Company’s recent quarterly results and a new debt covenant being imposed. As global real estate markets recently weakened, the Board doubled down on its strategy instead of adjusting course. This has caused a liquidity crisis, forcing the Company to aggressively draw on its revolving credit facility to make its April 2025 interest payment. With no clear or credible plan in place, leverage is expected to approach 6.0x Adjusted EBITDA by September 30, 20251.

    Remaining public is no longer a viable option. If the current Board remains unchanged, the Company will continue down the same failed path, resulting in further shareholder losses. A full sale of the Company is the only way to realize a control premium for current shareholders and restore stability in the business.

    Unfortunately, the current Board and the Engine Activist Group have fought for the past nine months against the sale of the Company or even presenting an offer to shareholders to consider. Before taking control, the Engine Activist Group publicly rejected multiple all-cash offers obtained by the prior board of approximately $25 per share. After the 2024 annual general meeting, as the stock declined significantly, Plantro submitted an offer to acquire the Company for $20 a share in February 2025. This offer was similarly rejected, and Plantro was threatened with litigation for privately submitting it. Furthermore, in April 2025, according to media reports, the Board refused to engage with Advent International, a credible well-funded buyer, who formally submitted offers of approximately $20 per share. The Board has also continued to deny basic due diligence access, actively undermining the possibility of negotiating higher bids.

    As outlined below, and in a presentation available at www.SellDnD.com, a sale of Dye & Durham is the only viable risk-adjusted path, free from execution risk, remaining for shareholders to preserve and maximize their value. Plantro invites its fellow shareholders to join in the push for urgent change. If elected, the Plantro nominees intend to immediately pursue a well-governed and thoughtful process to sell the Company without delay TO THE BUYER WILLING TO PAY THE HIGHEST PRICE.

    Stopgap Solutions Won’t Protect Shareholders: Dye & Durham Cannot Afford to Wait Any Longer and the Company Should Be Sold.

    The Engine Activist Group will try to sell you a half-baked plan — an asset sale and a plea for more time; but they are wrong. Just months ago, a sale of the Financial Services business may have been a viable path to reduce leverage, however, their misguided strategy and poor execution has damaged the business to the point where a sale of the Financial Services business would do little to reduce debt. Even if the Company sells additional assets, there are no realistic paths to reduce leverage below 4.0x any time soon.

    The Engine Activist Group and Engine-led Board have no plan to deliver anywhere near a $20 per share price on a risk- or time-adjusted basis. All they will do is sell you vague and hypothetical outcomes. Shareholders need to immediately realize a sale of the entire Company for the large control premium available for the following reasons:

    • It is Too Risky Not to Sell: A misguided and haphazard strategy, coupled with poor execution has led to significantly declining financial performance and excessive borrowing over the last six months. This has resulted in a new 5.8x debt covenant being imposed on the business, which sell-side analysts estimate the Company will be precariously close to breaching in the coming quarters2, putting shareholder equity at real risk of further erosion.
    • Divesting Financial Services Doesn’t Solve the Problem: Today, a sale of the Financial Services business at ~11x Adjusted EBITDA still leaves leverage at ~4.5x, with no path to sub-3x until 20313. Further, speculative claims of multiple expansion following a sale of the Financial Services business are unfounded as the Company will be a smaller, declining business, with leverage too high for public market investors to tolerate.
    • Generous Assumptions Point to a Lower Share Price: Waiting is not an option. Assuming the Company maintains its current 7.9x trading multiple the implied share price in Q3 FY2026 will be between $4.77 and $7.444, with the low-end of the range assuming the Company misses revenue estimates by only 5%.
    • There Are Still Credible Interested Buyers at the Table Right Now: Given the current negative trajectory, shareholders should pursue a full sale to capture an attractive all-cash change-of-control premium. Credible private equity buyers with the right expertise, risk appetite, and who bring the appropriate capital structure, are interested in acquiring the Company right now.

    The Engine Activist Group Has Usurped the Board and Now Dye & Durham is Not Suited to Operate as a Public Company.

    A revolving door of executives has destabilized the business and eradicated irreplaceable institutional memory at the worst possible time. The Company is now on its fourth CEO in six months, and its second CFO. Numerous other executives and employees at all levels have left or been terminated, with employee turnover now reportedly reaching 25%, compared to low single digits previously, creating paralysis and leaving the business rudderless. Retaining even a portion of this critical institutional knowledge would have informed better decision making and helped avoid multiple strategic blunders.

    In what appears to be an act of desperation, the Board delegated the recruitment of a new CEO and CFO to the principal of OneMove and a representative of EdgePoint, and in doing so appointed an unproven first-time CEO, with no public company or capital allocation experience, and a new CFO. They then granted the pair nearly 5% of the Company in options priced at just $10 per share. The pair stand to pocket over $30 million simply for getting shareholders back to where they were in December 2024.

    Plantro understands there is also ongoing infighting at the Board level that has a created a situation where management cannot operate effectively, and established governance structures are breaking down. Plantro has learned the Company was recently forced to engage an independent third party mediator to help navigate basic internal operations as a result of repeated shareholder-level interference with management. This kind of shareholder “skip-level” behaviour, where investors directly bypass a board of directors and provide instruction directly to management, is confusing and creates potential for further executive attrition. It is also virtually unheard of in a public company and raises serious concerns about accountability and proper oversight.

    Plantro’s Highly Qualified Nominees Are Committed to Leading a Process to Sell Dye & Durham.

    The Plantro nominees collectively bring experience in M&A, capital allocation, operations, technology, governance, public and private board service, and direct senior experience at Dye & Durham (which is necessary given excessive executive turnover under the Engine Activist Group). Together they have the right mix of skills, experience, expertise, and shareholder-centric perspective to stabilize Dye & Durham, and immediately commence a well-governed and thoughtful process to sell the Company for the highest price possible.

    Each of Plantro’s highly qualified individuals is independent of Plantro and each other, and will act as true fiduciaries with a mandate to preserve and maximize shareholder value:

    • Brian J. Bidulka, CPA, CA, is a corporate director and chartered accountant with extensive experience in technology, finance, and business analytics. Brian is the former Chief Financial Officer of Research in Motion. He has also served in senior executive roles at major Canadian companies including Porter Airlines, Postmedia, George Weston Limited, and Molson Coors. Currently, he is a member of the board at Andrew Peller Limited, and is also a board member and treasurer of Canada Basketball.
    • David Danziger, CPA, CA, is an experienced finance leader and corporate director with an extensive background in audit, accounting, and management consulting. Previously, he was the Senior Vice President, Assurance, and the National Leader of Public Companies at MNP LLP, Canada’s fifth largest accounting firm. David continues to serve as a Senior Advisor for MNP LLP working on special projects and supporting the Public Company Audit Team nationally. David has served as a director for a range of technology, mining, and life sciences companies listed on the TSX, TSXV, CSE, and NYSE.
    • Martha Vallance is a corporate director with significant experience in M&A, capital markets and technology. Most recently, Martha was the Chief Operating Officer of Dye & Durham after previously establishing and leading the company’s Corporate Development function and has deep knowledge of the company’s strategy and operations. Prior to this, Martha spent over 12 years in Investment & Corporate Banking at BMO Capital Markets, most recently holding a series of senior roles within both the Mergers & Acquisitions and Equity Capital Markets teams. In addition, Martha served as a Director on the Board of TSX-listed TMAC Resources and was also a member of the Special Committee during the sale of the company which concluded in January 2021.

    Plantro proposes that shareholders support incumbent directors Hans T. Gieskes, the recently deposed independent chairman of the Board, Anthony P. Kinnear, Sid Singh, and Eric Shahinian to maintain continuity on the Board. Both Gieskes and Singh served as interim CEOs of the Company, and collectively, these individuals have relevant C-Suite, public company, and capital markets experience at other companies.

    Plantro remains supportive of management and believes stability is required to execute a successful sales process and restore value to shareholders.

    Shareholders Need to Make their Voices Heard

    There is no debate – Dye & Durham does not have a viable long-term path as a public company and must be sold. The Board and management will claim they need more time, but the status quo for shareholders is simply intolerable. While the business drifts and headwinds build, the risks to Dye & Durham and its shareholders continue to accumulate. The time for decisive action has arrived.

    Plantro has heard from many shareholders who share its contention that the Company must run a formal sale process to preserve and maximize shareholder value. Now is the time to speak up. It is imperative that shareholders communicate their views directly to the Board and urge them to call and hold the Special Meeting without delay so the Company can be sold. Alternatively, the Board can spare shareholders the cost and distraction of a proxy contest, appoint the Plantro nominees to the Board, and commence a formal sale process immediately.

    Please visit www.SellDnd.com to view Plantro’s presentation to fellow shareholders and other important materials.

    Other Information Concerning the Plantro Nominees

    To the knowledge of Plantro, no Plantro nominee is, at the date hereof, or has been, within ten (10) years before the date hereof: (a) a director, chief executive officer or chief financial officer of any company that (i) was subject to a cease trade order, an order similar to a cease trade order or an order that denied the relevant company access to any exemption under securities legislation that was in effect for a period of more than thirty (30) consecutive days (each, an “order”), in each case that was issued while the Plantro nominee was acting in the capacity as director, chief executive officer or chief financial officer, or (ii) was subject to an order that was issued after the Plantro nominee ceased to be a director, chief executive officer or chief financial officer and which resulted from an event that occurred while that person was acting in the capacity as director, chief executive officer or chief financial officer; (b) a director or executive officer of any company that, while such Plantro nominee was acting in that capacity, or within one (1) year of such Plantro nominee ceasing to act in that capacity, became bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency or was subject to or instituted any proceedings, arrangement or compromise with creditors or had a receiver, receiver manager or trustee appointed to hold its assets; or (c) someone who became bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency, or became subject to or instituted any proceedings, arrangement or compromise with creditors, or had a receiver, receiver manager or trustee appointed to hold the assets of such Plantro nominee.

    To the knowledge of Plantro, as at the date hereof, no Plantro nominee has been subject to: (a) any penalties or sanctions imposed by a court relating to securities legislation, or by a securities regulatory authority, or has entered into a settlement agreement with a securities regulatory authority; or (b) any other penalties or sanctions imposed by a court or regulatory body that would likely be considered important to a reasonable securityholder in deciding whether to vote for a Plantro nominee.

    To the knowledge of Plantro, none of the directors or officers of Plantro, or any associates or affiliates of the foregoing, or any of the Plantro nominees or their respective associates or affiliates, has: (a) any material interest, direct or indirect, in any transaction since the commencement of the Company’s most recently completed financial year or in any proposed transaction which has materially affected or will materially affect the Company or any of its subsidiaries; or (b) any material interest, direct or indirect, by way of beneficial ownership of securities or otherwise, in any matter proposed to be acted on at the Special Meeting, other than the re-constitution of the Board.

    Plantro beneficially owns and controls 7,374,510 common shares representing approximately 11% of the outstanding shares of the Company. Martha Vallance beneficially owns and controls 38,600 common shares, representing approximately 0.06% of the outstanding shares of the Company. She also holds options to acquire an additional 425,433 common shares. Assuming full exercise of these options, she would beneficially own and control 464,033 common shares, representing approximately 0.69% of the then-outstanding shares of the Company, on a partially diluted basis. While the other Concerned Shareholder Nominees may purchase shares in the future, not of the other Concerned Shareholder Nominees currently hold any units of the Company.

    Additional Information

    The information contained in this news release does not and is not meant to constitute a solicitation of a proxy within the meaning of applicable corporate and securities laws. Although Plantro has requisitioned the Special Meeting, there is currently no record or meeting date and shareholders are not being asked at this time to execute a proxy in favour of the Plantro nominees or any other matter to be acted upon at the Special Meeting. In connection with the Special Meeting, Plantro may file a dissident information circular (the “Information Circular”) in due course in compliance with applicable corporate and securities laws.

    Notwithstanding the foregoing, Plantro is voluntarily providing the disclosure required under section 9.2(4) of National Instrument 51-102 – Continuous Disclosure Obligations (“NI 51-102”) and has filed this news release containing disclosure prescribed by applicable corporate law and disclosure required under section 9.2(6) of NI 51-102 in respect of Engine’s director nominees, in accordance with corporate and securities laws applicable to public broadcast solicitations. This news release is available under the Company’s profile on SEDAR+ at www.sedarplus.ca.

    This news release and any solicitation made by Plantro in advance of the Special Meeting is, or will be, as applicable, made by Plantro and not by or on behalf of the management of the Company. All costs incurred for any solicitation will be borne by Plantro, provided that, subject to applicable law, Plantro may seek reimbursement from the Company of Plantro’s out-of-pocket expenses, including proxy solicitation expenses and legal fees, incurred in connection with a successful reconstitution of the Board.

    Plantro is not soliciting proxies in connection with the Special Meeting at this time, and shareholders are not being asked at this time to execute proxies in favour of the Plantro nominees (in respect of the Special Meeting) or any matter to be acted upon at the Special Meeting. Proxies may be solicited by Plantro pursuant to an Information Circular sent to shareholders after which solicitations may be made by or on behalf of Plantro, by mail, telephone, fax, email or other electronic means as well as by newspaper or other media advertising, and in person by directors, officers and employees of Plantro, who will not be specifically remunerated therefor. Plantro may also solicit proxies in reliance upon the public broadcast exemption to the solicitation requirements under applicable Canadian corporate and securities laws, conveyed by way of public broadcast, including through press releases, speeches or publications, and by any other manner permitted under applicable corporate and securities laws. Plantro may engage the services of one or more agents and authorize other persons to assist in soliciting proxies on behalf of Plantro.

    Plantro has retained Morrow Sodali (Canada) Ltd. (“Sodali”) as its proxy advisor to assist Plantro in soliciting shareholders should Plantro commence a formal solicitation of proxies, for which Sodali will receive a fee not to exceed $200,000 plus a per call fee and certain success fees, together with reimbursement for reasonable and out-of-pocket expenses, and will be indemnified against certain liabilities and expenses, including certain liabilities under securities laws. Sodali’s responsibilities will principally include advising Plantro on governance best practices, where applicable, liaising with proxy advisory firms, developing and implementing shareholder engagement strategies, and advising with respect to meeting and proxy protocol.

    Plantro is not requesting that Dye & Durham shareholders submit a proxy at this time. Once Plantro has commenced a formal solicitation of proxies in connection with the Special Meeting, proxies may be revoked by instrument in writing by the shareholder giving the proxy or by its duly authorized officer or attorney, or in any other manner permitted by law (including subsection 110(4) of the Business Corporations Act (Ontario)). None of Plantro or, to its knowledge, any of its associates or affiliates, has any material interest, direct or indirect, (i) in any transaction since the beginning of Dye & Durham’s most recently completed financial year or in any proposed transaction that has materially affected or would materially affect Dye & Durham or any of its subsidiaries; or (ii) by way of beneficial ownership of securities or otherwise, in any matter proposed to be acted on at the Special Meeting, other than the election of directors to the Board.

    Dye & Durham’s principal office address is 25 York St., Suite 1100, Toronto, Ontario, M5J 2V5. A copy of this news release may be obtained on Dye & Durham’s SEDAR profile at www.sedar.com.

    Disclaimer for Forward-Looking Information

    Certain information in this news release may constitute “forward-looking information” within the meaning of applicable securities legislation. Forward-looking statements and information generally can be identified by the use of forward-looking terminology such as “may,” “will,” “expect,” “intend,” “estimate,” “anticipate,” “believe,” “should,” “plans,” “continue,” or similar expressions suggesting future outcomes or events. Forward-looking information in this news release may include, but is not limited to, statements of Plantro regarding (i) how Plantro intends to exercise its legal rights as a shareholder of the Company, and (ii) its plans to make changes at the Board of the Company.

    Although Plantro believes that the expectations reflected in any such forward-looking information are reasonable, there can be no assurance that such expectations will prove to be correct. Such forward-looking statements are subject to risks and uncertainties that may cause actual results, performance or developments to differ materially from those contained in the statements including, without limitation, the risks that (i) the Company may use tactics to thwart the rights of Plantro as a shareholder and (ii) the actions being proposed and the changes being demanded by Plantro, may not take place for any reason whatsoever. Except as required by law, Plantro does not intend to update these forward-looking statements.

    About Plantro

    Plantro is a privately held company, with an established track record of making successful investments in undervalued and high quality legal, financial, and information services businesses.

    Media Contact

    Gagnier Communications
    Riyaz Lalani / Dan Gagnier
    Plantro@gagnierfc.com

    ____________________________________
    1
    Source: CapIQ: based off of analyst consensus adjusted EBITDA estimates and Plantro’s calculations which are available within the investor presentation on www.SellDnD.com
    2The Company’s Consolidated First Lien Net Leverage Ratio will be materially higher in two quarters from now when it loses the ability to offset $185 million in restricted cash it holds to repay its 2026 convertible debentures, against its senior debt. Based on sell-side consensus estimates, the Company will be much closer to breaching its Consolidated First Lien Net Leverage Ratio covenant, should it remain in place.
    3Assumes 0.5% annual Adjusted EBITDA growth after the sale of financial services based off trailing 9-month results as at Q3 FY25; Further details on Plantro’s assumptions and calculations are available within the investor presentation on www.SellDnD.com
    4Future share price applies current EV / LTM EBITDA multiple to LTM EBITDA ending March 31, 2026 based on research consensus estimates and adjusting for net debt forecasted as at March 31, 2026 with cash flow assumptions as further detailed in the presentation available at www.SellDnD.com.

    The MIL Network –

    July 8, 2025
  • MIL-OSI: EXL named a Leader in Everest Group Data and AI Services Specialists PEAK Matrix® Assessment 2025

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 07, 2025 (GLOBE NEWSWIRE) — EXL [NASDAQ: EXLS], a global data and AI company, has been named the top Leader in the Everest Group Analytics and Artificial Intelligence (AI) Services Specialists PEAK Matrix® Assessment 2025, for the second consecutive year.

    The Everest Group report examined 32 leading providers who derive more than 50% of their revenue from analytics and AI services on their ability to meet enterprise needs and deliver scalable, secure and high-impact AI and data solutions. EXL secured the top-right Leader position in the assessment for its robust generative AI capabilities, domain-led expertise and IP to accelerate client time-to-value.

    “EXL has invested in advancing its data and AI capabilities, with an emphasis on domain-specific applications across insurance, healthcare, and retail,” said Vishal Gupta, partner at Everest Group. “This is reflected in solutions such as EXL Claims Assist, which leverages GenAI to streamline insurance claims processing. Its growing IP portfolio, including platforms like XTRAKTO.AI™ for intelligent document processing and EXL Code Harbor™ for AI-assisted code generation, enables faster implementation and greater operational efficiency. In addition, its collaboration with NVIDIA, leveraging platforms such as the NVIDIA NeMo™ and AI Enterprise to power offerings such as EXL Insurance LLM™ and EXL Smart Agent Assist™, strengthens its ability to build and scale high-performance AI solutions. These efforts have contributed to EXL’s positioning as a Leader in Everest Group’s Data and AI Services Specialists PEAK Matrix® Assessment 2025.”

    “Many companies have adopted AI, but only the true leaders in the space are going several steps further to integrate AI across enterprise workflows, leveraging the power of this technology to truly transform their operating models,” said Anand “Andy” Logani, chief digital and AI officer at EXL. “EXL’s consistent performance in the Everest Group PEAK Matrix is an affirmation of our efforts to not just play in the AI space, but to be the world leader in helping our clients unlock the full power of AI to improve their businesses.”

    To read more about the Everest Group 2025 report, click here for the custom version of the report. For more information about EXL’s analytics and AI solutions, click here.

    About EXL

    EXL (NASDAQ: EXLS) is a global data and AI company that offers services and solutions to reinvent client business models, drive better outcomes and unlock growth with speed. EXL harnesses the power of data, AI, and deep industry knowledge to transform businesses, including the world’s leading corporations in industries including insurance, healthcare, banking and capital markets, retail, communications and media, and energy and infrastructure, among others. EXL was founded in 1999 with the core values of innovation, collaboration, excellence, integrity and respect. We are headquartered in New York and have approximately 60,000 employees spanning six continents. For more information, visit www.exlservice.com.

    Cautionary Statement Regarding Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of the United States Private Securities Litigation Reform Act of 1995. You should not place undue reliance on those statements because they are subject to numerous uncertainties and factors relating to EXL’s operations and business environment, all of which are difficult to predict and many of which are beyond EXL’s control. Forward-looking statements include information concerning EXL’s possible or assumed future results of operations, including descriptions of its business strategy. These statements may include words such as “may,” “will,” “should,” “believe,” “expect,” “anticipate,” “intend,” “plan,” “estimate” or similar expressions. These statements are based on assumptions that we have made in light of management’s experience in the industry as well as its perceptions of historical trends, current conditions, expected future developments and other factors it believes are appropriate under the circumstances. You should understand that these statements are not guarantees of performance or results. They involve known and unknown risks, uncertainties and assumptions. Although EXL believes that these forward-looking statements are based on reasonable assumptions, you should be aware that many factors could affect EXL’s actual financial results or results of operations and could cause actual results to differ materially from those in the forward-looking statements. These factors, which include our ability to maintain and grow client demand, our ability to hire and retain sufficiently trained employees, and our ability to accurately estimate and/or manage costs, rising interest rates, rising inflation and recessionary economic trends, are discussed in more detail in EXL’s filings with the Securities and Exchange Commission, including EXL’s Annual Report on Form 10-K. You should keep in mind that any forward-looking statement made herein, or elsewhere, speaks only as of the date on which it is made. New risks and uncertainties come up from time to time, and it is impossible to predict these events or how they may affect EXL. EXL has no obligation to update any forward-looking statements after the date hereof, except as required by federal securities laws.

    Contacts
    Media
    Keith Little
    +1 703-598-0980
    media.relations@exlservice.com

    Investor Relations
    John Kristoff
    +1 212 209 4613
    IR@exlservice.com

    The MIL Network –

    July 8, 2025
  • MIL-OSI: EXL named a Leader in Everest Group Data and AI Services Specialists PEAK Matrix® Assessment 2025

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 07, 2025 (GLOBE NEWSWIRE) — EXL [NASDAQ: EXLS], a global data and AI company, has been named the top Leader in the Everest Group Analytics and Artificial Intelligence (AI) Services Specialists PEAK Matrix® Assessment 2025, for the second consecutive year.

    The Everest Group report examined 32 leading providers who derive more than 50% of their revenue from analytics and AI services on their ability to meet enterprise needs and deliver scalable, secure and high-impact AI and data solutions. EXL secured the top-right Leader position in the assessment for its robust generative AI capabilities, domain-led expertise and IP to accelerate client time-to-value.

    “EXL has invested in advancing its data and AI capabilities, with an emphasis on domain-specific applications across insurance, healthcare, and retail,” said Vishal Gupta, partner at Everest Group. “This is reflected in solutions such as EXL Claims Assist, which leverages GenAI to streamline insurance claims processing. Its growing IP portfolio, including platforms like XTRAKTO.AI™ for intelligent document processing and EXL Code Harbor™ for AI-assisted code generation, enables faster implementation and greater operational efficiency. In addition, its collaboration with NVIDIA, leveraging platforms such as the NVIDIA NeMo™ and AI Enterprise to power offerings such as EXL Insurance LLM™ and EXL Smart Agent Assist™, strengthens its ability to build and scale high-performance AI solutions. These efforts have contributed to EXL’s positioning as a Leader in Everest Group’s Data and AI Services Specialists PEAK Matrix® Assessment 2025.”

    “Many companies have adopted AI, but only the true leaders in the space are going several steps further to integrate AI across enterprise workflows, leveraging the power of this technology to truly transform their operating models,” said Anand “Andy” Logani, chief digital and AI officer at EXL. “EXL’s consistent performance in the Everest Group PEAK Matrix is an affirmation of our efforts to not just play in the AI space, but to be the world leader in helping our clients unlock the full power of AI to improve their businesses.”

    To read more about the Everest Group 2025 report, click here for the custom version of the report. For more information about EXL’s analytics and AI solutions, click here.

    About EXL

    EXL (NASDAQ: EXLS) is a global data and AI company that offers services and solutions to reinvent client business models, drive better outcomes and unlock growth with speed. EXL harnesses the power of data, AI, and deep industry knowledge to transform businesses, including the world’s leading corporations in industries including insurance, healthcare, banking and capital markets, retail, communications and media, and energy and infrastructure, among others. EXL was founded in 1999 with the core values of innovation, collaboration, excellence, integrity and respect. We are headquartered in New York and have approximately 60,000 employees spanning six continents. For more information, visit www.exlservice.com.

    Cautionary Statement Regarding Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of the United States Private Securities Litigation Reform Act of 1995. You should not place undue reliance on those statements because they are subject to numerous uncertainties and factors relating to EXL’s operations and business environment, all of which are difficult to predict and many of which are beyond EXL’s control. Forward-looking statements include information concerning EXL’s possible or assumed future results of operations, including descriptions of its business strategy. These statements may include words such as “may,” “will,” “should,” “believe,” “expect,” “anticipate,” “intend,” “plan,” “estimate” or similar expressions. These statements are based on assumptions that we have made in light of management’s experience in the industry as well as its perceptions of historical trends, current conditions, expected future developments and other factors it believes are appropriate under the circumstances. You should understand that these statements are not guarantees of performance or results. They involve known and unknown risks, uncertainties and assumptions. Although EXL believes that these forward-looking statements are based on reasonable assumptions, you should be aware that many factors could affect EXL’s actual financial results or results of operations and could cause actual results to differ materially from those in the forward-looking statements. These factors, which include our ability to maintain and grow client demand, our ability to hire and retain sufficiently trained employees, and our ability to accurately estimate and/or manage costs, rising interest rates, rising inflation and recessionary economic trends, are discussed in more detail in EXL’s filings with the Securities and Exchange Commission, including EXL’s Annual Report on Form 10-K. You should keep in mind that any forward-looking statement made herein, or elsewhere, speaks only as of the date on which it is made. New risks and uncertainties come up from time to time, and it is impossible to predict these events or how they may affect EXL. EXL has no obligation to update any forward-looking statements after the date hereof, except as required by federal securities laws.

    Contacts
    Media
    Keith Little
    +1 703-598-0980
    media.relations@exlservice.com

    Investor Relations
    John Kristoff
    +1 212 209 4613
    IR@exlservice.com

    The MIL Network –

    July 8, 2025
  • MIL-OSI: Transfix Launches Smart Uploads and Routing Guide to Modernize End-to-End Freight Pricing and Procurement

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 07, 2025 (GLOBE NEWSWIRE) — Transfix, a leading freight technology company, today announced the launch of two powerful features, Smart Uploads and Routing Guide, that together redefine the pricing and procurement experience for freight brokers. Built into the Transfix Solutions Console, these AI-driven tools eliminate manual bottlenecks from RFP management and carrier booking, helping brokers price smarter, respond faster, and execute more reliably in a volatile market.

    “Freight brokers have long been stuck between inconsistent RFP formats on one end and fragmented carrier networks on the other,” said Jonathan Salama, CEO and Co-founder of Transfix. “With Smart Uploads and Routing Guide, we’re modernizing the entire pricing and procurement lifecycle, from ingestion to execution, by combining automation with actionable intelligence. This is a huge step toward building freight’s first Quote Management System.”

    Modernizing Freight from File to Final Mile

    Together, Smart Uploads and Routing Guide represent a full-stack solution for the freight industry’s most persistent pain points: messy data, manual workflows, inconsistent pricing, and unreliable carrier performance.

    Smart Uploads: AI-Driven RFP Ingestion

    Now available within the Transfix Solutions Console, Smart Uploads automatically converts shipper-submitted RFPs into a clean, structured format, regardless of the original spreadsheet layout. The AI identifies key fields, flags ambiguities, and preserves the original file for full traceability, saving brokers hours of formatting time and eliminating costly errors.

    A future release will introduce Smart Downloads, allowing users to export pricing responses in the shipper’s original format, ensuring a seamless, round-trip RFP process.

    Key Benefits of Smart Uploads include:

    • Instant AI Mapping: Automatically aligns shipper RFP formats to Transfix’s proprietary pricing system
    • Error Visibility: Flags problematic fields for review without halting progress
    • Faster Turnaround: Slashes manual prep time so brokers can respond sooner
    • Higher Accuracy: Reduces costly data entry errors

    Routing Guide: Operational Intelligence for Carrier Selection

    Also launched today, Routing Guide enables brokers to lock in that pricing intelligence with consistent, high-performing carrier assignments. Using historical data, brokers can build high-quality networks, automate recurring freight, and reduce fraud by surfacing only vetted, trusted partners. Brokers can also set rate-optimizing margins and preferences by day or lane, ensuring reliable service with every booking.

    Key Benefits of Routing Guide include:

    • Stronger Partnerships: Prioritize top-performing carriers by lane
    • Faster Execution: Eliminate manual vetting for recurring loads
    • Reduced Fraud: Rely on trusted partners and minimize risk
    • Better KPIs: Improve delivery performance and margin outcomes

    With both tools now live in the Transfix Solutions Console, freight brokers gain a strategic, end-to-end advantage in today’s competitive market. By transforming messy, error-prone spreadsheets into actionable pricing and pairing those rates with the best carriers for the job, Transfix is delivering on its vision to create the industry’s first fully-integrated Quote Management System (QMS).

    To learn more about Transfix and its freight solutions, visit www.transfix.io.


    About Transfix
    Transfix, Inc. is a freight technology leader dedicated to empowering brokers and 3PLs with innovative AI-driven pricing and load management solutions. Our Custom Rate Prediction Suite delivers tailored, highly accurate spot and contract rate forecasts, streamlined RFP workflows, and automated bidding tools that save time and improve margins. With over a decade of brokerage expertise and a commitment to data privacy, Transfix provides real-time insights and custom models that give brokers a competitive edge while ensuring their data remains proprietary and confidential. Transform your operations with the trusted partner in freight technology.

    Media Contact:
    Amber Good
    LeadCoverage
    amber@leadcoverage.com

    The MIL Network –

    July 8, 2025
  • MIL-OSI: Transfix Launches Smart Uploads and Routing Guide to Modernize End-to-End Freight Pricing and Procurement

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 07, 2025 (GLOBE NEWSWIRE) — Transfix, a leading freight technology company, today announced the launch of two powerful features, Smart Uploads and Routing Guide, that together redefine the pricing and procurement experience for freight brokers. Built into the Transfix Solutions Console, these AI-driven tools eliminate manual bottlenecks from RFP management and carrier booking, helping brokers price smarter, respond faster, and execute more reliably in a volatile market.

    “Freight brokers have long been stuck between inconsistent RFP formats on one end and fragmented carrier networks on the other,” said Jonathan Salama, CEO and Co-founder of Transfix. “With Smart Uploads and Routing Guide, we’re modernizing the entire pricing and procurement lifecycle, from ingestion to execution, by combining automation with actionable intelligence. This is a huge step toward building freight’s first Quote Management System.”

    Modernizing Freight from File to Final Mile

    Together, Smart Uploads and Routing Guide represent a full-stack solution for the freight industry’s most persistent pain points: messy data, manual workflows, inconsistent pricing, and unreliable carrier performance.

    Smart Uploads: AI-Driven RFP Ingestion

    Now available within the Transfix Solutions Console, Smart Uploads automatically converts shipper-submitted RFPs into a clean, structured format, regardless of the original spreadsheet layout. The AI identifies key fields, flags ambiguities, and preserves the original file for full traceability, saving brokers hours of formatting time and eliminating costly errors.

    A future release will introduce Smart Downloads, allowing users to export pricing responses in the shipper’s original format, ensuring a seamless, round-trip RFP process.

    Key Benefits of Smart Uploads include:

    • Instant AI Mapping: Automatically aligns shipper RFP formats to Transfix’s proprietary pricing system
    • Error Visibility: Flags problematic fields for review without halting progress
    • Faster Turnaround: Slashes manual prep time so brokers can respond sooner
    • Higher Accuracy: Reduces costly data entry errors

    Routing Guide: Operational Intelligence for Carrier Selection

    Also launched today, Routing Guide enables brokers to lock in that pricing intelligence with consistent, high-performing carrier assignments. Using historical data, brokers can build high-quality networks, automate recurring freight, and reduce fraud by surfacing only vetted, trusted partners. Brokers can also set rate-optimizing margins and preferences by day or lane, ensuring reliable service with every booking.

    Key Benefits of Routing Guide include:

    • Stronger Partnerships: Prioritize top-performing carriers by lane
    • Faster Execution: Eliminate manual vetting for recurring loads
    • Reduced Fraud: Rely on trusted partners and minimize risk
    • Better KPIs: Improve delivery performance and margin outcomes

    With both tools now live in the Transfix Solutions Console, freight brokers gain a strategic, end-to-end advantage in today’s competitive market. By transforming messy, error-prone spreadsheets into actionable pricing and pairing those rates with the best carriers for the job, Transfix is delivering on its vision to create the industry’s first fully-integrated Quote Management System (QMS).

    To learn more about Transfix and its freight solutions, visit www.transfix.io.


    About Transfix
    Transfix, Inc. is a freight technology leader dedicated to empowering brokers and 3PLs with innovative AI-driven pricing and load management solutions. Our Custom Rate Prediction Suite delivers tailored, highly accurate spot and contract rate forecasts, streamlined RFP workflows, and automated bidding tools that save time and improve margins. With over a decade of brokerage expertise and a commitment to data privacy, Transfix provides real-time insights and custom models that give brokers a competitive edge while ensuring their data remains proprietary and confidential. Transform your operations with the trusted partner in freight technology.

    Media Contact:
    Amber Good
    LeadCoverage
    amber@leadcoverage.com

    The MIL Network –

    July 8, 2025
  • MIL-OSI Submissions: Misinformation lends itself to social contagion – here’s how to recognize and combat it

    Source: The Conversation – USA (3) – By Shaon Lahiri, Assistant Professor of Public Health, College of Charleston

    Misinformation on social media has the potential to manipulate millions of people. Pict Rider/iStock via Getty Images Plus

    In 2019, a rare and shocking event in the Malaysian peninsula town of Ketereh grabbed international headlines. Nearly 40 girls age 12 to 18 from a religious school had been screaming inconsolably, claiming to have seen a “face of pure evil,” complete with images of blood and gore.

    Experts believe that the girls suffered what is known as a mass psychogenic illness, a psychological condition that results in physical symptoms and spreads socially – much like a virus.

    I’m a social and behavioral scientist within the field of public health. I study the ways in which individual behavior is influenced by prevailing social norms and social network processes, across a wide range of behaviors and contexts. Part of my work involves figuring out how to combat the spread of harmful content that can shape our behavior for the worse, such as misinformation.

    Mass psychogenic illness is not misinformation, but it gives researchers like me some idea about how misinformation spreads. Social connections establish pathways of influence that can facilitate the spread of germs, mental illness and even behaviors. We can be profoundly influenced by others within our social networks, for better or for worse.

    The spreading of social norms

    Researchers in my field think of social norms as perceptions of how common and how approved a specific behavior is within a specific network of people who matter to us.

    These perceptions may not always reflect reality, such as when people overestimate or underestimate how common their viewpoint is within a group. But they can influence our behavior nonetheless. For many, perception is reality.

    Social norms and related behaviors can spread through social networks like a virus can, but with one crucial caveat. Viruses often require just one contact with a potential host to spread, whereas behaviors often require multiple contacts to spread. This phenomenon, known as complex contagion, highlights how socially learned behaviors take time to embed.

    Watch the people in this video and see how you react.

    Fiction spreads faster than fact

    Consider a familiar scenario: the return of baggy jeans to the fashion zeitgeist.

    For many millennials like me, you may react to a friend engaging in this resurrected trend by cringing and lightly teasing them. Yet, after seeing them don those denim parachutes on multiple occasions, a brazen thought may emerge: “Hmm, maybe they don’t look that bad. I could probably pull those off.” That’s complex contagion at work.

    This dynamic is even more evident on social media. One of my former students expressed this succinctly. She was looking at an Instagram post about Astro Boy Boots – red, oversize boots based on those worn by a 1952 Japanese cartoon character. Her initial skepticism quickly faded upon reading the comments. As she put it, “I thought they were ugly at first, but after reading the comments, I guess they’re kind of fire.”

    Moving from innocuous examples, consider the spread of misinformation on social media. Misinformation is false information that is spread unintentionally, while disinformation is false information that is intentionally disseminated to deceive or do serious harm.

    Research shows that both misinformation and disinformation spread faster and farther than truth online. This means that before people can muster the resources to debunk the false information that has seeped into their social networks, they may have already lost the race. Complex contagion may have taken hold, in a malicious way, and begun spreading falsehood throughout the network at a rapid pace.

    People spread false information for various reasons, such as to advance their personal agenda or narrative, which can lead to echo chambers that filter out accurate information contrary to one’s own views. Even when people do not intend to spread false information online, doing so tends to happen because of a lack of attention paid to accuracy or lower levels of digital media literacy.

    Inoculation against social contagion

    So how much can people do about this?

    One way to combat harmful contagion is to draw on an idea first used in the 1960s called pre-bunking. The idea is to train people to practice skills to spot and resist misinformation and disinformation on a smaller scale before they’re exposed to the real thing.

    The idea is akin to vaccines that build immunity through exposure to a weakened form of the disease-causing germ. The idea is for someone to be exposed to a limited amount of false information, say through the pre-bunking with Google quiz. They then learn to spot common manipulation tactics used in false information and learn how to resist their influence with evidence-based strategies to counter the falsehoods. This could also be done using a trained facilitator within classrooms, workplaces or other groups, including virtual communities.

    Then, the idea is to gradually repeat the process with larger doses of false information and further counterarguments. By role-playing and practicing the counterarguments, this resistance skills training provides a sort of psychological innoculation against misinformation and disinformation, at least temporarily.

    Importantly, this approach is intended for someone who has not yet been exposed to false information – hence, pre-bunking rather than debunking. If we want to engage with someone who firmly believes in their stance, particularly when it runs contrary to our own, behavioral scientists recommend leading with empathy and nonjudgmentally exchanging narratives.

    Debunking is difficult work, however, and even strong debunking messages can result in the persistence of misinformation. You may not change the other person’s mind, but you may be able to engage in a civil discussion and avoid pushing them further away from your position.

    Spreading facts, not fiction

    When everyday people apply this with their friends and loved ones, they can train people to recognize the telltale signs of false information. This might be recognizing what’s known as a false dichotomy – for instance, “either you support this bill or you HATE our country.”

    Another signal of false information is the common tactic of scapegoating: “Oil industry faces collapse due to rise in electric car ownership.” And another is the slippery slope of logical fallacy. An example is “legalization of marijuana will lead to everyone using heroin.”

    All of these are examples of common tactics that spread misinformation and come from a Practical Guide to Pre-Bunking Misinformation, created by a collaborative team from the University of Cambridge, BBC Media Action and Jigsaw, an interdisciplinary think tank within Google.

    This approach is not only effective in combating misinformation and disinformation, but also in delaying or preventing the onset of harmful behaviors. My own research suggests that pre-bunking can be used effectively to delay the initiation of tobacco use among adolescents. But it only works with regular “booster shots” of training, or the effect fades away in a matter of months or less.

    Many researchers like me who study these social contagion dynamics don’t yet know the best way to keep these “booster shots” going in people’s lives. But there are recent studies showing that it can be done. A promising line of research also suggests that a group-based approach can be effective in maintaining the pre-bunking effects to achieve psychological herd immunity. Personally, I would bet my money on group-based approaches where you, your friends or your family can mutually reinforce each other’s capacity to resist harmful social norms entering your network.

    Simply put, if multiple members of your social network have strong resistance skills, then your group has a better chance of resisting the incursion of harmful norms and behaviors into your network than if it’s just you resisting alone. Other people matter.

    In the end, whether we’re empowering people to resist the insidious creep of online falsehoods or equipping adolescents to stand firm against peer pressure to smoke or use other substances, the research is clear: Resistance skills training can provide an essential weapon for safeguarding ourselves and young people from harmful behaviors.

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

    – ref. Misinformation lends itself to social contagion – here’s how to recognize and combat it – https://theconversation.com/misinformation-lends-itself-to-social-contagion-heres-how-to-recognize-and-combat-it-254298

    MIL OSI –

    July 8, 2025
  • MIL-OSI Submissions: From Seattle to Atlanta, new social housing programs seek to make homes permanently affordable for a range of incomes

    Source: The Conversation – USA (2) – By Susanne Schindler, Research Fellow at the Joint Center for Housing Studies, Harvard Kennedy School

    Activists in Seattle gather signatures to put a social housing initiative on the ballot. In early 2025, voters passed the measure, which implements a payroll tax on high incomes to fund the program. House Our Neighbors, CC BY-SA

    Seattle astounded housing advocates around the country in February 2025, when roughly two-thirds of voters approved a ballot initiative proposing a new 5% payroll tax on salaries in excess of US$1 million.

    The expected revenue – estimated to amount to $52 million dollars annually – would go toward funding a public development authority named Seattle Social Housing, which would then build and maintain permanently affordable homes.

    The city has experienced record high rents and home prices over the past two decades, attributed in part to the high incomes and relatively low taxes paid by tech firms like Amazon. Prior attempts to make these companies do their part to keep the city affordable have had mixed results.

    So despite nationwide, bipartisan skepticism of government and tax increases, Seattle’s voters showed that in light of a severe affordability crisis, a new role for the public sector and a new, dedicated fiscal revenue stream for housing were not only necessary, but possible.

    As a trained architect and urban historian, I study how capitalist societies have embraced – or rejected – housing that’s permanently shielded from market forces and what that means for architecture and urban design.

    To me, Seattle’s social housing initiative shows that the country’s traditional, “either-or” housing model – of unregulated, market-rate housing versus tightly regulated, income-restricted affordable housing – has reached its limits.

    Social housing promises a different path forward.

    The rise of the ‘two-tiered’ system

    After World War I, amid a similarly dire housing crisis, journalist Catherine Bauer traveled to Europe and learned about the continent’s social housing programs.

    She publicized her findings in the 1934 book “Modern Housing,” in which she advocated for housing that would be permanently shielded from the private real estate market. High-quality design was central to her argument. (The book was reissued in 2020, reflecting a renewed hunger for her ideas.)

    Early New Deal programs supported “limited-dividend,” or nonprofit, housing sponsored by civic organizations such as labor unions. The Carl Mackley Houses in Philadelphia exemplified this approach: The government provided low-interest loans to the American Federation of Full-Fashioned Hosiery Workers, which then constructed housing for its workers with rents set at affordable rates. The complex was built with community rooms and a swimming pool for its residents.

    Financed by $1.2 million in federal funds, the Carl Mackley Houses, completed in 1935, provided homes for union workers.
    Alfred Kastner papers, Collection No. 7350, Box 45, Record 12, American Heritage Center, University of Wyoming

    However, the 1937 U.S. Housing Act omitted this form of middle-income housing. Instead, the federal government chose to support public rental housing for low-income Americans and private homeownership, with little in between.

    Historian Gail Radford has aptly termed this a “two-tiered system,” and it was problematic from the start.

    Funding for public housing in the U.S. – as well as for its successor, private-sector-built affordable housing – has always been capped in ways that fall far short of demand, with access to the homes largely restricted to households with the lowest incomes. Private-sector-built affordable housing depends on dangling tax credits for private investors, and rent restrictions can expire.

    While the U.S. promoted this two-tiered system, cities like Vienna pursued a different path.

    In Austria’s culturally vibrant capital, today half of all dwellings are permanently removed from the private market. Roughly 80% of households qualify to live in them. The buildings take a range of forms, are located in all neighborhoods, and are built and operated as rental or cooperative housing either by the city or by nonprofit developers.

    Rents do not rise and fall according to household income, but are instead set to cover capital and operation expenses. These are kept low thanks to long-term, low-interest loans. These loans are funded through a nationwide 1% payroll tax, split evenly between employers and employees. Renters also make a down payment, priced in relation to the size and age of the apartment, which keeps monthly rents down. To guarantee access to low-cost land, the municipality has pursued an active land acquisition policy since the 1980s.

    Vienna’s Pilotengasse Housing Estate, a social housing development featuring low-rise buildings with abundant greenery, was completed in 1992 and serves a range of income groups.
    Viennaslide/Construction Photography/Avalon/Getty Images

    Housing shielded from the private market

    The inequities created by the two-tiered system – along with the absence of viable options for moderate- and middle-income households – are what social housing advocates in the U.S. are trying to address today.

    In 2018, the think tank People’s Policy Project published what was likely the first 21st-century report advocating for social housing in the U.S., citing Vienna as a model.

    Across the U.S., social housing is being used to describe a range of programs, from limited equity cooperatives and community land trusts to public housing.

    They all share a few underlying principles, however.

    First and foremost, social housing calls for permanently shielding homes from the private real estate market, often referred to as “permanent affordability.” This usually means public investment in housing and public ownership of it. Second, unlike the ways in which public housing has traditionally operated in the U.S., most social housing programs aim to serve households across a broader range of incomes. The goal is to create housing that is both financially sustainable and appealing to broad swaths of the electorate. Third, social housing aspires to give residents more control over the governance of their homes.

    Social housing doesn’t all look the same. But thoughtful design is key to its success. It’s built to be owned and operated in the long-term, not for short-term financial gain. Construction quality matters, and developers realize it needs to be appealing to a range of tenants with different needs.

    Early successes

    In recent years, there have been significant wins for the social housing movement at the state and local levels.

    In 2023, Atlanta created a new quasi-public entity to co-develop mixed-income housing on city-owned land. In 2024, Rhode Island voters and the Massachusetts legislature funded pilot projects to test public investment in social housing. And 2025 has seen the the passage of Chicago’s Green Social Housing ordinance.

    Many of these programs were directly inspired by affordable housing initiatives in Montgomery County, Maryland.

    Since 2021, the county’s housing authority has used a $100 million housing fund to invest in new mixed-income developments. Through these investments, the county retains co-ownership and has been able to bring down the cost of development enough to offer 30% of homes at significantly below market rents, in perpetuity. If Vienna is the global paragon for social housing, Montgomery County has become its domestic counterpart.

    In Seattle, social housing will mean homes delivered and permanently owned by Seattle Social Housing, which is funded through the payroll tax on high incomes. The initiative envisions developments featuring a range of apartment sizes to meet the needs of different family sizes, built to high energy-efficiency standards. Homes will be available to households earning up to 120% of area median income, with residents paying no more than 30% of their income on rent. In Seattle, that means that a single-person household making up to $120,000 will qualify.

    Members of the New York City Council hold a rally with housing activists to promote social housing legislation in March 2023.
    William Alatriste/NYC Council Media Unit, CC BY-SA

    Ongoing debates

    Despite these successes, many Americans remain skeptical of social housing.

    Sign up for a webinar on the topic, and you’ll hear participants question the term itself. Isn’t it far too “socialist” to be broadly adopted in the U.S.? And isn’t this just “old wine in new bottles”?

    Join a housing task force, and established nonprofits will be the ones to push back, arguing that they already know how to build and manage housing, and that all they need is money.

    Some housing activists also question whether using scarce public dollars to pay for mixed-income housing will yet again shortchange those who most need governmental assistance – namely, the poor. Others point to the need to provide more ways to build intergenerational wealth, especially for racial minorities, who have historically faced barriers to homeownership.

    Urban planner Jonathan Tarleton has highlighted another important issue: the danger of social housing reverting over time to private ownership, as has been the case with some cooperatives in New York City. Tarleton stresses the need for “social maintenance” – the importance of telling and retelling the story of whom social housing is meant to serve.

    These debates raise important questions. Social housing may be a confusing term and an aspirational concept. But it is here to stay: It has galvanized organizers and policymakers around a new approach to the design, development and maintenance of housing.

    Social housing keeps prices down through long-term public investment, ensuring that future generations will still benefit. Developers can design and provide homes that respond to how people want to live. And in an increasingly polarized country, social housing will allow people of various backgrounds, incomes and ideological persuasions to live together again, rather than apart.

    Whether it’s the kind found in Seattle, in Maryland or somewhere in between, I believe social housing is needed more than ever before to address the country’s twin problems of affordability and a lack of political imagination.

    This article is part of a series centered on envisioning ways to deal with the housing crisis.

    Susanne Schindler receives funding from Harvard’s Joint Center for Housing Studies.

    – ref. From Seattle to Atlanta, new social housing programs seek to make homes permanently affordable for a range of incomes – https://theconversation.com/from-seattle-to-atlanta-new-social-housing-programs-seek-to-make-homes-permanently-affordable-for-a-range-of-incomes-255097

    MIL OSI –

    July 8, 2025
  • MIL-OSI Submissions: What schools can learn from skate culture

    Source: The Conversation – UK – By Sander Hölsgens, Assistant Professor, Leiden Institute of Cultural Anthropology and Development Sociology, Leiden University

    Dean Drobot/Shutterstock

    At a school in Malmö, Sweden, skateboarding is on the curriculum. John Dahlquist, vice principal of Bryggeriets High School, teaches skate classes and brings lessons from skateboarding into other subjects. By encouraging teenagers to have fun together through skating and beyond, he notices that they want to attend school. Writing in a recent book I co-edited on skateboarding and teaching, Dahlquist notes that he even sees students longing to be back in the classroom after the weekend.

    Skateboarding is creative, requiring ingenuity in adapting to new environments. It’s collaborative and social: skaters cheer each other on when they try to learn something new, acknowledging that everyone operates at a different level and faces a distinct challenge.

    When skateboarding is done well, individual growth takes place among a community of care and mutual support. And it requires a willingness to fail. There’s no way to master a trick without trying and failing, over and over again.

    My colleagues and I have researched the value of a skateboarding philosophy in schools, and how teachers can bring it into their classrooms.


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    Take Dahlquist’s teaching in Malmö. He notes that interweaving skate classes with other subjects has multiple noteworthy effects. The physical activity of skateboarding improves levels of concentration. Some students even say that they’d never been successful in any other learning environment. Elsewhere, they’d be unable to focus on the task at hand.

    What’s more, a skateboarding mindset – being prepared to learn difficult tricks in unfamiliar settings – equipped students with the capacity to master other kinds of new skills.

    Able to fail

    The process of overcoming the anxiety to fail is crucial. Skaters cannot be afraid to fall if they want to learn new tricks. The motivation to learn through repeated efforts helps skaters in other areas of life, too. Skaters at Bryggeriet aren’t worried as much about failing grades, precisely because they see it as an opportunity to learn and move forward.

    As Dahlquist says, “At the end of my classes, I usually have to throw my students out of the classroom. A lot of them beg for three more tries: ‘I’ve got this, just give me three more tries. I promise I will learn.‘”

    This mindset decreases grades as education’s cornerstone and, by extension, enhances students’ mental health. My colleague Esther Sayers, who conducted fieldwork at Bryggeriets, found another effect. Teachers help students to develop the skills to get motivated, to reach a point of feeling inspired – or what skaters call “stoke”.

    Skateboarding fosters a non-competitive learning culture.
    PeopleImages.com – Yuri A

    Bryggeriets High School isn’t the only place where skateboarding is helping teach people how to learn. Reaching beyond its historical status as a self-regulated street culture, skateboarding now plays an important role in building engaged learning communities across the globe. Berlin-based skate organisation Skateistan hosts skate classes, gives young people access to education and offers funds for young and upcoming community leaders.

    Concrete Jungle Foundation co-builds skateparks with young people in Peru, Morocco and Jamaica, in order to exchange knowledge and drive local ownership and apprenticeship. Similarly, the New York-based Harold Hunter Foundation runs skate workshops that also provide mentoring and career guidance.

    Colleagues Arianna Gil and Jessica Forsyth have studied working class black and Latin American skate crews, run by genderdiverse community organisers. They found that skate crews such as Brujas and Gang Corp mobilise skaters according to the “for us, by us” spirit.

    Challenging institutional models of authority, these skate crews develop services based on the hopes and aspirations of their communities – ranging from teach-ins to recreational programmes. This includes a talk on the history and meaning of hoodies, and modules on the power of storytelling and the danger of propaganda. The crux, here, is to learn about stuff you encounter in your daily lives.

    Skaters who experience poverty and oppression create their own ecosystem for learning from one another, from being out of an educational system that is organised in a top-down way. This means creating a grassroots school model where skate crews choose what and how they want to learn. Rather than grades and degrees, education here is structured around the process of learning from your peers – with the idea of passing on this knowledge in the near future.

    The effects of this approach are threefold. First, it centers mentorship and apprenticeship, resulting in intergenerational knowledge exchange. Second, skateboarding’s DIY spirit can help overcome access barriers. By embracing grassroots teaching practices and formats, education can be tailored to the specific needs and desires of a community, rather than following standardised learning objectives.

    Third, rather than focusing on memorising facts or learning for grades, this new ecosystem is structured around problem-based learning. Presented with worldly problems such as human rights violations and hostile architecture, skaters learn not just how to analyse their surroundings, but also how to cope with and engage oppressive societal structures.

    As formal education faces incremental budget cuts and deepened governmental influence, skateboarding shows us new ways to organise our learning spaces. Schools and teachers can engage their students by integrating aspects of a learning culture that decentres evaluations and assessments and celebrates attempts, rather than just successes.

    Sander Hölsgens received a ‘starting grant’ from OCW, The Netherlands. He is affiliated with Pushing Boarders, a platform tracing the social impact of skateboarding worldwide.

    – ref. What schools can learn from skate culture – https://theconversation.com/what-schools-can-learn-from-skate-culture-255239

    MIL OSI –

    July 8, 2025
  • MIL-OSI Submissions: What people really want from their GP – it’s simpler than you might think

    Source: The Conversation – UK – By Helen Atherton, Professor of Primary Care Research, University of Southampton

    Stephen Barnes/Shutterstock.com

    Booking a GP appointment is a routine task, yet for many people it’s a source of frustration. Long waits, confusing systems and impersonal processes have become all too familiar. While much attention has been paid to how difficult it is to get an appointment, less research has asked a more fundamental question: what do patients actually want from their general practice?

    To answer this, my colleagues and I reviewed 33 studies that were a mixture of study designs, and focused on patients’ expectations and preferences regarding access to their GP in England and Scotland.

    What people wanted was not complicated or cutting edge. People were looking for connection; a friendly receptionist and good communication from the practice about how they could expect to make an appointment. And they wanted a general practice in their own neighbourhood with clean, calm waiting rooms. So far, so simple.


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    People wanted booking systems that were simple and user-friendly, without long automated phone menus (“press one for reception”). Preferences varied. Some patients valued the option to book appointments in person at the reception desk, while others preferred the convenience of online booking.

    Regardless of how they booked, patients wanted shorter waiting times or, at least, clear information about when they could expect an appointment or a callback.

    Ideally, general practice would be open on Saturdays and Sundays for those who cannot attend during the week.

    Remote consultations – by phone, video or email – have become more common since the pandemic, and many patients found them helpful. For those with caring responsibilities or mobility issues, they offered a convenient way to access care without needing to leave home.

    However, remote appointments weren’t suitable for everyone. Some patients lacked privacy at work, while others – particularly those with hearing impairments – found telephone consultations difficult or impossible to use.

    What patients consistently wanted was choice, particularly when it came to remote consultations. While in-person appointments were seen as the gold standard, many recognised that telephone or video consultations could be useful in certain situations. Preferences varied widely, which made the ability to choose the type of consultation especially important.

    Patients also wanted choice over who they saw, especially for non-urgent issues or when managing ongoing health conditions.

    In today’s general practice, care is often delivered by a range of professionals, including nurses, pharmacists and physiotherapists. While many patients were open to seeing different healthcare professionals, older adults and people from minority ethnic backgrounds were more likely to prefer seeing a GP.

    Overall, patients wanted the option to choose a GP over another healthcare professional – or at least be involved in that decision.

    Satisfaction at all-time low

    Unsurprisingly, what patients want from general practice varies, reflecting different lifestyles, needs and circumstances. But what was equally clear is that many people are not able to get what they want from the appointment system.

    According to a recent British Social Attitudes survey, patient satisfaction with general practice is at an all-time low, with just below one in three people reporting that they are very or quite satisfied with GP services.

    Some elements of the UK government’s recently announced ten-year plan for the NHS in England may address some of these concerns, but it remains far from certain. The emphasis on the NHS app as a “doctor in your pocket” does not align with what many patients are asking for: genuine choice over whether they access care online or in person.




    Read more:
    NHS ten-year plan for England: what’s in it and what’s needed to make it work


    Not everyone wants a doctor in their pocket.
    NHS/Shutterstock.com

    The proposal to open neighbourhood health centres on weekends could benefit those who need more flexible access. However, simply increasing the number of appointments misses the point: patients want more than just availability. They want care that is accessible, personalised and responsive to their individual needs.

    The evidence is clear and the solutions simple, yet patient satisfaction remains at an all-time low. The government must stop assuming technology is the answer and start listening to what patients are actually telling them. The cost of ignoring their voices is a healthcare system that serves no one well.

    Helen Atherton receives funding from the National Institute for Health Research and the Research Council of Norway.

    – ref. What people really want from their GP – it’s simpler than you might think – https://theconversation.com/what-people-really-want-from-their-gp-its-simpler-than-you-might-think-260520

    MIL OSI –

    July 8, 2025
  • MIL-OSI Submissions: Nature-friendly farming budget swells in UK – but cuts elsewhere make recovery fraught

    Source: The Conversation – UK – By Nathalie Seddon, Professor of Biodiversity, Smith School of Enterprise and Environment and Department of Biology, University of Oxford

    Skylarks are a red-listed species, which means they are of high conservation concern in the UK. WildlifeWorld/Shutterstock

    Nature in the UK appeared to receive a rare funding boost in the June spending review, with the government setting a spending target of up to £2 billion a year for England’s environmental land management (ELM) scheme by 2028-29.

    By steering public funds toward farmers who restore hedgerows, soils and wetlands, England’s ELM programme is meant to renew landscapes that absorb carbon, support pollinators and keep water clean while helping rural businesses stay viable in a changing climate.

    If delivered in full, the package would elevate the UK’s post-Brexit model of investing public money in shared ecological care (rather than payments based on acreage) to one of the most generously funded in the world.

    Yet, scrutinise the details and a more complicated story emerges.


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    The review has trimmed the day-to-day budget of the Department for Environment, Food and Rural Affairs (Defra) in real terms. Defra now faces the unenviable task of signing and monitoring thousands of new ELM agreements with fewer staff and shrinking data resources. Without the capacity to check whether fields really have become richer in skylarks or streams clearer of fertiliser, large sums could be delayed or misdirected.

    Scale is another challenge. An independent analysis published in 2024 estimated that roughly £6 billion every year across the UK is needed to bring agriculture in line with the Environment Act targets for habitat restoration and net zero commitments.

    Even the full £2 billion promised for England would meet only about half of that evidence-based need. And the “up to” £400 million for trees and peatlands is not new money: it is funding that was first promised in 2024 and the payment schedule has still not been confirmed.

    Money could be paid to farmers for allowing woodlands to regenerate.
    Richard Hepworth, CC BY

    While the review earmarked £4.2 billion for flood and coastal defence, it does not specify how much of that will support nature-based measures such as floodplain restoration, or the creation of saltmarshes or riparian woodlands. The Environment Agency is consulting on a funding model that could embed such solutions, but the Treasury papers are silent on who will pay for that shift.

    Tech spending dwarfs habitat investment

    Contrast this with the sums heading to the Department for Energy Security and Net Zero.

    Roughly £30 billion is earmarked for nuclear fission, fusion research and carbon-capture hubs. These projects are heavy on concrete and steel (materials with a hefty carbon cost) but have no immediate ecological benefit.

    While new low-carbon technologies are crucial, thriving and resilient soils, wetlands and woodlands nourish food systems, safeguard water and hold vast stores of carbon – benefits that deepen and become more cost-effective over time.

    Nature-based solutions can also revitalise local economies. The Office for National Statistics estimates that replacing the benefits flowing from the UK’s forests, rivers and soils – flood buffering, crop pollination, cleaner air, recreation and more – would cost about £1.8 trillion, a figure that only hints at their deeper, immeasurable value.

    Yet the review sets out no plan to safeguard these life-support systems, or to factor their decline into the Treasury’s green book (the rule book used to appraise public investments) or the Bank of England’s stress tests, which check how shocks could ripple through the financial system.

    This is also a matter of fairness and public health. Growing evidence shows that regular contact with nature lowers the risks of heart disease and anxiety, while improving children’s cognitive development. These are benefits with a value that defies any price tag.

    Yet the places with the fewest trees and parks tend to be the same post-industrial towns ministers want to “level up”. The review is silent on biodiversity net gain (the flagship policy meant to channel private finance into local habitats) and on a proposed national nature wealth fund that could blend public and private capital for large-scale restoration.

    Housing money could repeat past mistakes

    One line in the spending review could still shift the balance.

    The chancellor has earmarked £39 billion for building social and affordable housing over the next decade. If every development delivers at least a 10% net gain for biodiversity onsite, and if schemes build in climate-smart design (living roofs, shade-giving street trees, permeable surfaces) with local residents, Britain could pioneer the world’s first large-scale, nature-positive, net-zero housing programme.

    Without those safeguards, “levelling up” risks repeating old mistakes: sealing green space under concrete today and paying tomorrow to retrofit drainage, shade and parks.

    Green space is scarce on this new housing estate near Cardiff, Wales.
    Shutterstock

    That risk is heightened by the government’s planning and infrastructure bill, now before parliament. In an open letter to MPs, economists and ecologists warn that the bill would let developers “pay cash to trash” irreplaceable habitats by swapping onsite protection for a levy, a move they describe as a “licence to kill nature”.

    At the next UN climate summit, Cop30 in Brazil in November 2025, the UK will have to show the world that its domestic spending matches its international rhetoric.

    More than 150 UK researchers made that point in an open letter to the prime minister, urging him to put nature at the centre of the UK’s Cop30 stance. Converting the Treasury’s headline figures into habitat gains and locking robust rules into both the planning bill and the housing drive would give ministers credible proof of progress when they update the UK’s climate and nature pledges on the Cop30 stage.

    The spending review may have nudged farm policy in the right direction and set a new higher water mark for nature-positive agriculture. Yet amid the squeeze on Defra, the recycling rather than expansion of tree and peat budgets and the continued dominance of technology over habitat, nature still comes a distant second to hard infrastructure in the UK growth model.

    There is still time to change course. Guaranteeing Defra’s capacity, publishing a timetable for the tree-and-peat fund, reserving part of the flood budget for community-led nature-based solutions and hardwiring strong biodiversity net gain rules into housing and planning reforms would turn headline promises into projects that enrich daily life while stewarding public money wisely.


    Don’t have time to read about climate change as much as you’d like?

    Get a weekly roundup in your inbox instead. Every Wednesday, The Conversation’s environment editor writes Imagine, a short email that goes a little deeper into just one climate issue. Join the 45,000+ readers who’ve subscribed so far.


    Nathalie Seddon receives funding from UKRI and the Leverhulme Trust and sits on the UK Climate Change Committee. She is also a trustee of the Circular Bioeconomy Alliance and is a non-executive director of the social venture, Nature-based Insights.

    – ref. Nature-friendly farming budget swells in UK – but cuts elsewhere make recovery fraught – https://theconversation.com/nature-friendly-farming-budget-swells-in-uk-but-cuts-elsewhere-make-recovery-fraught-259091

    MIL OSI –

    July 8, 2025
  • MIL-OSI United Kingdom: Review into Government Response to the Death of Harry Dunn

    Source: United Kingdom – Executive Government & Departments 3

    News story

    Review into Government Response to the Death of Harry Dunn

    Independent review into the UK Government response to the death of Harry Dunn announced by Foreign Secretary David Lammy 

    • Independent review into the UK Government response to the death of Harry Dunn announced by Foreign Secretary David Lammy
    • Review, led by Dame Anne Owers, will focus on Government actions in months following the tragedy in 2019, and look at support offered to UK citizens in comparable situations
    • David Lammy met Harry Dunn’s family and said the Government would learn lessons from the tragedy

    An independent review into the UK Government’s response to the death of Harry Dunn has been announced by Foreign Secretary David Lammy (Monday 7 July). Harry Dunn was tragically killed in a road traffic collision in August 2019. 

    The review will be led by Dame Anne Owers DBE, who will examine actions taken by the Foreign and Commonwealth Office in support of the family of Harry Dunn in the period between 27 August and the end of December in 2019. 

    Having promised to undertake a review while sitting as an opposition MP, David Lammy has met twice with family members since becoming Foreign Secretary and committed the Government to learning lessons from the tragedy. 

    Foreign Secretary David Lammy said:  

    I have the deepest respect for the resolve Harry’s family have shown since his tragic death and in launching this independent review, we are honouring the commitments we have made to them. 

    I am confident the review into how the case was handled by the previous government has the remit required to properly address the family’s concerns and to ensure lessons are learned. 

    Having worked previously with Dame Anne Owers on the Lammy Review in 2017, I don’t believe anyone is better qualified to undertake this important piece of work.” 

    The mother of Harry Dunn, Charlotte Charles, said: 

    We welcome today’s formal announcement by the Foreign, Commonwealth and Development Office that a full review into the handling of Harry’s case will now take place. 

    I want to pay particular tribute to the Foreign Secretary David Lammy. Ever since we met him in his role as Shadow Foreign Secretary back in January 2023, he has shown us nothing but compassion and leadership. He listened to us carefully and committed to undertaking this review once he was in a position to do so. True to his word, he has now delivered on that promise. My family and Team Harry are incredibly grateful to him for doing the right thing. 

    We now look forward to working with Dame Anne Owers and doing all we can to support her in this important task. It is our sincere hope that her work will help ensure that no other family is ever treated in the way that ours was. This review is yet another step in our long journey towards ensuring that Harry’s loss was not in vain and that the World is a better and safer place.” 

    Dame Anne Owers DBE said: 

    I believe it is crucially important that public authorities are ready to learn lessons from difficult and traumatic events, so they can reflect on and improve the way they work and communicate. This is something that I have been committed to in all the roles I have held. 

    I am pleased to have been asked by the Foreign Secretary to carry out this work in the context of the tragic death of Harry Dunn, and to identify any lessons for the Foreign, Commonwealth and Development Office.  I very much hope that this will provide some assurance to Harry’s family.” 

    The independent review will seek to identify key lessons to be learned for comparable future situations. 

    It will not examine issues which have previously been considered under related historical legal proceedings, the UK’s relationship with other countries or the role or actions of any other countries. 

    The final report of the Independent Review will be published in full, subject only to redactions relating to national security or personal information, and will be laid before Parliament along with the Foreign Secretary’s Written Ministerial Statement.

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    Published 7 July 2025

    MIL OSI United Kingdom –

    July 8, 2025
  • MIL-OSI Russia: Polytechnic at INNOPROM-2025: Technologies of the Future Are Already Here

    Translation. Region: Russian Federal

    Source: Peter the Great St. Petersburg Polytechnic University –

    An important disclaimer is at the bottom of this article.

    On July 7, the INNOPROM-2025 exhibition opened in Yekaterinburg. This is the main industrial exhibition of Russia and one of the key platforms in Eurasia for presenting high-tech solutions, concluding international contracts and exchanging experience between industry leaders. INNOPROM-2025 will cover key industries, including automation, mechanical engineering, metallurgy, materials production, urban technologies and the IT sector.

    More than 1,000 companies from Russia, the Middle East, Europe and Asia will present their products on an exhibition area of 50 thousand square meters. In total, over 47 thousand participants from 60 countries are expected at INNOPROM-2025, including representatives of 11 thousand organizations and companies.

    “I am glad to welcome you to the anniversary XV International Industrial Exhibition INNOPROM! The main theme of INNOPROM-2025 — “Technological Leadership: Industrial Breakthrough” — is fully revealed in the business and exhibition program of the exhibition. And almost every thematic track of the exhibition — be it the development and application of advanced digital and production technologies or effective educational solutions for training a new generation of engineering personnel — corresponds to one or another scientific and technological or practice-oriented educational area of activity of Peter the Great St. Petersburg Polytechnic University, — says Rector of SPbPU, Chairman of the SPbB RAS Andrey Rudskoy. — I am convinced that INNOPROM-2025 will become an effective platform for uniting sites for demonstration, interaction, as well as effective business communications with potential customers and investors. The stand of St. Petersburg Polytechnic University is open for constructive dialogue and interaction with all interested participants and partners who are ready, like our university, to actively participate in the implementation of the action program to achieve technological leadership in Russia.”

    Peter the Great St. Petersburg Polytechnic University presents more than ten advanced developments at the exhibition, which not only demonstrate the level of the engineering school of Russia, but are also ready for implementation in key areas of industry. These are not prototypes “for the future”, but ready-made solutions for the present.

    “Zhuchok” – a transport platform for wheelchairs

    A distinctive feature is that any wheelchair can enter the platform: both electric and mechanical. This allows the platform to be rented on popular tourist routes or beaches, increasing their accessibility for people with disabilities. Equipped with a unique rubber track, which has no analogues in Russia.

    Industrial cartridge – an effective barrier for protecting urban waters

    FOPS filters purify wastewater, turning sewer manholes into eco-stations. The development is entirely Russian and has already been tested in megacities. The solution is scalable and relevant for all urbanized areas. FOPS filters are not thrown away after cleaning, but are included in the composition of nutrient substrates. The new technology closes the ecological cycle, reduces waste and makes agriculture “greener”. The key idea: to use what others throw away.

    Lithium-ion module with smart balancing

    Module for electric vehicles and new generation equipment. Up to 1500 W/kg of power in a compact case. Most of the components are domestically produced, the rest can be replaced in the near future.

    “Nomad” – mobile laser welder

    Mobile laser cladding complex created in the Research Laboratory “LiAT” of the Institute of Metallurgy and Metallurgy of St. Petersburg Polytechnic University. The Nomad is designed to restore and modify the surfaces of large-sized and special products using laser cladding. After transportation, the start-up and adjustment time is up to 30 minutes. The laboratory specialists designed the complex to carry out projects to repair components of domestic and imported gas turbine engines. This technology allows applying layers of material to a substrate or a finished product. Metal powders and wires can be used as raw materials. The main feature of the MK is its compactness and the ability to move to the work site, which is convenient for repairing large-sized products.

    Also on the stand you can see nozzle assemblies after restoration repairs using the laser gas-powder surfacing method, working and nozzle blades, welded joints formed using the laser and hybrid laser-arc welding method, and much more.

    New generation unmanned aerial vehicle “Snegir-2”

    The Snegir electric UAV family is a line of multifunctional unmanned vehicles developed by specialists from the Experimental Design Bureau of the Advanced Engineering School of SPbPU “Digital Engineering”. In 2023, the Snegir-1 UAV was created on an initiative basis in just five months, and in 2024–2025, the Snegir-1.5 and Snegir-2 modifications with increased take-off weight and flight range were developed on its basis.

    The new generation UAV Snegir-2 presented at the Polytechnic stand has increased stability due to an improved control system, and is also equipped with an innovative modular system of interchangeable components, which allows the device to be quickly adapted to perform various tasks.

    The SPbPU stand showcased developments of the Polymer Composite Materials laboratory of the SPbPU Advanced Engineering School “Digital Engineering”, including demonstrators of overprinting and induction welding technologies for thermoplastic composite materials, as well as automated laying out of thermoplastic unidirectional prepregs. These solutions were highly praised by Deputy Prime Minister Dmitry Chernyshenko at the XI International Forum of Technological Development “Technoprom” in 2024.

    Innovative materials and products are presented for the first time: ASM PEEK C140UD toupreg for automated production of highly loaded composite structures, a bracket made of ASM PEEK-C285S-P based on a thermoplastic consolidated plate made of superstructural polyetheretherketone, as well as ASM PEEK-3K filament for 3D printing based on continuous carbon fiber. The production technologies of the materials were developed by engineers of the Polymer Composite Materials laboratory of the Advanced Engineering School “Digital Engineering” of SPbPU in the interests of JSC Prepreg-SKM (part of Rosatom Composite Technologies), and samples of the materials were manufactured by an enterprise of the composite division of the State Corporation specifically for the INNOPROM-2025 exhibition.

    Oil products in water sensor

    The use of the sensor allows determining the concentration of impurities in real time. Analogues allow determining the presence and concentration of impurities only in samples taken at specified time intervals. When creating the sensor, digital design technologies, additive technologies, development of proprietary image processing algorithms, and microcontroller programming were used.

    “ARCitech” – industrial 3D metal printing

    An open-type installation designed for electric arc growing of large-sized metal products. The technological process allows achieving record high speeds of product production (for aluminum alloys (Al) — 2.2 kg/hour, for Fe — 6 kg/hour).

    “The Cable of Life” is a story that has become a symbol of heroism

    An exhibit from the SPbPU History Museum is an engineering solution that saved Leningrad during the siege. A fragment of a high-voltage cable that was laid along the bottom of Lake Ladoga to provide Leningrad during the siege with electricity from the restored Volkhov Hydroelectric Power Station. It is named by analogy with the “Road of Life”.

    There is also an active business program at the Polytechnic stand. On the first day of the exhibition, negotiations were held with representatives of the Industrial Cluster of the Republic of Tatarstan. They were attended by the Scientific Secretary of SPbPU Dmitry Karpov, Chairman of the Board of the Cluster Sergey Mayorov, Member of the Board Aidar Gimadeev, Member of the Board Pavel Loginov, Member of the Board Ilnar Zakirov.

    The Tatarstan Industrial Cluster is an association of enterprises and organizations created to develop industrial production and increase its competitiveness. Founded in 2010, the cluster today includes more than 1,000 enterprises operating in various industries. The goal of the cluster is to develop the republic’s economy through the development of production and increasing the competitiveness of industrial enterprises. The partners discussed promising options for cooperation that can be implemented in joint educational projects. They are aimed at improving production technologies, creating new products and services, and improving the qualifications of personnel.

    Another delegation represented the Moscow Government. The prospects for cooperation and interaction with the Polytechnic were discussed by the Scientific Secretary of SPbPU Dmitry Karpov, the Head of the Department for the Development of International Cooperation of the Department of Foreign Economic and International Relations of the City of Moscow Elena Tikhonova and the Head of the Department of International Relations Anastasia Sibileva. The discussion focused on joint events within the framework of the upcoming BRICS municipal forum.

    Ilya Kobykhno, Head of the Laboratory of Polymer Composite Materials of the Advanced Engineering School of SPbPU “Digital Engineering”, spoke at the session “Thermoplasts – New Materials for Industry”, during which the participants discussed the prospects for the development of the thermoplastic composites market in key areas of industry, as well as the impact of new materials on the competitiveness of the final product.

    The speaker presented advanced developments created for the Rosatom State Corporation and Rostec enterprises, including demonstrators of overprinting and induction welding technologies for thermoplastic composite materials, as well as automated laying of thermoplastic unidirectional prepregs. Let us recall that these solutions were highly praised by Deputy Prime Minister Dmitry Chernyshenko at the XI International Technological Development Forum Technoprom in 2024.

    Ilya Kobykhno also spoke about the creation of innovative materials and products jointly with Prepreg-SKM JSC (part of Rosatom Composite Technologies) and BI PITRON LLC: ASM REEK C140UD toupreg for automated production of highly loaded structures, a bracket made of ASM REEK-C285S-P based on a thermoplastic consolidated plate made of superstructural polyetheretherketone, as well as ASM REEK-3K filament for 3D printing based on continuous carbon fiber. These exhibits are presented at the SPbPU stand as part of the INNOPROM exhibition program.

    In conclusion of his speech, the speaker emphasized that further development and application of the integrated technology for producing composite structures using the overprinting method for manufacturing products, including aviation equipment, will be carried out within the framework of the key scientific and technological development area of SPbPU “System Digital Engineering”.

    This was the first day of the Polytechnic University at the INNOPROM-2025 exhibition. Follow the work of SPbPU in Yekaterinburg on our website.

    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 –

    July 8, 2025
  • MIL-OSI: BIO-Europe® 2025 Gathers Global Life Sciences Leaders in Vienna

    Source: GlobeNewswire (MIL-OSI)

    MUNICH, Germany, July 07, 2025 (GLOBE NEWSWIRE) — The 31st annual edition of BIO-Europe, the premier partnering conference for the global biopharmaceutical industry organized by EBD Group, will take place in Vienna, Austria, from November 3 – 5, 2025, followed by a digital partnering experience on November 11 – 12.

    BIO-Europe continues to serve as a cornerstone event for life science dealmaking and brings together key decision-makers to spark innovation, investment, and partnerships. The 2025 edition is expected to welcome 5,700+ participants from 2,900 companies worldwide, including top-level management from the world’s top 50 pharma firms. Attendees will engage in over 30,000 one-to-one meetings, advancing therapeutic innovation and dealmaking across the ecosystem.

    “In times when uncertainty and complexity shape the global landscape, strategic collaboration is more vital than ever,” said Claire Macht, European Portfolio Director for EBD Group. “BIO-Europe provides a high-impact platform where partnerships flourish – across borders, disciplines, and development stages. Innovation in life sciences doesn’t happen in isolation, it happens when people connect, share ideas, and transform vision into action. Vienna’s vibrant ecosystem and scientific excellence make it the ideal setting for shaping the future of healthcare together.”

    Vienna stands out as one of Europe’s most dynamic life sciences locations. The Austrian capital accounts for over half of the nation’s life sciences activity and employs nearly 50,000 people across 754 organizations, including 646 companies and 19 renowned research and education institutions. The sector generated €22 billion in annual revenues in 2023, underscoring the city’s growing influence in the European biotech and pharma industry.1

    “Welcoming BIO-Europe to Vienna is both an honor and a strategic opportunity,” said Philipp Hainzl, Managing Director of LISAvienna. “Austria’s life sciences community is eager to engage with international peers, investors, and innovators. We look forward to showcasing the regional strength in research, entrepreneurship, and collaborative growth on a global stage. Together with our leading biotech innovators, we will contribute to an unforgettable conference experience. Participants are warmly invited to our Welcome Reception at the magnificent Vienna City Hall.” The local host LISAvienna is Vienna’s central life sciences cluster platform operated by Austria Wirtschaftsservice (aws) and the Vienna Business Agency on behalf of the Austrian Federal Ministry of Economy, Energy and Tourism and the City of Vienna.

    Program Highlights

    Inspired by Vienna’s legendary coffeehouse culture and music, BIO-Europe 2025 will offer an engaging program involving expert-led panel discussions, company presentations, including the startup spotlight pitch competition, the Advanced Business Development course, an active exhibition floor, and networking opportunities designed to inspire collaboration across the life science industry.

    A highlight of the event – the Opening Plenary – with David Loew, CEO of Ipsen, and Jeremy Levin, CEO of Ovid Therapeutics, will explore Europe’s evolving role in global healthcare innovation – will it be a symphony or a solo act?

    BIO-Europe serves the entire biopharma ecosystem, with tailored content for early-stage startups, innovators, academic researchers, as well as large pharma and venture investors. Serendipitous networking, both in-person and online, is a hallmark of the experience.

    Partnering and Registration

    Partnering for BIO-Europe opens on September 22, 2025. One-to-one meetings will be powered by partneringONE®, EBD Group’s industry-standard platform that enables delegates to search, request, schedule, and conduct meetings efficiently.

    To enhance access and extend engagement beyond the in-person event, the conference will continue with two days of virtual partnering on November 11-12, allowing participants to connect regardless of time zone or travel constraints.

    Registration is now open (information is available online), with the biggest savings available through the first early bird deadline on July 25, 2025. Additional discounted rates are available until November 2, 2025.

    For more information, please visit the conference website at: https://informaconnect.com/bioeurope/

    Additional links and information:

    Follow BIO-Europe 2025 on X @EBDGroup (hashtag: #BIOEurope) or on LinkedIn.

    About EBD Group

    EBD Group’s mission is to help collaborations get started across the life science value chain. Our range of partnering conferences has grown to become the largest and most productive conference platform in the industry. Each one of our landmark events held in key life science markets around the world is powered by our state-of-the-art partnering software, partneringONE, that enables delegates to efficiently identify and engage with new opportunities via one-to-one meetings. Today our events (BIO-Europe, BIO-Europe Spring®, Biotech Showcase™, ChinaBio® Partnering Forum, Asia Bio Partnering Forum and BioEquity Europe) annually attract more than 15,000 senior life science executives who engage in over 50,000 one-to-one partnering meetings. These vital one-to-one engagements are the wellspring of deals that drive innovation in our industry. EBD Group is an Informa company. For more information, please visit www.ebdgroup.com.

    Media Contacts:

    MC Services AG
    +49 89 2102280
    contact@mc-services.eu

    EBD Group
    Karina Marocco
    kmarocco@ebdgroup.com

    1Vienna Life Science Report 2024/2025

    The MIL Network –

    July 8, 2025
  • MIL-OSI: Form 8.3 – [MARLOWE PLC – 04 07 2025] – (CGWL)

    Source: GlobeNewswire (MIL-OSI)

    FORM 8.3

    PUBLIC OPENING POSITION DISCLOSURE/DEALING DISCLOSURE BY
    A PERSON WITH INTERESTS IN RELEVANT SECURITIES REPRESENTING 1% OR MORE
    Rule 8.3 of the Takeover Code (the “Code”)

    1.        KEY INFORMATION

    (a)   Full name of discloser: CANACCORD GENUITY WEALTH LIMITED (for Discretionary clients)
    (b)   Owner or controller of interests and short positions disclosed, if different from 1(a):
            The naming of nominee or vehicle companies is insufficient. For a trust, the trustee(s), settlor and beneficiaries must be named.
    N/A
    (c)   Name of offeror/offeree in relation to whose relevant securities this form relates:
            Use a separate form for each offeror/offeree
    MARLOWE PLC
    (d)   If an exempt fund manager connected with an offeror/offeree, state this and specify identity of offeror/offeree: N/A
    (e)   Date position held/dealing undertaken:
            For an opening position disclosure, state the latest practicable date prior to the disclosure
    04 JULY 2025
    (f)   In addition to the company in 1(c) above, is the discloser making disclosures in respect of any other party to the offer?
            If it is a cash offer or possible cash offer, state “N/A”
    NO

    2.        POSITIONS OF THE PERSON MAKING THE DISCLOSURE

    If there are positions or rights to subscribe to disclose in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 2(a) or (b) (as appropriate) for each additional class of relevant security.

    (a)      Interests and short positions in the relevant securities of the offeror or offeree to which the disclosure relates following the dealing (if any)

    Class of relevant security: 50p ORDINARY
      Interests Short positions
    Number % Number %
    (1)   Relevant securities owned and/or controlled: 3,019,790 3.8458    
    (2)   Cash-settled derivatives:        
    (3)   Stock-settled derivatives (including options) and agreements to purchase/sell:        
    TOTAL: 3,019,790 3.8458    

    All interests and all short positions should be disclosed.

    Details of any open stock-settled derivative positions (including traded options), or agreements to purchase or sell relevant securities, should be given on a Supplemental Form 8 (Open Positions).

    (b)      Rights to subscribe for new securities (including directors’ and other employee options)

    Class of relevant security in relation to which subscription right exists:  
    Details, including nature of the rights concerned and relevant percentages:  

    3.        DEALINGS (IF ANY) BY THE PERSON MAKING THE DISCLOSURE

    Where there have been dealings in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 3(a), (b), (c) or (d) (as appropriate) for each additional class of relevant security dealt in.

    The currency of all prices and other monetary amounts should be stated.

    (a)        Purchases and sales

    Class of relevant security Purchase/sale Number of securities Price per unit
    50p ORDINARY SALE 845 440p

    (b)        Cash-settled derivative transactions

    Class of relevant security Product description
    e.g. CFD
    Nature of dealing
    e.g. opening/closing a long/short position, increasing/reducing a long/short position
    Number of reference securities Price per unit
    NONE        

    (c)        Stock-settled derivative transactions (including options)

    (i)        Writing, selling, purchasing or varying

    Class of relevant security Product description e.g. call option Writing, purchasing, selling, varying etc. Number of securities to which option relates Exercise price per unit Type
    e.g. American, European etc.
    Expiry date Option money paid/ received per unit
    NONE              

    (ii)        Exercise

    Class of relevant security Product description
    e.g. call option
    Exercising/ exercised against Number of securities Exercise price per unit

    (d)        Other dealings (including subscribing for new securities)

    Class of relevant security Nature of dealing
    e.g. subscription, conversion
    Details Price per unit (if applicable)
    NONE      

    4.        OTHER INFORMATION

    (a)        Indemnity and other dealing arrangements

    Details of any indemnity or option arrangement, or any agreement or understanding, formal or informal, relating to relevant securities which may be an inducement to deal or refrain from dealing entered into by the person making the disclosure and any party to the offer or any person acting in concert with a party to the offer:
    Irrevocable commitments and letters of intent should not be included. If there are no such agreements, arrangements or understandings, state “none”

    NONE

    (b)        Agreements, arrangements or understandings relating to options or derivatives

    Details of any agreement, arrangement or understanding, formal or informal, between the person making the disclosure and any other person relating to:
    (i)   the voting rights of any relevant securities under any option; or
    (ii)   the voting rights or future acquisition or disposal of any relevant securities to which any derivative is referenced:
    If there are no such agreements, arrangements or understandings, state “none”

    NONE

    (c)        Attachments

    Is a Supplemental Form 8 (Open Positions) attached? NO
    Date of disclosure: 07 JULY 2025
    Contact name: MARK ELLIOTT
    Telephone number: 01253 376539

    Public disclosures under Rule 8 of the Code must be made to a Regulatory Information Service.

    The Panel’s Market Surveillance Unit is available for consultation in relation to the Code’s disclosure requirements on +44 (0)20 7638 0129.

    The Code can be viewed on the Panel’s website at www.thetakeoverpanel.org.uk.

    The MIL Network –

    July 8, 2025
  • MIL-OSI Africa: Small Businesses Embrace Social— But Could be Missing a Trick in the Age of Artificial Intelligence (AI)

    Source: APO


    .

    According to the GoDaddy (www.GoDaddy.com) 2025 Global Entrepreneurship Survey, nearly half of small businesses in now primarily operate online, using websites, marketplaces, or social media to sell. This shows a clear shift as entrepreneurs embrace digital channels to reach customers, grow sales, and stay competitive in today’s market.

    Social Media: A Key Tool with Real Challenges

    Social media plays a major role in how small businesses operate and grow. 80% of entrepreneurs say it’s important to their sales strategy, and half (50%) say it’s very important. It has also become the top place to learn about running a business: 59% turn to social media for insights, ahead of traditional educational resources like books and blogs (40%), and artificial intelligence tools like ChatGPT (37%).

    But while the value is clear, so are the challenges. When it comes to managing their social media presence, many entrepreneurs struggle with content. 37% say it’s hard to come up with engaging ideas for posts, and another 33% don’t have enough time to create and post regularly. Even when content is shared, converting engagement into sales remains difficult—51% say they have trouble converting followers into customers, and 54% can’t reach the right audience.

    “At GoDaddy, we realize how much potential entrepreneurs have—and we also understand how hard it is to turn online effort into real growth,” said Selina Bieber, Vice President of International Markets at GoDaddy. “That’s why we’re focused on giving them smart, easy tools like Show in Bio (https://apo-opa.co/4lzcLPc) that can help turn social engagement into actual sales, without adding more work.”

    These hurdles show that while social media is essential, it’s not easy. Entrepreneurs need smarter tools and support to turn digital activity into real business growth.

    The Rise of Digital-First Small Businesses

    Running a business today means going beyond a physical store. While 31% of small businesses still work mainly from a physical location, the online world is catching up with 19% now run their business primarily through their own website. Another 28% operate mostly on social media.

    Sales channels also reflect this shift. Though 36% sell in person, 18% use online stores or marketplaces, and another 31% sell directly through social media.

    This mix of physical and digital approaches shows that small businesses are finding new ways to meet customers—whether in-store, online, or on social media. The ability to combine different methods indicates a significant evolution in business’ ability to adapt to customers’ needs and preferences.

    The Need for Smarter Tools and AI Support

    As entrepreneurs go digital, many know exactly what would help them sell on social. More than half (59%) say they need better ways to reach the right audience, almost half (48%) want simpler tools for creating and posting content, and over a third (39%) want insights into what is working and is not, highlighting a clear demand for practical, time-saving solutions.

    The Opportunity Ahead

    As more small businesses move online, the need for effective tools and support continues to grow. GoDaddy is committed to helping entrepreneurs succeed with easy-to-use solutions like Show in Bio (https://apo-opa.co/4lzcLPc), GoDaddy Studio (https://apo-opa.co/3GwhNgA), and GoDaddy Airo® (https://apo-opa.co/3TrhKFF) all designed to simplify digital marketing and turn engagement into real results.

    Distributed by APO Group on behalf of GoDaddy.

    About GoDaddy:
    GoDaddy helps millions of entrepreneurs globally start and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services, and accept payments. GoDaddy Airo®, the company’s AI-powered experience, makes growing a small business faster and easier by helping them to get their idea online in minutes, drive traffic and boost sales. GoDaddy’s expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com.

    MIL OSI Africa –

    July 8, 2025
  • MIL-OSI Banking: Samsung Introduces Future-Ready Mobile Security for Personalised AI Experiences

    Source: Samsung

     
     
    Samsung Electronics Co., Ltd. today announced a new set of security and privacy updates rolling out with its upcoming Samsung Galaxy smartphones with One UI 8. These updates reinforce Samsung’s commitment to delivering powerful, trusted mobile technology in a rapidly evolving digital world by introducing new protections for on-device AI, expanding cross-device threat detection and enhancing network security with quantum-resistant encryption.
     
    Next -Generation Mobile Security For AI Personalisation
    Samsung is introducing Knox Enhanced Encrypted Protection, [1] a new architecture designed to safeguard the next generation of personalised, AI-powered features, as its latest innovation in mobile security. KEEP creates encrypted, app-specific storage environments within the device’s secure storage area, ensuring that each app can access only its own sensitive information and nothing more.
     
    Supporting Galaxy’s Personal Data Engine (PDE),[2] KEEP helps secure a user’s deeply personal insights – such as routines and preferences – that enable features like Now Brief and Smart Gallery search. These insights stay entirely on-device, protected by KEEP and further secured by Knox Vault, Samsung’s tamper-resistant hardware security environment. The result is a seamless foundation for Galaxy AI that delivers personalised intelligence while keeping data tightly contained and under the user’s control.
     
    KEEP’s system-level structure allows it to scale across Galaxy AI innovations. In addition to PDE, it now protects Now Brief, Smart Suggestions and other on-device features that rely on user-specific inputs – enabling more advanced AI experiences without compromising privacy. With KEEP, Samsung is redefining how mobile devices safeguard data in the background to elevate privacy from a setting to an embedded design principle.
     
    Smarter, More Connected Threat Response with Knox Matrix
    As AI becomes more integrated across the ecosystem, Samsung is advancing protections that offer not just stronger security, but greater transparency and control for users, with Knox Matrix leading the way. Through One UI 8, Samsung is evolving Knox Matrix to deliver more proactive and user-friendly protection for connected Galaxy devices. When a device is flagged for serious risk – such as system manipulation or identity forgery – it is designed to automatically sign out of the Samsung Account, cutting off access to cloud-connected services to prevent threats from spreading.[3]
     
    Users are notified across their connected Galaxy devices and guided to the ‘Security status of your devices’ page, where they can review the issue and take action. Even devices without the latest security status updates trigger a yellow-level warning, helping users respond before vulnerabilities grow.
     
    Together, these updates make Samsung Galaxy’s ecosystem-level protection more dynamic, intuitive and visible, empowering users to maintain trust across all their devices with more confidence and clarity.
     
    Secure Wi-Fi Strengthened with Quantum-Resistant Encryption
    In continuation of its commitment to quantum-safe security, Samsung is bringing post-quantum cryptography to Secure Wi-Fi,[4]extending the trusted approach first introduced on the Galaxy S25 series through Post-Quantum Enhanced Data Protection (EDP). Secure Wi-Fi is now being upgraded with a new cryptographic framework[5] designed to strengthen network protection against emerging threats, particularly those anticipated in the era of quantum computing. This enhancement secures the key exchange process at the core of encrypted connections, helping ensure robust privacy even over public networks.
     
    Quantum computing, once fully realised, could undermine many of today’s data protection methods. By integrating post-quantum cryptography, Secure Wi-Fi is built to withstand future attacks that capture encrypted data with the intent to break it once quantum technology matures – a tactic known as “harvest now, decrypt later.” This upgrade fortifies the secure tunnel between Galaxy devices and Samsung servers, reinforcing the integrity of data transmissions in high-risk environments like public Wi-Fi.
     
    In addition to this future-ready foundation, Secure Wi-Fi offers a suite of advanced privacy features:
     

    Auto Protect: Automatically activates in public places like cafés, airports or hotels, securing Wi-Fi connections without requiring user action.
    Enhanced Privacy Protection (EPP): Encrypts internet traffic and routes it through multiple layers, combining packet encryption and relay to anonymise device information and help prevent tracking.
    Protection Activity: Provides visibility into protection history by showing which apps and networks were secured and how much data was encrypted over time.

     
    A Trusted Platform with Built-In Safeguards
    In addition to its latest innovations, Samsung continues to strengthen the core protections that underpin the Galaxy experience. These features reflect a multi-layered security approach that protects across hardware and software, while giving users greater visibility and control:
     

    Knox Vault secures sensitive credentials such as passwords, PINs and biometrics in a physically isolated environment, helping to keep them protected even if the main operating system is compromised.
    Auto Blocker helps provide defense by default, blocking unauthorised app installs, restricting command-based attacks and mitigating risks from potential zero-click threats.
    Advanced Intelligence Settings gives users the option to turn off online data processing for AI features, so personal information can stay on-device, fully under their control.
    Enhanced Theft Protection helps protect personal data even in high-risk situations such as robbery, using safeguards like Identity Check and Security Delay to prevent unauthorised access.

     
    This latest set of updates reinforces Samsung’s long-standing commitment to mobile security that evolves with innovation. It strengthens on-device privacy for personalised AI with KEEP, expands transparency and user control through Knox Matrix, and introduces quantum-resistant protection to Secure Wi-Fi for a more future-ready Galaxy experience. As new security challenges emerge, Samsung remains focused on delivering safeguards that are built in, always on and ready for what’s next.
     
    [1]Available on Galaxy smartphones and tablets with One UI 8 or later.
    [2]The Personal Data Engine functions when the Personal Data Intelligence menu is on. Analysed data will be deleted once the Personal Data Intelligence menu is turned off.
    [3]Available on Galaxy smartphones and tablets with One UI 8 or later. Availability may vary by model and/or market.
    [4]Secure Wi-Fi offers free protection of up to 1024MB per month for Android OS 13 or later, and 250MB per month for Android OS 12 or earlier versions. Availability details may vary by market or network provider and connectivity is subject to applicable network environments.

    MIL OSI Global Banks –

    July 8, 2025
  • MIL-OSI Europe: AMERICA/USA – The religious connotations of the “Gaza Humanitarian Foundation”

    Source: Agenzia Fides – MIL OSI

    youtube

    Rome (Agenzia Fides) – The Gaza Humanitarian Foundation (GHF), an organization responsible for distributing food to the population of Gaza, has been led since June 3 by evangelical preacher Johnnie Moore Jr., considered by Newsmax Magazine as “one of the 25 most influential evangelical leaders in the United States.”Moore replaces Jake Wood, a former Marine who resigned as executive director of the GHF, claiming that he “could not carry out the aid project in strict compliance with the humanitarian principles of solidarity, neutrality, impartiality, and independence, which I am not prepared to renounce.” This was not the only defection affecting the foundation, created in February 2025 in the US state of Delaware. Its headquarters in Geneva, which existed only formally, was dissolved at the end of June by the Swiss authorities. The Boston Consulting Group also publicly distanced itself from the project, noting in a statement that, in October 2024, some of its employees had volunteered to organize a team to create a humanitarian aid structure for Gaza, “without disclosing the full nature of the work and subsequently performing unauthorized tasks.” These individuals subsequently left the company.The arrival of Johnnie Moore Jr. accentuates the involvement of American evangelical communities close to Israel in the management of the Gaza Humanitarian Foundation (GHF). Moore, President of the Congress of Christian Leaders, serves on the Board of Directors of the International Fellowship of Christians and Jews (IFCJ), which presents itself as “the leading nonprofit organization building bridges between Christians and Jews, blessing Israel and the Jewish people worldwide with humanitarian care and lifesaving aid.” Among its activities, the IFCJ assists Israeli soldiers with vouchers for food, clothing, furniture, and other essential items, as well as programs to support former soldiers, vulnerable soldiers, and “lone soldiers” (people who immigrate to Israel to enlist in the military and have no family in the country).Above all, the IFCJ promotes Jewish immigration to Israel as a “fulfillment of biblical prophecy.” According to its website, they state, “We have contributed to the fulfillment of prophecy by helping more than 760,000 Jews make aliyah, immigrate to Israel, since 1983.” Moore is also a member of the Anti-Defamation League’s Task Force for Minorities in the Middle East, the organization founded in 1913 to combat anti-Semitism in the United States.Presenting himself as a defender of religious freedom, Moore spoke out during the rise of the Islamic State (ISIS) regarding the plight of Christian and Yazidi minorities persecuted by jihadists. The current leader of the Gaza Humanitarian Foundation (GHF) has been very active in the Middle East for years, where he has held meetings with political and religious leaders, including the crown princes of Saudi Arabia and the United Arab Emirates, as well as with Israeli Prime Minister Benjamin Netanyahu. Moore claims to have been actively involved in the signing of the “Abraham Accords,” the strategic pacts between Israel and some Arab states promoted under the aegis of the first Trump administration (2017-2021). His relationship with the current US president dates back to the 2016 election campaign, when Moore served as co-chair of Donald Trump’s evangelical advisory board. The following year, Moore and other evangelical leaders pressured Trump to move the US embassy from Tel Aviv to Jerusalem. Trump subsequently appointed Moore to the US Commission on International Religious Freedom.The opaque nature of the Gaza Humanitarian Foundation’s (GHF) funds has sparked controversy even within Israel. Opposition leader Yair Lapid has called the foundation a “shell company” covertly funded by the Israeli government itself. Lapid has used the same definition for another US organization working in Gaza with the GHF: Safe Reach Solutions (SRS). This company, along with UG Solutions (run by a former US Green Beret), has been commissioned by the GHF to provide armed protection for food distribution centers in Gaza. In practice, these are armed contractors who, according to the Israeli press, have been operating in Gaza since January 2025 without the supervision of the Shin Bet, the Israeli security service that also operates in the Palestinian territories. SRS is headed by Phil Reilly, a former CIA officer. Safe Reach Solutions (SRS) was incorporated in the state of Wyoming on November 20, 2024, and is believed to be linked to the American strategic consulting firm Orbis Operations. In the fall of 2024, the Israeli government commissioned Orbis to design a plan to distribute humanitarian aid in Gaza without going through UN agencies. The plan presented by Orbis envisioned the creation of a food distribution center managed by a private humanitarian organization, entrusting its security to private contractors in coordination with the Israeli army. This is the plan ultimately adopted by the Gaza Humanitarian Foundation (GHF) and the two contracting companies, SRS and UG Solutions.According to UN estimates, since the start of GHF operations in Gaza, more than 580 civilians have been killed and more than 4,000 injured in the foundation’s aid distribution centers. (L.M.) (Agenzia Fides, 7/7/2025)
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    MIL OSI Europe News –

    July 8, 2025
  • MIL-OSI Europe: ASIA/NEPAL – New School Law: Catholics demand guarantee of the right to education

    Source: Agenzia Fides – MIL OSI

    St Xavier School, Nepal

    Kathmandu (Agenzia Fides) – Nepal’s new education law, currently being approved, has sparked intense public debate and protests by teachers. The Nepal Teachers’ Federation has threatened to launch a fresh protest if the School Education Bill is not endorsed within a week. The bill, with 163 sections, had received more than 1,700 amendments. It took one and a half months of rigorous discussions for the panel to reach a conclusion. However, the federation has said the revised version is more regressive than the original bill that was registered in Parliament in September 2023.The Minister of Education has stated that the government has allocated 211 billion rupees to the education sector for next year and plans to include private schools under state regulation. Teachers are demanding fair wages, job security, and better working conditions, with one priority objective: guaranteeing the right to education for all children. Despite the Nepalese Constitution recognizes this right, problems such as poverty, social exclusion, gender discrimination, outdated teaching methods, and inadequate infrastructure persist. “Despite the progress made, challenges such as poverty, social exclusion, and gender bias continue to compromise children’s access to education,” Father Pius Perumana, a priest of the Apostolic Vicariate of Nepal, the ecclesiastical district that covers the entire country, told Fides. “One of the issues at stake,” he notes, “is the effort to ensure that private schools are exclusively profit-oriented, which, in my opinion, is a good measure. The main problem in Nepal is how to make the right to education accessible to children even in the most remote corners of the country,” he emphasizes. Nepal is home to 11.5 million children out of a population of 33 million, and nearly one million are orphans. Children aged 0 to 14 represent 39% of the population, with 3.5 million of them being of school age (8-12 years). The 2015 Constitution guarantees free and compulsory education up to the primary level (grades 1-8) and free education up to the secondary level (grades 9-12). This right has been strengthened by the Free and Compulsory Education Act, which includes marginalized groups such as Dalit children and children with disabilities. According to the Statistical Yearbook of the Catholic Church (data as of December 31, 2023), the Apostolic Vicariate of Nepal, which has a community of 8,000 Catholics, operates, with the support of religious orders, 24 kindergartens (1,300 children), 29 primary schools (more than 13,000 students), and 25 secondary schools with 25,000 students of different ethnicities and religions, actively contributing to the right to education in the country. (PA) (Agenzia Fides, 7/72025)
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    MIL OSI Europe News –

    July 8, 2025
  • MIL-OSI: Enovix Announces Preliminary Second Quarter 2025 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    FREMONT, Calif., July 07, 2025 (GLOBE NEWSWIRE) — Enovix Corporation (Nasdaq: ENVX) (“Company” or “Enovix”), a global high-performance battery company, today announced preliminary selected unaudited financial results for the second quarter ended June 29, 2025:

    • Revenue was $7.5 million in the second quarter of 2025, exceeding our guidance range of $4.5 million to $6.5 million and nearly doubled from the second quarter of 2024, driven by customer demand across multiple end markets.
    • GAAP Gross Profit was $0.8 million and non-GAAP Gross Profit was $1.2 million, marking our third consecutive quarter of positive gross profit on both a GAAP and non-GAAP basis. This compares favorably to a gross loss of $0.7 million on a GAAP basis and gross loss of $0.6 million on a non-GAAP basis in the second quarter of 2024.
    • GAAP Operating Loss was $43.8 million and non-GAAP Operating Loss was $27.8 million, beating our guidance range of $31 to $37 million and compared to $88.8 million on a GAAP basis and $31.5 million on a non-GAAP basis in the second quarter of 2024.
    • GAAP Net Loss Attributable to Enovix was $43.3 million, improved from the $115.9 million in the second quarter of 2024. Non-GAAP Net Loss Attributable to Enovix was $28.4 million, as compared to the $24.9 million in the second quarter of 2024.
    • Adjusted EBITDA Loss narrowed to $21.4 million, ahead of our guidance range of $23 million to $29 million, and improved from the $26.4 million in the same period a year ago.
    • GAAP net loss per share attributable to Enovix was $0.22 and non-GAAP net loss per share attributable to Enovix was $0.15, at the favorable end of our guidance range of $0.15 to $0.21 per share and compared to $0.67 on a GAAP basis and $0.14 on a non-GAAP basis in the second quarter of 2024.
    • Cash, cash equivalents, and short-term investments were approximately $203 million as of the quarter ended June 29, 2025, after completing the SolarEdge asset acquisition in South Korea and making other capital expenditure payments principally related to Fab2.

    “This marks our fifth straight quarter exceeding the midpoint of guidance for both revenue and adjusted EBITDA,” said Dr. Raj Talluri, Chief Executive Officer. “We’re executing to plan, building momentum, and positioned to scale significantly as our new products and customers come online.”

    Preliminary and unaudited financial results are provided above and below. Final results remain subject to completion of the company’s standard quarter-end close procedures and potential adjustments. Enovix will host its Q2 2025 earnings call and webcast in late July or early August and details will be announced separately.

    About Enovix

    Enovix is on a mission to deliver high-performance batteries that unlock the full potential of technology products. Everything from IoT, mobile, and computing devices, to the vehicle you drive, needs a better battery. Enovix partners with OEMs worldwide to usher in a new era of user experiences. Our innovative, materials-agnostic approach to building a higher performing battery without compromising safety keeps us flexible and on the cutting-edge of battery technology innovation.

    Enovix is headquartered in Silicon Valley with facilities in India, South Korea and Malaysia. For more information visit https://enovix.com and follow us on LinkedIn.

    Non-GAAP Financial Measures

    Non-GAAP Gross Profit, non-GAAP Operating Loss, Adjusted EBITDA, non-GAAP net loss attributable to Enovix, non-GAAP net loss per share, and other non-GAAP measures are intended as supplemental financial measures of our performance that provide an additional tool for investors to use in evaluating ongoing operating results, trends, and in comparing our financial measures with those of comparable companies.

    However, you should be aware that other companies may calculate similar non-GAAP measures differently. Non-GAAP financial measures have limitations, including that they exclude certain expenses that are required under GAAP, which adjustments reflect the exercise of judgment by management. Reconciliations of each non-GAAP financial measure to the most directly comparable GAAP financial measure can be found in the tables at the end of this press release.

    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. Forward-looking statements generally relate to future events or our future financial or operating performance and can be identified by words such as anticipate, believe, continue, could, estimate, expect, intend, may, might, plan, possible, potential, predict, preliminary, project, setting the stage, should, would and similar expressions that convey uncertainty about future events or outcomes. Forward-looking statements in this press release include, without limitation, our expected performance and preliminary financial results for the second quarter of 2025, including, without limitation, with respect to our second quarter 2025 revenue, GAAP and non-GAAP Gross Profit, GAAP and non-GAAP net operating loss, EBITDA and adjusted EBITDA, GAAP and non-GAAP net loss per share attributable to Enovix, and GAAP and non-GAAP earnings per share attributable to Enovix, as well our expectations regarding building momentum, and positioning to scale significantly as our new products and customers come online.

    Actual results could differ materially from these forward-looking statements as a result of certain risks and uncertainties, including, without limitation, any adjustments, changes or revisions to our financial results arising from our financial closing procedures and the completion of our financial statements for the second quarter of 2025; our ability to improve energy density, cycle life, fast charging, capacity roll off and gassing metrics among our products; our reliance on new and complex manufacturing processes for our operations; our ability to establish sufficient manufacturing operations and improve and optimize manufacturing processes to meet demand, source materials and establish supply relationships, and secure adequate funds to execute on our operational and strategic goals; our reliance on a manufacturing agreement with a Malaysia-based company for many of the facilities, procurement, personnel and financing needs of our operations; our operation in international markets, including our exposure to operational, financial and regulatory risks, as well as risks relating to geopolitical tensions and conflicts, including changes in trade policies and regulations; that we may be required to pay costs for components and raw materials that are more expensive than anticipated, including as a result of trade barriers, trade sanctions, export restrictions, tariffs, embargoes or shortages and other general economic and political conditions, which could delay the introduction of our products and negatively impact our business; our ability to adequately control the costs associated with our operations and the components necessary to build our lithium-ion battery cells; our lengthy sales cycles; the safety hazards associated with our batteries and the manufacturing process; a concentration of customers in the military market and our dependence on these customer accounts; certain unfavorable terms in our commercial agreements that may limit our ability to market our products; our ability to develop, market and sell our batteries, expectations relating to the performance of our batteries, and market acceptance of our products; our ability to accurately estimate the future supply and demand of our batteries, which could result in a variety of inefficiencies in our business; changes in consumer preferences or demands; changes in industry standards; the impact of technological development and competition; and global economic conditions, including tariffs, inflationary and supply chain pressures, and political, social, and economic instability, including as a result of armed conflict, war or threat of war, or trade and other international disputes that could disrupt supply or delivery of, or demand for, our products. For additional information on these risks and uncertainties and other potential factors that could cause actual results to differ from the results predicted, please refer to our filings with the Securities and Exchange Commission (“SEC”), including in the “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” sections of our annual report on Form 10-K and quarterly reports on Form 10-Q and other documents that we have filed, or will file, with the SEC.

    The financial results presented herein are preliminary and based on information known by management as of the date of this press release; final financial results will be included in the Company’s quarterly report on Form 10-Q for the fiscal quarter ended June 29, 2025. As a result, the financial results presented in this press release may change in connection with the finalization of our closing and reporting processes and may not represent the actual financial results for the second quarter ended June 29, 2025. Any forward-looking statements in this press release speak only as of the date on which they are made. We undertake no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

    Contacts:

    Investors
    Robert Lahey
    ir@enovix.com

    Chief Financial Officer
    Ryan Benton
    ryan.benton@enovix.com

    Reconciliation of Gross Profit to Non-GAAP Gross Profit

    Below is a reconciliation of GAAP gross profit to non-GAAP gross profit (preliminary and unaudited) (in thousands).

        Fiscal Quarters Ended
        June 29, 2025   June 30, 2024
    GAAP gross profit   $         795   $         (655 )
    Stock-based compensation expense             356             95  
    Non-GAAP gross profit   $         1,151   $         (560 )
                   

    Net Loss Attributable to Enovix to Adjusted EBITDA Reconciliation

    While we prepare our consolidated financial statements in accordance with GAAP, we also utilize and present certain financial measures that are not based on GAAP. We refer to these financial measures as “non-GAAP” financial measures. In addition to our financial results determined in accordance with GAAP, we believe that EBITDA and Adjusted EBITDA are useful measures in evaluating its financial and operational performance distinct and apart from financing costs, certain non-cash expenses and non-operational expenses.

    These non-GAAP financial measures should be considered in addition to results prepared in accordance with GAAP but should not be considered a substitute for or superior to GAAP. We endeavor to compensate for the limitation of the non-GAAP financial measures presented by also providing the most directly comparable GAAP measures.

    We use non-GAAP financial information to evaluate our ongoing operations and for internal planning, budgeting and forecasting purposes. We believe that non-GAAP financial information, when taken collectively, may be helpful to investors in assessing its operating performance and comparing its performance with competitors and other comparable companies. You should review the reconciliations below but not rely on any single financial measure to evaluate our business.

    “EBITDA” is defined as earnings (net loss) attributable to Enovix adjusted for interest expense, income tax benefit, depreciation and amortization expense. “Adjusted EBITDA” includes additional adjustments to EBITDA such as stock-based compensation expense, change in fair value of common stock warrants, inventory step-up, impairment of equipment and other special items as determined by management which it does not believe to be indicative of its underlying business trends.

    Below is a reconciliation of net loss attributable to Enovix on a GAAP basis to the non-GAAP EBITDA and Adjusted EBITDA financial measures for the periods presented below (preliminary and unaudited) (in thousands):

      Fiscal Quarters Ended  
      June 29, 2025   June 30, 2024  
    Net loss attributable to Enovix $         (43,347 )   $         (115,872 )  
    Interest income, net           (599 )             (1,635 )  
    Income tax benefit           —                (4,586 )  
    Depreciation and amortization           8,855               5,943    
    EBITDA           (35,091 )             (116,150 )  
    Stock-based compensation expense (1)           14,121               17,932    
    Change in fair value of common stock warrants           5,885               33,660    
    Acquisition cost           663               —     
    Gain on bargain purchase of assets           (6,944 )             —     
    Restructuring cost (1)           —                38,146    
    Adjusted EBITDA $         (21,366 )   $         (26,412 )  

    (1) $1.1 million of stock-based compensation expense is included in the restructuring cost line of the table above for the fiscal quarter ended June 30, 2024.

    Reconciliation of Operating Loss to Non-GAAP Operating Loss and Adjusted EBITDA

    Additionally, below is a reconciliation of GAAP operating loss to non-GAAP operating loss and adjusted EBITDA for the periods presented (preliminary and unaudited) (in thousands).

    These non-GAAP measures may differ from similarly titled measures used by other companies.

      Fiscal Quarters Ended  
      June 29, 2025   June 30, 2024  
             
    GAAP Operating Loss $         (43,750 )   $         (88,750 )  
    Stock-based compensation expense (1)           14,121               17,932    
    Amortization of intangible assets           1,189               1,189    
    Acquisition cost           663               —     
    Restructuring cost (1)           —                38,146    
    Non-GAAP Operating Loss           (27,777 )             (31,483 )  
    Depreciation and amortization (excluding amortization of intangible assets)           7,666               4,754    
    Other income (loss), net           (993 )             242    
    Net loss (income) attributable to non-controlling interest           (261 )             75    
    Adjusted EBITDA $         (21,365 )   $         (26,412 )  

    (1) $1.1 million of stock-based compensation expense is included in the restructuring cost line of the table above for the fiscal quarter ended June 30, 2024.

    Reconciliation of Non-GAAP Net Loss Attributable to Enovix and Non-GAAP Net Loss Per Share Attributable to Enovix

    Below is a reconciliation of GAAP net loss attributable to Enovix to non-GAAP net loss attributable to Enovix for the periods presented (preliminary and unaudited) (in thousands).

    These non-GAAP measures may differ from similarly titled measures used by other companies.

        Fiscal Quarters Ended  
        June 29, 2025   June 30, 2024  
    GAAP net loss attributable to Enovix   $         (43,347 )   $         (115,872 )  
    Stock-based compensation expense (1)             14,121               17,932    
    Change in fair value of common stock warrants             5,885               33,660    
    Amortization of intangible assets             1,189               1,189    
    Acquisition cost             663               —     
    Gain on bargain purchase of assets             (6,944 )             —     
    Restructuring cost (1)             —                38,146    
    Non-GAAP net loss attributable to Enovix shareholders   $         (28,433 )   $         (24,945 )  
               
    GAAP net loss per share attributable to Enovix, basic and diluted   $         (0.22 )   $         (0.67 )  
    GAAP weighted average number of common shares outstanding, basic and diluted             192,675,756               172,399,172    
               
    Non-GAAP net loss per share attributable to Enovix, basic and diluted   $         (0.15 )   $         (0.14 )  
    GAAP weighted average number of common shares outstanding, basic and diluted             192,675,756               172,399,172    

    (1) $1.1 million of stock-based compensation expense is included in the restructuring cost line of the table above for the fiscal quarter ended June 30, 2024.

    The MIL Network –

    July 8, 2025
  • MIL-OSI: iRhythm Technologies Announces Board Member Retirements and New Director Appointments

    Source: GlobeNewswire (MIL-OSI)

    SAN FRANCISCO, July 07, 2025 (GLOBE NEWSWIRE) — iRhythm Technologies, Inc. (NASDAQ:IRTC) , a leading digital health care company focused on creating trusted solutions that detect, predict, and prevent disease, today announced the retirement of two long-serving board members, Mark Rubash and Ralph Snyderman, M.D., effective July 7, 2025. Concurrently, Karen McGinnis and Kevin O’Boyle have accepted appointments to the board of directors.

    Mark Rubash has served on the board since 2016, prior to the company’s initial public offering, bringing decades of experience in finance, accounting, and strategy at high-growth technology companies. Ralph Snyderman, M.D., who joined the board in 2017, brought unparalleled clinical expertise and was a driving force in leading iRhythm through complex digital technology challenges early in the company’s trajectory. The leaders decided to leave the board to pursue personal endeavors in their retirement.

    “It has been an extraordinary privilege to serve on the board of iRhythm during a period of tremendous growth and maturation,” said Mr. Rubash. “I’ve seen firsthand how this company continues to pioneer, evolve, and put its values into action. I leave with incredible confidence in management, the board, and the company’s bright future.”

    Dr. Snyderman added, “The eight years I’ve spent on the board of iRhythm have provided some of the most rewarding experiences of my professional life. I’m extremely proud of what iRhythm has accomplished for the benefit of millions of patients globally and am excited to watch the company execute its long-range plan and innovate into the future.”

    iRhythm’s newly appointed board members bring deep financial expertise, business acumen, and strategic operational experience from within the medical and biotechnology industry. With their appointment to the board of directors, both Mr. O’Boyle and Ms. McGinnis have also been appointed to serve as members of the Company’s Audit Committee, and Mr. O’Boyle will serve as a member of the Nominating & Governance Committee.

    “We are profoundly grateful to Mark and Ralph for their service, wisdom, and steadfast leadership during the better part of a decade, playing crucial roles in the establishment of iRhythm as a pioneer in ambulatory cardiac monitoring and digital health innovation,” said Abhi Talwalkar, Chairman of the Board of Directors. “Their guidance has helped navigate a period of substantial company maturation while also helping to shape iRhythm’s long-term vision. At the same time, we are thrilled to welcome Karen and Kevin, whose extensive experiences, global expertise, and unique insights at global medical companies will be invaluable as we enter our next phase of growth.”

    About Karen McGinnis

    Karen McGinnis is an accomplished senior executive and board member with over three decades of experience leading complex international companies across biotechnology, consumer electronics, semiconductor, and technology industries. She has demonstrated expertise in driving results for organizations ranging from under $100 million to over $5 billion in annual revenue, with a proven track record in both growth and turnaround situations. Her most recent executive role was Chief Accounting Officer at Illumina, Inc. (NASDAQ: ILMN) from 2017 to 2021, where she led global accounting and tax operations for the genomics leader. Previously, she served as CEO, board member, and CFO of Mad Catz Interactive, a manufacturing gaming brand of interactive entertainment and computer products, where she successfully executed a global restructuring plan that reduced annual operating expenses and navigated complex liquidation proceedings across eight countries.

    Throughout her career, Ms. McGinnis has built a reputation as a hands-on leader focused on building quality teams, implementing key processes, and maintaining the highest standards of integrity and ethics. Her extensive experience spans strategic planning, acquisitions and integrations, capital raises including IPOs, SEC reporting and compliance, and international operations. McGinnis currently serves on multiple public company boards, including as board member and Audit Committee Chair at Alphatec Holdings (NASDAQ: ATEC) and Absci Corporation (NASDAQ: ABSI), where she previously served as Lead Independent Director.

    Ms. McGinnis holds a bachelor’s degree in accounting from the University of Oklahoma and is a Certified Public Accountant.

    About Kevin O’Boyle

    Kevin O’Boyle brings over 20 years of executive leadership experience, most notably as Executive Vice President and Chief Financial Officer at NuVasive, where he helped grow the company’s market capitalization from $100 million to $2 billion. Under his financial leadership, NuVasive met or exceeded Wall Street expectations for 23 consecutive quarters while achieving an average compound annual growth rate of over 45 percent and expanding Wall Street research coverage from four to 24 analysts. His executive experience also includes CFO and COO roles at Advanced BioHealing, ChromaVision Medical Systems, and Albert Fisher.

    Mr. O’Boyle has served on the boards of directors of multiple public companies over the past decade, notably as Chairman of GenMark Molecular Diagnostics (acquired by Roche) and Audit Committee Chair roles at Wright Medical Group (acquired by Stryker), ZELTIQ (acquired by Allergan), and Nevro (acquired by Globus Medical). He currently serves as Audit Committee Chair at Outset Medical (NASDAQ: OM) and Carlsmed.

    Mr. O’Boyle holds a bachelor’s degree in accounting from Rochester Institute of Technology and completed executive management studies at UCLA Anderson School of Management.

    About iRhythm Technologies
    iRhythm is a leading digital health care company that creates trusted solutions that detect, predict, and prevent disease. Combining wearable biosensors and cloud-based data analytics with powerful proprietary algorithms, iRhythm distills data from millions of heartbeats into clinically actionable information. Through a relentless focus on patient care, iRhythm’s vision is to deliver better data, better insights, and better health for all.

    Investor Contact
    Stephanie Zhadkevich
    investors@irhythmtech.com

    Media Contact
    Kassandra Perry
    irhythm@highwirepr.com

    The MIL Network –

    July 8, 2025
  • MIL-OSI: Enovix Launches AI-1™: A Revolutionary Silicon-Anode Smartphone Battery Platform

    Source: GlobeNewswire (MIL-OSI)

    FREMONT, Calif., July 07, 2025 (GLOBE NEWSWIRE) — Enovix Corporation (Nasdaq: ENVX) (“Enovix”), a leader in advanced silicon battery technology, today announced the launch of the AI-1TM platform, its Artificial Intelligence ClassTM batteries for the next generation of mobile smartphones that require significantly higher total energy storage and power to perform AI functions locally. This revolutionary silicon-anode smartphone battery platform is protected by 190 Enovix architecture-specific patents that enable the use of 100% active silicon anodes. Last week, the company sampled its first 7,350 milliampere-hour (mAh) AI-1 batteries to a leading smartphone OEM for qualification in the first ever 100% silicon-anode battery smartphone launch.

    With energy density exceeding 900 watt-hours per liter (Wh/L) and advanced capabilities for high discharge rate and long cycle life, Enovix believes AI-1 is the highest energy density battery commercially available in the market today. The company’s patented battery architecture overcomes the notorious silicon anode swelling problems, enabling exceptional performance without compromising safety or longevity. The higher energy density provided by the AI-1 enables smartphone manufacturers to take full advantage of AI-enabled applications without requiring frequent charging cycles.  

    AI-1 Performance Highlights*:

    • >900 Wh/L energy density – highest commercially available
    • Fast charging at 3C rates – 20% charged in 5 minutes, 50% charged in 15 minutes
    • 900+ cycles in standard smartphone usage based on initial unit testing
    • High discharge capability across wide temperature ranges – ideal for AI applications
    • Passed Enovix Safety Test Suite (ESTS): drop, tumble, thermal abuse, and external short circuit test

    * Based on internal testing

    “Enovix invented technology that led the industry in energy density for wearables in 2023 thanks to our unique architecture and the use of 100% silicon-anode technology,” said Dr. Raj Talluri, CEO of Enovix. “However, when I joined as CEO, I recognized that the portion of the wearables market immediately available to us would not be enough to support our full revenue plan, so I decided to take the opportunity to introduce our breakthrough battery to the much bigger smartphone market and the Enovix story to the smartphone accounts that I knew well from running Micron’s $6 billion mobile memory division. With the launch of AI Class technology, we are now sampling production AI-1 batteries to those customers who demand not only industry-leading energy density, but have other stringent requirements for cycle life, fast charging, and safety. Enovix is now positioned to support the next generation of smartphones in a 1.2-billion unit market.”

    T.J. Rodgers, Enovix Chairman, said, “The AI Class technology is a breakthrough in utilizing the significant but difficult-to-realize benefits of silicon anodes to win in the AI Class smartphone market. The approximate 80,000 wearable batteries produced in our Fremont fab – and even the fab itself – all had to be re-engineered to meet the challenges of the first AI-1 battery. To move from small wearable batteries – with low power consumption and 500-cycle life – to the big, high-power, AI Class batteries, we had to change the anode (five times), the cathode (three times), the electrolyte (ten-plus times), and even the stainless-steel constraint and separator. Each experimental set took months to create and evaluate, and that effort was only possible because of the scale of our 50-engineer R&D group which touts 30 PhDs. Making these major changes was the primary cause of the delay between my January 3, 2023 presentation to shareholders and the sampling of the AI-1. That two-year delay was frustrating, but we are now on the other side of the problem with 100 R&D man-years of distance added between us and our competitors. We have also discovered that our AI Class process, which produces 900 smartphone Wh/L of energy density, will produce wearable batteries meeting 2023 smartwatch requirements with over 1,000 Wh/L of energy density due to the added capabilities of the AI Class process.

    Rodgers continued, “An AI-1 battery, built in our Malaysian production facility, is shown in Figure 1. While it is only 1.79 cubic inches in volume, it holds 7.35 amp-hours of charge and 26.3 watt-hours of energy. Humans cannot comprehend the high rate of energy use in the AI world because it is dissipated invisibly by charging and discharging the 100 billion transistors on a modern AI chip. In the Figure, we also show the same 26.3 Whrs of energy applied to a human-scale problem, lifting a 4,948-pound truck to a working height of 4.7 feet on a commercially available hydraulic lift – three times on one battery charge.

    Rodgers concluded, “We have over $200 million in the bank and thank our shareholders for supporting us on every step of our journey. I started at Enovix in 2012 and have learned that making a new state-of-the-art battery is a decade-long marathon, a lot more difficult than a one-generation change in semiconductors under Moore’s Law. It all started that way for the Sony corporation, which took 10 years to bring the first lithium-ion battery to market in 1991. Fortunately, we expect future generations of the AI Class technology to reuse this foundation, allowing us to raise the bar on energy density progressively as we transfer each new AI process modification to our Malaysian factory.”

    AI-1 is currently available to select smartphone OEMs. Broader availability is expected later in 2025.

    Figure 1. The first AI-1 cell is just 1.79 cu. in. in volume, yet it contains 26.3 watt-hours of electrical energy, enough to power a typical car lift to raise and lower a 4,948-pound truck to a working height of 4.7 ft – three times per charge.

    About Enovix Corporation

    Enovix is a leader in advancing lithium-ion battery technology with its proprietary cell architecture designed to deliver higher energy density and improved safety. The Company’s breakthrough silicon-anode batteries are engineered to power a wide range of devices from wearable electronics and mobile communications to industrial and electric vehicle applications. Enovix’s technology enables longer battery life and faster charging, supporting the growing global demand for high-performance energy storage. Enovix holds a robust portfolio of issued and pending patents covering its core battery design, manufacturing process, and system integration innovations. For more information, visit https://www.enovix.com.

    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. Forward-looking statements generally relate to future events or our future financial or operating performance and can be identified by words such as anticipate, believe, continue, could, estimate, expect, intend, may, might, plan, possible, potential, predict, should, would and similar expressions that convey uncertainty about future events or outcomes. Forward-looking statements in this press release include, without limitation, our expectations that AI-1 represents the highest energy density battery commercially available, that the AI-1 battery enables smartphone manufacturers to take full advantage of AI-enabled applications without compromising battery life, that our unique battery architecture enables exceptional performance without compromising safety or longevity, that the recently shipped smartphone samples exceed industry standards and meet certain demanding standards for fast charging, long cycle life, and temperature resilience, that we lead the industry in energy density for wearables, the benefits and the timing of our first expected commercial product launch, that we have upgraded our prior watch battery product to AI-1 standards and our long-term scale-up plans. Actual results and outcomes could differ materially from these forward-looking statements as a result of certain risks and uncertainties, including, without limitation, those risks and uncertainties and other potential factors set forth in our filings with the SEC, including in the “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” sections of our most recently filed annual report on Form 10-K and quarterly reports on Form 10-Q and other documents that we have filed, or that we will file, with the SEC. For a full discussion of these risks, please refer to Enovix’s filings with the SEC, including its most recent Form 10-K and Form 10-Q, available at https://ir.enovix.com and www.sec.gov. Any forward-looking statements made by us in this press release speak only as of the date on which they are made and subsequent events may cause these expectations to change. We disclaim any obligations to update or alter these forward-looking statements in the future, whether as a result of new information, future events or otherwise, except as required by law.

    Contacts:

    Investors
    Robert Lahey
    ir@enovix.com

    CFO
    Ryan Benton
    rbenton@enovix.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/f9db38ec-43e9-4d87-93de-22f1181c5b9d

    The MIL Network –

    July 8, 2025
  • MIL-OSI Economics: Samsung Introduces Future-Ready Mobile Security for Personalized AI Experiences

    Source: Samsung

    Samsung Electronics today announced a new set of security and privacy updates rolling out with its upcoming Samsung Galaxy smartphones with One UI 8. These updates reinforce Samsung’s commitment to delivering powerful, trusted mobile technology in a rapidly evolving digital world by introducing new protections for on-device AI, expanding cross-device threat detection and enhancing network security with quantum-resistant encryption.
     
     
    Next-Generation Mobile Security for AI Personalization
    Samsung is introducing Knox Enhanced Encrypted Protection (KEEP),1 a new architecture designed to safeguard the next generation of personalized, AI-powered features, as its latest innovation in mobile security. KEEP creates encrypted, app-specific storage environments within the device’s secure storage area, ensuring that each app can access only its own sensitive information and nothing more.
     
    Supporting Galaxy’s Personal Data Engine (PDE),2 KEEP helps secure a user’s deeply personal insights — such as routines and preferences — that enable features like Now Brief and Smart Gallery search. These insights stay entirely on-device, protected by KEEP and further secured by Knox Vault, Samsung’s tamper-resistant hardware security environment. The result is a seamless foundation for Galaxy AI that delivers personalized intelligence while keeping data tightly contained and under the user’s control.
     
    KEEP’s system-level structure allows it to scale across Galaxy AI innovations. In addition to PDE, it now protects Now Brief, Smart Suggestions and other on-device features that rely on user-specific inputs — enabling more advanced AI experiences without compromising privacy. With KEEP, Samsung is redefining how mobile devices safeguard data in the background to elevate privacy from a setting to an embedded design principle.
     
     
    Smarter, More Connected Threat Response With Knox Matrix
    As AI becomes more integrated across the ecosystem, Samsung is advancing protections that offer not just stronger security, but greater transparency and control for users, with Knox Matrix leading the way. Through One UI 8, Samsung is evolving Knox Matrix to deliver more proactive and user-friendly protection for connected Galaxy devices. When a device is flagged for serious risk — such as system manipulation or identity forgery — it is designed to automatically sign out of the Samsung Account, cutting off access to cloud-connected services to prevent threats from spreading.3
     
    Users are notified across their connected Galaxy devices and guided to the ‘Security status of your devices’ page, where they can review the issue and take action. Even devices without the latest security status updates trigger a yellow-level warning, helping users respond before vulnerabilities grow.
     
    Together, these updates make Samsung Galaxy’s ecosystem-level protection more dynamic, intuitive and visible, empowering users to maintain trust across all their devices with more confidence and clarity.
     
     
    Secure Wi-Fi Strengthened With Quantum-Resistant Encryption
    In continuation of its commitment to quantum-safe security, Samsung is bringing post-quantum cryptography to Secure Wi-Fi,4 extending the trusted approach first introduced on the Galaxy S25 series through Post-Quantum Enhanced Data Protection (EDP). Secure Wi-Fi is now being upgraded with a new cryptographic framework5 designed to strengthen network protection against emerging threats, particularly those anticipated in the era of quantum computing. This enhancement secures the key exchange process at the core of encrypted connections, helping ensure robust privacy even over public networks.

     
    Quantum computing, once fully realized, could undermine many of today’s data protection methods. By integrating post-quantum cryptography, Secure Wi-Fi is built to withstand future attacks that capture encrypted data with the intent to break it once quantum technology matures — a tactic known as “harvest now, decrypt later.” This upgrade fortifies the secure tunnel between Galaxy devices and Samsung servers, reinforcing the integrity of data transmissions in high-risk environments like public Wi-Fi.
     
    In addition to this future-ready foundation, Secure Wi-Fi offers a suite of advanced privacy features:
     

    Auto Protect: Automatically activates in public places like cafés, airports or hotels, securing Wi-Fi connections without requiring user action.
    Enhanced Privacy Protection (EPP): Encrypts internet traffic and routes it through multiple layers, combining packet encryption and relay to anonymize device information and help prevent tracking.
    Protection Activity: Provides visibility into protection history by showing which apps and networks were secured and how much data was encrypted over time.

     
     
    A Trusted Platform With Built-In Safeguards
    In addition to its latest innovations, Samsung continues to strengthen the core protections that underpin the Galaxy experience. These features reflect a multi-layered security approach that protects across hardware and software, while giving users greater visibility and control:
     

    Knox Vault secures sensitive credentials such as passwords, PINs and biometrics in a physically isolated environment, helping to keep them protected even if the main operating system is compromised.
    Auto Blocker helps provide defense by default, blocking unauthorized app installs, restricting command-based attacks and mitigating risks from potential zero-click threats.
    Advanced Intelligence Settings gives users the option to turn off online data processing for AI features, so personal information can stay on-device, fully under their control.
    Enhanced Theft Protection helps protect personal data even in high-risk situations such as robbery, using safeguards like Identity Check and Security Delay to prevent unauthorized access.

     
    This latest set of updates reinforces Samsung’s long-standing commitment to mobile security that evolves with innovation. It strengthens on-device privacy for personalized AI with KEEP, expands transparency and user control through Knox Matrix, and introduces quantum-resistant protection to Secure Wi-Fi for a more future-ready Galaxy experience. As new security challenges emerge, Samsung remains focused on delivering safeguards that are built in, always on and ready for what’s next.
     
     
    1 Available on Galaxy smartphones and tablets with One UI 8 or later.
    2 The Personal Data Engine functions when the Personal Data Intelligence menu is on. Analyzed data will be deleted once the Personal Data Intelligence menu is turned off.
    3 Available on Galaxy smartphones and tablets with One UI 8 or later. Availability may vary by model and/or market.
    4 Secure Wi-Fi offers free protection of up to 1024MB per month for Android OS 13 or later, and 250MB per month for Android OS 12 or earlier versions. Availability details may vary by market or network provider and connectivity is subject to applicable network environments.
    5 This upgrade applies a post-quantum cryptographic algorithm certified under NIST FIPS 203 (ML-KEM). Availability may vary by market, model and OS version.

    MIL OSI Economics –

    July 8, 2025
  • MIL-OSI United Kingdom: Join Elmer and friends at Leicester Museum this summer

    Source: City of Leicester

    THE JOYFUL world of Elmer the Patchwork Elephant will be delighting visitors to Leicester Museum & Art Gallery this summer.

    From Saturday (12 July), families can enjoy a free exhibition that includes interactive displays, author’s artwork and a giant jigsaw featuring everyone’s favourite elephant.

    Created by author and illustrator David McKee more than 35 years ago, and the star of more than 40 books, Elmer is joined at the exhibition by Mr Benn, King Rollo and Not Now, Bernard – popular characters also created by David McKee.

    Youngsters will be able to dress up in the Mr Benn costume shop and take part in free activities inspired by the imaginative world of Elmer and friends.

    On Friday 18 July, there’s an opportunity to make a storybook, while on Friday 25 July, children can use a range of materials to create their own collage creatures inspired by David McKee’s illustrations. Free craft activities on Friday 1 August include the chance to design a colourful trail of cardboard elephants. All drop-in activities run from 11am until 3pm.

    Elmer and Friends: The Colourful World of David McKee is an exhibition from Seven Stories, The National Centre for Children’s Books.

    It opens at Leicester Museum & Art Gallery on Saturday 12 July and runs until Sunday 9 November. Admission is free of charge.

    MIL OSI United Kingdom –

    July 8, 2025
  • MIL-OSI United Nations: Statement attributable to the Spokesperson for the Secretary-General – on floods in Texas

    Source: United Nations secretary general

    The Secretary-General is deeply saddened by the tragic loss of life, notably of a large number of children, caused by the recent floods in Texas, which struck during what should have been a time of celebration over the holiday weekend.

    The Secretary-General extends his heartfelt condolences to the families of the victims and expresses his solidarity with all those impacted, the people of Texas and the government of the United States.

    MIL OSI United Nations News –

    July 8, 2025
  • Tesla slides as Musk’s ‘America Party’ sparks investor worries

    Source: Government of India

    Source: Government of India (4)

    Tesla shares fell nearly 7% in premarket trading on Monday after CEO Elon Musk’s plans to launch a new U.S. political party raised investor doubts about his focus on the electric automaker’s future.

    The former head of the Department of Government Efficiency (DOGE) unveiled the ‘America Party’ on Saturday, voicing his displeasure over President Donald Trump’s ‘One Big, Beautiful Bill’.

    This further escalates Musk’s feud with Trump even as Tesla posted a second straight drop in quarterly deliveries. Their discord over the tax bill erupted into an all-out social media brawl in early June, with Trump threatening to cut Musk’s government contracts and subsidies.

    “Investors are worried about two things – one is more Trump ire affecting subsidies and the other, more importantly, is a distracted Musk,” said Neil Wilson, UK investor strategist at Saxo Markets.

    Investors had in May cheered Musk’s decision to scale back political spending and remain Tesla CEO for another five years. He had spent nearly $300 million around Trump’s re-election campaign last year.

    “But now (they) are worried he’s going to (get) sucked back in and take his eye off Tesla,” Wilson said.

    The first signs of investor unease surfaced soon after Musk’s announcement, with investment firm Azoria Partners delaying the listing of a Tesla exchange-traded fund.

    Trump on Sunday called Musk’s plans to form the “America Party” “ridiculous”, saying the Musk ally he once named to lead NASA would have presented a conflict of interest given Musk’s business interests in space.

    TESLA BOARD MOVES

    Wedbush analyst Dan Ives, a Tesla bull, said many investors are feeling a “sense of exhaustion” over Musk’s insistence on immersing himself in politics.

    Azoria Partners CEO James Fishback posted several critical comments on X about Musk’s new party, and called for the Tesla board to clarify Musk’s political ambitions and evaluate if his political involvement is compatible with his obligations to Tesla as CEO.

    The new party undermines the confidence shareholders had that Musk would be focusing more on the company, Fishback said.

    Musk’s latest political move raises questions around Tesla board’s course of action. Its Chair Robyn Denholm in May denied a Wall Street Journal report that said board members were looking to replace the CEO.

    Tesla’s board, which has been criticized for failing to provide oversight of its combative, headline-making CEO, faces a dilemma managing him as he oversees five other companies and his personal political ambitions.

    “This is exactly the kind of thing a board of directors would curtail – removing the CEO if he refused to curtail these kinds of activities,” said Ann Lipton, a professor at the University of Colorado Law School and an expert in business law.

    “The Tesla board has been fairly supine; they have not, at least not in any demonstrable way, taken any action to force Musk to limit his outside ventures, and it’s difficult to imagine they would begin now.”

    Tensions with Trump, struggling sales and an aging vehicle line-up have hurt Tesla’s stock, even as the company bets on growth from autonomous vehicles.

    The stock, which soared to over $488 in December after Trump’s November re-election, has lost 35% since then and closed last week at $315.35.

    Tesla is the worst performing stock among “the Magnificent Seven” group of high-growth U.S. companies this year.

    (Reuters)

     

    July 8, 2025
  • MIL-OSI: Novel Digital Test Provides Revolutionary Tool to Assess Brain Chemistry

    Source: GlobeNewswire (MIL-OSI)

    SAN FRANCISCO, July 07, 2025 (GLOBE NEWSWIRE) — For the first time, a study shows a digital assessment can provide a scientific measure of acetylcholine – a key brain chemical whose decline signals the progression of cognitive impairment and Alzheimer’s disease. The assessment (here) can be self-administered and completed in about three minutes on internet-connected devices — with big implications for cognitive aging and dementia. The assessment was developed by Posit Science, the maker of BrainHQ brain training exercises and assessments, and examined as part of an NIH-funded study in collaboration with researchers at McGill University.

    “Currently, it’s impossible for doctors to monitor this brain chemical despite its importance because it requires expensive imaging equipment and special expertise available at few research centers,” said Dr. Henry Mahncke, CEO of Posit Science. “This breakthrough shows a new path for routine monitoring of brain health by doctors and individuals.”

    The brain’s neuromodulatory system produces brain chemicals that impact mood, learning, attention, responsiveness, and memory. Brain scientists have known for decades that the system (and its subsystems that produce various brain chemicals) operate more sluggishly (downregulate) with aging and various health conditions.

    The assessment focuses on the cholinergic system — a subsystem that produces the brain chemical acetylcholine — sometimes called the “pay attention” chemical, because it is produced when you pay attention. The production of acetylcholine is known to down regulate with normal aging, and even more severely with pre-dementia and with Alzheimer’s disease and related dementias (ADRD).

    Cholinergic function is recognized as a key biomarker of overall brain health, regulates the ability of the brain to change (“plasticity”), and is associated with stronger cognitive performance (in sensory processing, attention, learning, memory, and executive function). Poor cholinergic function is linked to the production of plaque and tangles associated with ADRD, as well deficits in other conditions.

    Currently there is no easily accessible way to measure cholinergic function. No standardized blood test to directly measure it exists. Positron Emission Tomography (PET) brain imaging techniques can be used; however, this method is costly, requires specialized expertise, and exposes participants to radiation, limiting its use in clinical practice.

    “We developed a digital cognitive test to be a sensitive measure of brain health. To validate the test, we approached the researchers at The Neuro at McGill University, because it is one of a small number of places on the planet with the imaging technology to measure acetylcholine directly,” said Dr. Henry Mahncke. “In this study, they measured acetylcholine alongside cognitive performance using our assessment.”

    The imaging study enrolled 92 healthy older adults (average age 72). Each was measured using: a BrainHQ assessment (Double Decision); two other validated neuropsychological assessments; and a PET scan using tracer to evaluate cholinergic neurotransmission.

    The study showed better scores on the Double Decision assessment correlated with higher cholinergic function, indicating that the assessment could estimate cholinergic function without the complexity and risk of doing a PET scan. These results align with prior studies showing a significant relationship between cholinergic function and cognitive performance as measured by clinician-administered tools.

    The assessment was brief, taking an average of 3 minutes to complete, and demonstrated good usability with reasonable descriptive and psychometric properties. It was sensitive to age within the narrow band measured of 65-83 years and was not influenced by demographic factors such as years of education or gender.

    The researchers conclude: “The results support the adoption of this scalable form of biomarker-informed cognitive assessment available to individuals with an internet-connected device.”

    “These researchers also are looking at whether our brain exercises can upregulate acetylcholine, which would have a tremendous impact on cognitive aging and ADRD research,” Dr. Mahncke added. “We look forward to learning more.

    BrainHQ exercises have shown benefits in more than 300 studies. Such benefits include gains in cognition (attention, speed, memory, decision-making), in quality of life (depressive symptoms, confidence and control, health-related quality of life) and in real-world activities (health outcomes, balance, driving, workplace activities). BrainHQ is used by leading health and Medicare Advantage plans, by leading medical centers, clinics, and communities, and by elite athletes, the military, and other organizations focused on peak performance. Consumers can try a BrainHQ exercise for free daily at https://www.brainhq.com.

    This research was supported by the National Institute on Aging of the National Institutes of Health under Award Numbers R44AG039965 and 3R44AG039965-06S1. This content is solely the responsibility of the authors and does not necessarily represent the official views of the National Institutes of Health

    The MIL Network –

    July 8, 2025
  • MIL-OSI: From Investment to Real Estate: U.S. Accepts Bitcoin for Home Purchases, and LET Mining Helps Asset Growth

    Source: GlobeNewswire (MIL-OSI)

    New York City, NY, July 07, 2025 (GLOBE NEWSWIRE) — As new federal guidelines enable cryptocurrency to qualify as a mortgage asset, U.S. homeowners can now leverage Bitcoin directly in home purchases—with LET Mining poised to support this evolution by helping investors grow and diversify their holdings through efficient, eco‑friendly cloud mining.

    Last week, Federal Housing Finance Agency Director William Pulte directed Fannie Mae and Freddie Mac to consider cryptocurrency holdings on U.S.-regulated centralized exchanges as qualifying assets in mortgage assessments, without requiring conversion to cash. This landmark shift could unlock homeownership opportunities for Bitcoin holders who previously faced forced liquidation or margin loans.

    To capitalize on this growing trend, LET Mining, a crypto‑mining and financial services platform founded in 2021, offers a secure, sustainable path to increase Bitcoin assets through its green‑powered intelligent cloud mining infrastructure. By enabling investors to compound Bitcoin holdings over time, LET Mining empowers users to build crypto reserves that now directly translate into home-buying power.

    How to create more value for BTC through LET Mining
    1. Log in to the website https://letmining.com/ and register an account in one minute. After successful registration, you can get a $12 reward

    LET Mining provides users with cloud computing power contracts with flexible investment strategies. Users have the following options (you can participate with a minimum of $100 worth of BTC)

    ●Experience Contract: Investment amount: $100, contract period: 2 days, daily income of $4, expiration income: $100 + $8
    ●BTC Classic Hash Power: Investment amount: $500, contract period: 5 days, daily income of $6, expiration income: $500 + $30
    ●DOGE Classic Hash Power: Investment amount: $3,500, contract period: 24 days, daily income of $50.4, expiration income: $3,500 + $1,209.6
    ●BTC Advanced Hash Power: Investment amount: $5,000, contract period: 30 days, daily income of $76, expiration income: $5,000 + $2,280
    ●BTC Advanced Hash Power: Investment amount: $10,000, contract period: 45 days, daily income of $173, expiration income: $10,000 + $7,785

    (Click here to view more high-yield contract details)

    3. Automatically obtain income every day and withdraw funds at any time

    “With Bitcoin now qualifying as a mortgage asset, investors need reliable, performance‑driven ways to grow their crypto holdings,” said Lillian Austen, Communications Director at LET Mining. “Our smart, renewable‑energy mining services help users scale their portfolios—and access the American dream through real estate.”

    LET Mining’s smart cloud platform combines smart contracts, AI‑driven currency allocation, and predictive maintenance to ensure maximum mining efficiency. Its data centers rely on renewable energy and industrial-scale economies, reducing costs and carbon footprint while maximizing real output.

    As crypto-backed mortgages and cash‑deal home purchases gain traction, LET Mining also streamlines treasury growth for users. Instead of selling Bitcoin at the time of purchase, investors can continue accumulating via mining and rely on crypto mortgages or cash offers backed by their growing reserves. This reduces tax friction, volatility concerns, and liquidity constraints that previously hindered crypto holders from entering the housing market.

    Industry watchers anticipate only 1% of U.S. home purchases have involved crypto proceeds so far—but that figure is expected to rise sharply as institutional frameworks adapt, and platforms like LET Mining make growth accessible and sustainable.

    About LET Mining
    LET Mining, founded in 2021, is a leading cloud-mining and blockchain financial services provider. The London‑based platform specializes in green‑energy-powered, AI‑enabled mining solutions, enabling everyday investors to grow digital assets through efficient, secure, and compliant means. To learn more, visit https://letmining.com/.

    Media Contact:

    Lillian Austen
    Communications Director, LET Mining
    info@letmining.com

    Attachment

    The MIL Network –

    July 8, 2025
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